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AGENDA - General Committee - 20191001 General Committee Meeting Agenda Tuesday, October 1, 2019 7 p.m. Council Chambers Aurora Town Hall Public Release September 24, 2019 Town of Aurora General Committee Meeting Agenda Tuesday, October 1, 2019 7 p.m., Council Chambers Councillor Kim in the Chair 1. Approval of the Agenda 2. Declarations of Pecuniary Interest and General Nature Thereof 3. Community Presentations 4. Delegations 5. Consent Agenda 6. Advisory Committee Meeting Minutes Recommended: That the following Advisory Committee Meeting Minutes item, A1, be received: A1. Accessibility Advisory Committee Meeting Minutes of September 4, 2019 Recommended: 1. That the Accessibility Advisory Committee meeting minutes of September 4, 2019, be received for information. General Committee Meeting Agenda Tuesday, October 1, 2019 Page 2 of 4 7. Consideration of Items Requiring Discussion (Regular Agenda) R1. CS19-024 – Delegation to Staff of Certain Powers, Duties and Functions Recommended: 1. That Report No. CS19-024 be received; and 2. That a by-law that delegates powers, duties and functions to staff be enacted. R2. FS19-028 – 2020 to 2022 Fees and Charges Update Recommended: 1. That Report No. FS19-028 be received; and 2. That a by-law be enacted to set the 2020, 2021 and 2022 Fees and Charges for applications, permits, use of Town property, the sale of documents and for the prescribed service charges for administrative matters as itemized on the attached schedules. R3. FS19-029 – Prudent Investor Standard for Multiple Investments Recommended: 1. That Report No. FS19-029 be received; and 2. That staff undertake further due diligence to determine the best approach to move to the prudent investor standard and report back to Council with a final recommendation. R4. OPS19-021 – Backflow Prevention Bylaw and Request for Budget to Install Backflow Preventers Recommended: 1. That Report No. OPS19-021 be received; and 2. That a by-law to repeal and replace By-law No. 5645-14 – Being a by-law to regulate cross connections and backflow prevention in private plumbing systems – be enacted at a future Council meeting; and General Committee Meeting Agenda Tuesday, October 1, 2019 Page 3 of 4 3. That Capital Project No. 43057 – Installation of Backflow Prevention Meters in Town Facilities be approved; and 4. That a total budget of $125,000 be approved for Capital Project No. 43057 to be funded from the Water Reserve. R5. OPS19-022 – Award of Sole Source Contract to Wamco Municipal Products Inc. Recommended: 1. That Report No. OPS19-022 be received; and 2. That a sole source contract in the amount of $750,000, excluding taxes, be approved for the supply of water meters from Wamco Municipal Products Inc. for a five (5) year period; and 3. That Director of Operations be authorized to renew the contract, at the same rate, for three (3) additional one (1)-year terms, pending an annual analysis and performance review by the Director. R6. PDS19-053 – Approval of Capital Project No. 81016 – Aurora Promenade Streetscape Design & Implementation Recommended: 1. That Report No. PDS19-053 be received; and 2. That this report satisfies Council’s conditional budget approval for Capital Project No.81016 – Aurora Promenade Streetscape Design & Implementation in the amount of $470,000. R7. PDS19-084 – Proposed Amendments to the Town’s Parking By-law for Industry Street and Catherine Avenue Recommended: 1. That Report No. PDS19-084 be received; and 2. That a by-law to amend Parking By-law No. 4574-04.T be enacted to: General Committee Meeting Agenda Tuesday, October 1, 2019 Page 4 of 4 (a) Prohibit parking at any time on the west side of Industry Street from Mary Street to the south limit of Industry Street; and (b) Prohibit parking at any time on the north side of Catherine Avenue from Spruce Street to Walton Drive. R8. PDS19-090 – The State of Maturity Report Recommended: 1. That Report No. PDS19-090 be received for information. 8. Notices of Motion (a) Mayor Mrakas Re: The Never Forgotten National Memorial 9. New Business 10. Closed Session 11. Adjournment Town of Aurora Accessibility Advisory Committee Meeting Minutes Date: Wednesday, September 4, 2019 Time and Location: 7 p.m., Holland Room, Aurora Town Hall Committee Members: John Lenchak (Chair), Hailey Reiss (Vice Chair), Matthew Abas, Max Le Moine, Jo-anne Spitzer, Councillor Rachel Gilliland Members Absent: Gordon Barnes Other Attendees: Mat Zawada, Accessibility Advisor, Linda Bottos, Council/Committee Coordinator The Chair called the meeting to order at 7:02 p.m. 1. Approval of the Agenda Moved by Councillor Gilliland Seconded by Jo-anne Spitzer That the agenda as circulated by Legislative Services be approved. Carried 2. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50. 3. Receipt of the Minutes Accessibility Advisory Committee Meeting Minutes of June 5, 2019 General Committee Meeting Agenda Tuesday, October 1, 2019 Item A1 Page 1 of 5 Accessibility Advisory Committee Meeting Minutes Wednesday, September 4, 2019 Page 2 of 5 Moved by Jo-anne Spitzer Seconded by Max Le Moine That the Accessibility Advisory Committee meeting minutes of June 5, 2019, be received for information. Carried 4. Delegations None 5. Matters for Consideration 1. Memorandum from Planner Re: Application for Site Plan Amendment (Minor) Piramal Healthcare, 110 Industrial Parkway North, Plan 246, Pt Lot 103, Plan 65R4062, Part 3 and 4, File Number: SP-2019-05 Staff provided an overview of the application, and the Committee reviewed the site plan and discussed the accessibility standards to be considered as part of the site plan application. Moved by Hailey Reiss Seconded by Max Le Moine 1. That the memorandum regarding Application for Site Plan Amendment (Minor), Piramal Healthcare, 110 Industrial Parkway North, Plan 246, Pt Lot 103, Plan 65R4062, Part 3 and 4, File Number: SP-2019-05, be received; and 2. That the following Accessibility Advisory Committee comments regarding the Application for Site Plan Amendment (Minor) be considered by staff: (a) Request to view a more detailed site plan outlining the location and number of current barrier-free parking spaces to identify whether the new lot requires any additional spaces; and (b) Request that tactile indicators be installed at the stairway for the new building; and General Committee Meeting Agenda Tuesday, October 1, 2019 Item A1 Page 2 of 5 Accessibility Advisory Committee Meeting Minutes Wednesday, September 4, 2019 Page 3 of 5 (c) Request that a barrier-free path of travel be added to delineate a pathway from the new parking lot to the new building; and (d) Request that automatic door openers be installed for all public access locations in the new building, including proper timed door delays. Carried 2. Memorandum from Accessibility Advisor Re: Ban of Single-Use Plastic Straws Staff gave an overview of the memorandum, noting the staff recommendation that an “offer first” policy be implemented for plastic straws at Town facilities pending the implementation of any federal and provincial legislation. The Committee discussed various options and approaches to banning plastics and expressed support for the “offer first” policy in the short term. The Committee recommended that the policy be reviewed regularly to keep the organization up-to-date with regulations, technology, and industry best practices. Moved by Hailey Reiss Seconded by Councillor Gilliland 1. That the memorandum regarding Ban of Single-Use Plastic Straws be received; and 2. That the Accessibility Advisory Committee supports the implementation of an “offer first” policy for single-use plastic straws at Town facilities. Carried 3. Round Table Discussion Re: Town of Aurora Accessibility Plan 2018 to 2024 The Committee discussed various issues and made suggestions to include: (a) automatic door openers to the men’s and women’s change rooms (next to family change room) at Aurora Family Leisure Complex (AFLC); and (b) adult change tables in washrooms for both SARC and AFLC; and (c) automatic door openers to pool from change rooms at AFLC. General Committee Meeting Agenda Tuesday, October 1, 2019 Item A1 Page 3 of 5 Accessibility Advisory Committee Meeting Minutes Wednesday, September 4, 2019 Page 4 of 5 The Committee further suggested that a sensory break room or space be made available at Town events, where Town facilities are available nearby, to provide relief for children and adults that may need a sensory break in order to continue enjoying an event. Moved by Councillor Gilliland Seconded by Jo-anne Spitzer 1. That the comments and suggestions regarding the Town of Aurora Accessibility Plan 2018 to 2024 be received and referred to staff for consideration and action as appropriate. Carried 6. Informational Items 4. Memorandum from Senior Policy Planner Re: Library Square – Preferred Church Street Design Options Staff provided a brief overview of the memorandum and benefits of Design Option 2B including the addition of three on-street barrier-free parking spaces. Moved by Councillor Gilliland Seconded by Matthew Abas 1. That the memorandum regarding Library Square – Preferred Church Street Design Options be received for information. Carried 5. Memorandum from Accessibility Advisor Re: Accessibility Advisory Committee Input and Comments for Site Plan Applications Staff gave a brief overview of the memorandum and comments provided on behalf of the Committee regarding five site plan applications. The Committee requested that the applications from L&B Aurora Inc. (File ZBA-2019-01) and Smart Centres-Whitwell Developments Ltd. (File SP-2019-04) be included on the next meeting agenda for Committee review and comment. General Committee Meeting Agenda Tuesday, October 1, 2019 Item A1 Page 4 of 5 Accessibility Advisory Committee Meeting Minutes Wednesday, September 4, 2019 Page 5 of 5 Moved by Max Le Moine Seconded by Matthew Abas 1. That the memorandum regarding Accessibility Advisory Committee Input and Comments for Site Plan Applications be received for information. Carried 6. Memorandum from Deputy Town Clerk Re: Advisory Committee Chair Rotation Staff provided a brief overview of the memorandum and changes to the Town’s Policy for Ad Hoc/Advisory Committees and Local Boards respecting the Chair/Vice Chair rotation process. Moved by Jo-anne Spitzer Seconded by Matthew Abas 1. That the memorandum regarding Advisory Committee Chair Rotation be received for information. Carried 7. Adjournment Moved by Councillor Gilliland Seconded by Hailey Reiss That the meeting be adjourned at 8:12 p.m. Carried General Committee Meeting Agenda Tuesday, October 1, 2019 Item A1 Page 5 of 5 Town of Aurora General Committee Report No. CS19-024 Subject: Delegation to Staff of Certain Powers, Duties and Functions Prepared by: Patricia De Sario, Town Solicitor Department: Corporate Services Date: October 1, 2019 Recommendation 1. That Report No. CS19-024 be received; and 2. That a by-law that delegates powers, duties and functions to staff be enacted. Executive Summary Section 270 of the Municipal Act, 2001, as amended, requires municipalities to adopt and maintain certain policies, including those dealing with delegation of powers. The purpose of this report is to update and define the delegation policies and procedures that were approved by Council in 2007 and to consolidate and identify specific delegations in the form of a by-law. The use of a by-law in lieu of a policy is to align this policy with other required policies that have been approved in the form of a by-law. • A delegated authority by-law will easily identify the powers and authority given to staff, thereby providing greater accountability and transparency • Delegating authority to staff on various other matters allows for efficiencies and enhanced customer service Background Section 270 of the Municipal Act, 2001, as amended (the “Act”), requires municipalities to adopt and maintain certain policies, including those dealing with the delegation of powers. Section 23.1 of the Act provides the parameters for the delegation. In general, Council may delegate administrative powers (i.e. matters required for the management of the corporation that do not involve discretionary decision-making). In addition, Council may delegate legislative and quasi-judicial powers (i.e. setting policies or exercising decision-making authority, such as approving certain applications) only if they are minor in nature. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 1 of 38 October 1, 2019 Page 2 of 5 Report No. CS19-024 On December 11, 2007, Council adopted a Delegation Policy that provided general guidance to Council in delegating powers, duties or functions to staff. In summary, the policy states that all delegations of powers are to be effected by by-law, a power that is delegated to a specific staff member may not be further delegated, unless someone is acting in the capacity of that staff member or unless further delegation is expressly permitted and powers that are minor in nature may be delegated and be subject to certain terms and restrictions. As a result of the Delegation Policy, over the years, Council has delegated specific powers, duties and functions to staff on a case-by-case basis. The powers and duties are minor or administrative in nature or implement a previous Council decision without the need to bring a report or by-law to Council. Staff recommend that Council enact a by-law to update and define the delegation policies and procedures and to consolidate and identify specific delegations in the form of a by-law. The proposed delegation by-law will include the requirements set out in the Delegation Policy and therefore, the Delegation Policy will be repealed if Council enacts the proposed delegation by-law. Analysis A delegated authority by-law that easily identifies the powers and authority given to staff will provide greater accountability and transparency. Over the past several years, Council has delegated its authority and power to staff for various reasons, such as signing agreements, issuing permits and licences, and approving minor site plan applications. These delegated powers and duties are found sporadically in various Council resolutions, by-laws and policies. This has made it administratively difficult to track which authority has been granted to staff. Further, a consolidated by-law is a common practice amongst municipalities to ensure greater accountability and transparency. Therefore, staff is recommending that the current delegated powers and duties be consolidated into one by-law. Delegating authority to staff on various other matters allows for efficiencies and enhanced customer service. There are powers and duties that may be delegated to staff in order to provide efficiencies and enhance customer service. Attached are charts that outline the powers, duties and functions that staff are proposing be delegated. The existing delegations General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 2 of 38 October 1, 2019 Page 3 of 5 Report No. CS19-024 refer to the by-law, resolution or policy that initiated the delegation. New delegations are shaded. An example of a power, duty or function that staff is recommending be delegated is the power to enter into and execute agreements provided that the subject matter of the agreement is to implement a Council decision. Currently, the authority to sign agreements is recommended in a staff report (i.e. That the Mayor and Clerk be authorized to execute any and all agreements, documents and ancillary agreements required to give effect to the decision). If Council approves the proposed delegation by- law, this recommendation would no longer be necessary in the report. It is important to have this delegation because at times, as staff work to implement Council’s decision, they may want to enter into an agreement that was not anticipated at the time of the writing of the report. Having this delegated authority would provide flexibility to staff to enter into such agreements without the need to go back to Council. Where necessary and to ensure compliance with delegation policy and the Municipal Act, the chart includes restrictions and requirements in order for this authority to apply. As other matters may arise, staff may continue to bring forward for consideration any additional authority that will improve workflow and customer service delivery. If these further delegations are approved by Council, the Town Clerk will add them to the delegation by-law, if enacted by Council. Advisory Committee Review None. Legal Considerations Section 270 of the Act requires municipalities to adopt and maintain a policy in regard to the delegation of powers. Section 23.1 of the Act provides the parameters for the delegation and outlines what powers may not be specifically delegated. The proposed delegation by-law would comply with the requirements set out in the Act. Financial Implications None. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 3 of 38 October 1, 2019 Page 4 of 5 Report No. CS19-024 Communications Considerations This report will be posted to the Town website and included in Council Highlights to ensure the community is aware of the changes. Link to Strategic Plan Promoting service accountability, excellence and innovation. Alternative(s) to the Recommendation 1. That Report No. CS19-024 be received only. 2. That various powers and authorities, as directed by Council, not be delegated. Conclusions Council has delegated certain authority and power to staff in various policies, by-laws and resolutions. This report recommends that these authorities and powers be consolidated into one by-law. In addition, staff recommend that other powers and authorities be delegated in order to provide greater efficiencies and enhance customer service. Attachments Attachment 1 – Delegation Policy 2007 Attachment 2 – General Delegations Attachment 3 – Development Related Matters Attachment 4 – Financial Matters Attachment 5 – Permits and Licences Attachment 6 – Real Property Attachment 7 – Legal Matters General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 4 of 38 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 5 of 38 Attachment 1 Delegation Policy 2007 I. Purpose/Application The Municipal Act, 2001 (the Act) requires that all municipalities adopt and maintain a policy with respect to the delegation of Council’s legislative and administrative authority. The purpose of this policy is to set out the scope of the powers and duties which Council may delegate within its legislative and administrative authority and to establish principles governing such delegation. This policy has been developed in accordance with the Act in order to comply with its other applicable sections, including section 270. This policy applies to all committees of Council, departments and staff. II. Definition(s): i) Legislative Powers - Includes all matters where council acts in a legislative or quasi judicial function including enacting by-laws, setting policies, and exercising decision making authority. ii) Administrative Powers -Includes all matters required for the management of the corporation which do not involve discretionary decision making. III. Policy Statement The Council of the Town, as a duly elected municipal government is directly accountable to its constituents for its legislative decision making, policies, and administrative functions. Council’s decisions are generally expressed by by-law or resolution of Council carried by a majority vote. The efficient management of the municipal corporation and the need to respond to issues in a timely fashion require Council to entrust certain powers and duties to committees and staff while concurrently maintaining accountability, which can be effectively accomplished through the delegation of legislative and administrative functions. Council authority will be delegated within the context set out in the Act and will respect the applicable restrictions outlined in the Act. IV. Policy Requirements 1. All delegations of Council powers, duties or functions shall be effected by bylaw. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 6 of 38 2. Unless a power, duty, or function of Council has been expressly delegated by bylaw, all of the powers, duties and functions of Council remain with Council. 3. A delegation of a power, duty or function under any bylaw to any member of staff includes a delegation to a person who is appointed by the CAO or selected from time to time by the delegate to act in the capacity of the delegate in the delegate’s absence. 4. Subject to section 3, a person to whom a power, duty or function has been delegated by bylaw has no authority to further delegate to another person any power, duty or function that has been delegated, unless such sub-delegation is expressly permitted. 5. Legislative matters may be delegated by Council where they are minor in nature or where Council has explicitly provided for the terms and conditions under which the powers shall be exercised, and must take into account the limitations set out in the Act. 6. “Small” Administrative Matters may generally be delegated to staff subject to the conditions set out in the delegation and in this policy, and must take into account the limitations set out in the Act. In exercising any delegated power, the delegate shall ensure the following: x Any expenditure related to the matter shall have been provided for in the current year’s budget or authorized by the Purchasing and Procurement By-law. x The scope of the delegated authority shall not be exceeded by the delegate. x Where required by the specific delegated authority, reports shall be submitted to Council advising of the exercise of a delegated power and confirming compliance with the delegated authority and this policy. x All policies regarding insurance and risk management shall be complied with when applicable. x Delegates shall ensure the consistent and equitable application of council policies and guidelines V. Specific Delegations to Staff The following list is comprised of examples of Council powers, duties or functions that have already been delegated to staff by Council: The award of contracts through the RFQ, RFP or tender process for services or goods that have a value of $50,000.00 or less; (Purchasing and Procurement By- law); General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 7 of 38 The issuance of pool enclosure permits (fence by-law); The issuance of business licenses, unless restrictions are imposed on the license (licensing by-law); The issuance of pet licenses (animal control by-law); The temporary waiving of parking restrictions for special events (parking by-law); The issuance of sign exemptions (temporary sign by-law); The granting of certain noise exemptions (noise by-law); The power to temporarily close roads (temporary road closure by-law); The granting and release of minor easements (Administrative Procedure No. 55 - Real Estate Sales, Purchases and Leases); The issuance of fill permits (for up to 1000 cubic metres of fill); (fill by-law); and The issuance of topsoil permits (topsoil removal by-law). General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 8 of 38 Attachment 2 General Delegations # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 1 Exercise general control and management of the affairs of the Town for the purpose of ensuring its efficient and effective operation and execute Agreements related thereto CAO Municipal Act (s. 229) In accordance with s. 229 of the Municipal Act and Job Description No. S221 Agreement to be in a form approved by the Town Solicitor 2 Develop, approve and implement administrative policies, procedures and practices in the exercise of authority under section 229 of the Municipal Act CAO Municipal Act (s. 229) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 9 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 3 Execute general operating Agreements and Agreements required by law Department Head, or as further delegated by the Department Head Power to delegate further must be in accordance with staff spending authorization limits Includes Agreements: x relating to the standard operations of the Department; x to carry out works within the scope of Council- approved projects; x or required under provincial or federal legislation. Agreement must not: x be related to acquisition or disposition of real property; x be related to a matter to which the Procurement By-law applies; or x impose financial or claim risks on the Town Agreement to be in a form approved by the Town Solicitor 4 Execute Agreements required to implement a Council approved decision, plan or program Department Head, or as further delegated by the Department Head Power to delegate further must be in accordance with staff spending authorization limits Council approval must be by Council resolution, by- law or policy The exercise of authority must be within limits of an approved decision, plan or program Agreement to be in a form approved by the Town Solicitor General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 10 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 5 Execute Agreements with other government bodies, public sector organizations or not-for- profit organizations Department Head, or as further delegated by the Department Head Agreement may be: x in relation to investigating joint projects or undertakings and sharing in resources; x revenue generating or revenue-neutral; x assist with effective delivery of services; x in the best interests of the Town. Partnership must not: x be related to acquisition or disposition of real property; x be related to a matter to which the Procurement By-law applies; or x impose financial or claim risks on the Town. Agreement to be in a form approved by the Town Solicitor 6 Enter into Municipal Road Access agreements with utility companies Department Head, Engineering Services Division Agreement to be in a form as approved by the Town Solicitor 7 Full power, duty, and authority to act as the “head” in accordance with Municipal Freedom of Information and Protection of Privacy Act (“MFIPPA”), which powers and duties shall include processing requests for information, responding to inquiries, and conducting appeals on behalf of the Town pursuant to MFIPPA Clerk Appointment of Clerk (By-law No. 5969-17) In accordance with requirements set out in MFIPPA General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 11 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 8 Authority to execute any such documents or ancillary agreements as the Clerk may deem necessary to conduct an election, notwithstanding any provisions of the Procurement By-law Clerk Appointment of Clerk (By-law No. 5969-17) 9 Approve or deny Proclamations Clerk Proclamation Policy (By-law No. 5925-16) To be exercised in accordance with Proclamation Policy 10 Approve the flying of flags at half-mast in commemoration of a period of official mourning and solemn occasions Clerk Flag Protocol & Flag Raising Policy – Policy No. 59 (By-law No. 5726-15) To be exercised in accordance with the general principles of the Flag Protocol & Flag Raising Policy 11 Approve or deny any request to fly a Community Flag at a Town Facility Clerk Flag Protocol & Flag Raising Policy – Policy No. 59 (By-law No. 5726-15) To be exercised in accordance with Flag Protocol & Flag Raising Policy 12 Establish protocols between the Town and the Central York Fire Services (CYFS) to facilitate the flying of flags at half-mast at CYFS Facilities during periods of official mourning or the commemoration of other solemn occasions Clerk Flag Protocol & Flag Raising Policy – Policy No. 59 (By-law No. 5726-15) To be exercised in accordance with Flag Protocol & Flag Raising Policy 13 Declare an event to be of municipal significance Clerk To be exercised in accordance with Municipal Alcohol Policy – Policy No. 81 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 12 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 14 Amend the schedules of the by-law that appoints Municipal Enforcement Officers and Property Standards Officers (By-law No. 6055-18) Clerk At the request of the CBO or the Manager of By-law Services Prior to appointment, each candidate for appointment must hold the necessary legislated qualifications for the position to which they are to be appointed. 15 Amend the schedules of the by-law that appoints Municipal Enforcement Officers and Property Standards Officers (By-law No. 6055-18) Clerk At the request of the CBO or the Manager of By-law Services Prior to appointment, each candidate for appointment must hold the necessary legislated qualifications for the position to which they are to be appointed. 16 Amend delegation by- law where Council delegates further powers, duties or authorities Clerk Delegation must be by Council resolution, by-law or policy and in accordance with any restrictions set by Council or set out in the Council report 17 Waive, reduce, refund or otherwise vary fees or charges Department Head Fees and Charges By- law No. 6147- 19 In accordance with the Policy CORP 16 - Fee Request Policy 18 Execute agreements with third parties in regard to private parking enforcement Department Head, By-law Services Report No. BBS11-007 To be exercised in accordance with Report No. BBS11-007 19 Declare a significant weather event Department Head, Roads Division or as further delegated by the Department Head Council Report OPS19-001 (By-law No. 6157-19) To be exercised in accordance with Council Report OPS19-001 and minimum maintenance standards General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 13 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 20 Designate construction zones on highways in accordance with subsection 128(8.1) of the Highway Traffic Act Department Head, Roads Division or Department Head, Engineering Services Division Highway Traffic Act To be conducted in accordance with the requirements of the Highway Traffic Act General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 14 of 38 Attachment 3 Development Related Matters # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 1 Approve site plans and drawings in the Stable Neighbourhood Study Area and execute Agreements related thereto Department Head, Development Planning Services Division Planning Act Site Plan Control By- law No. 6106- 18 The exercise of power to be conducted in accordance with the requirements of Site Plan Control By-Law No. 6106-18 2 Approve, waive or amend approval of minor site plan applications and execute Agreements related thereto Department Head, Development Planning Services Division Planning Act Site Plan Control By- law No. 6106- 18, as amended by By-law No. 6165-19 In accordance with the requirements of Site Plan Control By-Law No. 6106-18, as amended Minor site plan applications include proposed development within the Business Park zone and not abutting an arterial road or Highway 404 3 Execute Agreements arising out of a major site plan, subdivision or condominium application, including any Agreements imposed by conditions Department Head, Development Planning Services Division Council approved the application Agreements to be in a form approved by the Town Solicitor 4 Approve or refuse part- lot control applications Department Head, Development Planning Services Division Planning Act Procedure By-law No. 6068-18 Lots or blocks to be divided are part of an approved subdivision or condominium application 5 Approve and execute Agreements required as a condition of approval by the Committee of Adjustment Department Head, Development Planning Services Division Planning Act By-law No. 5440-13 Summary report required, on a semi-annual basis, to General Committee General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 15 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 6 Grant assumptions or provide final acceptance of subdivisions and condominiums Department Head, Engineering Services Division or as further delegated by the Department Head Planning Act Procedure By-law No. 6068-18 All applicable departments shall be notified of the request for final acceptance and assumption prior to providing acceptance and assumption. To be done in accordance with the terms of the Agreement. 7 Receive and issue notices of receipt for Heritage Permit Applications Department Head Ontario Heritage Act By-Law No. 5365-11 Applies to properties designated as a heritage property pursuant to Part IV of the Ontario Heritage Act or to properties located within a heritage conservation district(s) pursuant to Part V of the Ontario Heritage Act Minor alteration requests may be forwarded to the Heritage Advisory Committee for review 8 Approve or refuse Heritage Permit Applications relating to minor alterations to a property and execute related Agreements Department Head Ontario Heritage Act By-Law No. 5365-11 Applies to properties designated as a heritage property pursuant to Part IV of the Ontario Heritage Act or to properties located within a heritage conservation district(s) pursuant to Part V of the Ontario Heritage Act Does not apply to any alterations to a heritage attribute identified in the designation bylaw, whether considered minor or not Minor alterations include: x Replacement of siding replacement of siding; x cleaning or re-pointing of masonry; General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 16 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements x replacement of windows or doors; x replacement/removal of minor architectural building elements including, without limiting the generality of the foregoing, shutters, door trims/frames, window trims/frames, soffits, and fascias; x structural repairs to existing structures and structural elements including, without limiting the generality of the foregoing, porches, chimneys, roofs, and exterior walls; x repairs and replacement of non-heritage structures on the property which can be seen from the street including, without limiting the generality of the foregoing, fences, patios, gardens, sheds, and gazebos; and x installation, replacement, or removal of commercial signage. All approvals or refusals must be reported to the Heritage Advisory Committee for information purposes. 9 Approve the application for, and order the creation of, interpretive wood plaques for heritage properties as part of the Heritage Department Head By-Law No. 5365-11 None General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 17 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements Advisory Committee education initiative and execute related Agreements 10 Review, approve or reject applications for accepting and distributing salvage material as part of the Architectural Salvage Program Department Head, or as further delegated by the Department Head By-Law No. 5365-11, as amended by By-law No. 5634-14 Where an application adheres to the Program Guidelines set out in the Guide to the Architectural Salvage Program and no fees are involved as part of the transfer of the salvage material. The exercise of power to be conducted in accordance with the Guideline to the Architectural Salvage Program. All approvals or refusals must be reported to the Heritage Advisory Committee. 11 Negotiate and execute Heritage Easement Agreements Department Head, or as further delegated by the Department Head Applies to properties designated as a heritage property pursuant to Part IV of the Ontario Heritage Act or to properties located within a heritage conservation district(s) pursuant to Part V of the Ontario Heritage Act Agreement to be in a form approved by the Town Solicitor 12 Execute any agreements to implement an Ontario Municipal Board or Local Planning Appeal Tribunal decision Department Head, Development Planning Services Division Agreements to be in a form approved by the Town Solicitor 13 Allocate servicing to developments approved in accordance with an Ontario Municipal Board or Local Planning Department Head, Policy Planning Services Division Available capacity General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 18 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements Appeal Tribunal decision 14 Approve street names on an approved development application Department Head, Development Planning Services Division 15 Approve applications to remove holding symbols Department Head, Development Planning Services Division Conditions for lifting of holding symbol have been satisfied to satisfaction of the Department Head 16 Negotiate and execute conditional building permit agreements Chief Building Official To be exercised in accordance with the Building Code Act, 1992 17 Provide submissions to the Alcohol and Gaming Commission of Ontario in regard to proposed retail store authorization applications for cannabis stores located in Town Manager, Economic Development CS19-001 and CS19- 004 Council Resolution dated January 21, 2019 (By-law No. 6145-19) Based upon the following matters of public interest: x That private cannabis retail stores not be permitted within 150 metres from daycares, nurseries, parks, group homes or addiction and counselling facilities, the Aurora Community Centre, the Aurora Family Leisure Complex, the Stronach Aurora Recreation Complex, the Aurora Public Library and Town Hall and any other similar public gathering uses; and x That private cannabis retail stores not be permitted within 150 metres of each other General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 19 of 38 Attachment 4 Financial Matters # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 1 Administer, approve and renew, amend or terminate Town funding, financial incentive, compensation or subsidy and to execute any related Agreements Treasurer or Department Head, or as further delegated by the Department Head Examples of existing delegated authority includes: Sponsorship Policy CAO 19-001 Recreation and Cultural Grant John West Memorial, Leaders of Tomorrow Scholarship Award Community Improvement Grants Must be related to an activity, program, construction, event or other expense Must be within approved budget To be exercised in accordance with any policy or Council report relating to the funding, including reporting requirements to Council Agreement to be in a form approved by the Town Solicitor 2 Apply for federal, provincial or regional compensation, funding or other forms of subsidy on behalf of the Town, to execute any Agreements in relation to such grants and manage any such funds Treasurer or Department Head, or as further delegated by the Department Head Council Report CFS11-013 Applications must be related to a Town program, operation, approved capital project or new capital initiatives for proposed projects or undertakings which have been the subject of Committee or Council reports in the 24 months prior to the application submission. Agreement to be in a form approved by the Town Solicitor General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 20 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 3 Execute Agreements relating to management and distribution of grant funds received by the Town at no cost to the Town Treasurer Council Report CS18-011 (6082-18) Council approved funding through annual budget or Council resolution Agreement to be in a form approved by the Town Solicitor and in accordance with any conditions and requirements attached to the grant funds 4 Sign cheques issued by the Town upon the Town’s general bank account Treasurer AND either CAO; Town Solicitor; or Clerk; or Department Head Signing cheques By-law No, 5858-16 If amount of cheque is less than $50,000.00, then signature may be written or engraved, lithographed, printed or otherwise mechanically or electronically reproduced (cheques over $50,000 must be signed manually) 5 Authorize, prior to transmission, electronic payments for the payment of vendors through the Accounts Payable system issued by the Town upon the Town’s general bank account Treasurer AND Either CAO; Town Solicitor; or Clerk; or Department Head Signing cheques By-law No. 5858-16 None. 6 Pre-authorize documents for singular or recurring out-bound electronic payments by the Town upon the Town’s general bank account Treasurer AND Either CAO; Town Solicitor; or Clerk; or Department Head Signing cheques By-law No. 5858-16 None. 7 Authorize, prior to transmission, all electronic payments for recurring payroll through the Town’s payroll system issued by the Either: Payroll Co- ordinator or Accounting Supervisor Signing cheques By-law No. 5858-16 None. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 21 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements Town upon the Town’s general bank account AND Treasurer 8 Open accounts and establish business relationships with banks or investment brokers for the purposes of purchasing, trading and holding financial investments, and to execute Agreements related to same Treasurer Signing cheques By-law No. 5858-16 Investment brokers or banks must be pre- approved in writing with the Town’s lead bank 9 Purchase or sale of financial investments and all wire transfers of funds from the Town’s general bank account Financial Analyst OR Manager of Financial Planning – Deputy Treasurer AND Treasurer, or Manager of Accounting & Revenues – Deputy Treasurer; or Manager of Financial Planning – Deputy Treasurer (provided not first approver) Signing cheques By-law No. 5858-16 Investment brokers or banks must be pre- approved in writing with the Town’s lead bank Approved in writing and using the secured wire payments facility of the Town’s bank 10 Purchase foreign currency payment instruments Treasurer Signing cheques By-law No. 5858-16 None. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 22 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 11 Sign any Agreements related to minor payments from the Town’s general bank account Treasurer Signing cheques By-law No. 5858-16 Transaction shall not exceed $5000 Purpose of transaction is documented Payment may not be to any employee of the Financial Services Department 12 Execute Agreements related to conducting or facilitating daily financial transactions, including banking and related Agreements Treasurer Signing cheques By-law No. 5858-16 None. 13 Open bank accounts to the credit of the Town with the Town’s approved bank Treasurer Signing cheques By-law No. 5858-16 A report to Council must be made within sixty (60) days of the opening of the account 14 Transfer funds between Town accounts to properly manage the Town’s financial affairs Treasurer Signing cheques By-law No. 5858-16 None. 15 Initiate and file notices of tax or assessment appeals, including Requests for Reconsideration, to resolve, mediate, settle or withdraw any appeal for any property in Town with the Assessment Review Board and to attend before the Assessment Review Board on property tax or assessment matters as a party, whether filed by the Town or another person or entity. Treasurer or delegated to Manager of Accounting and Revenues Assessment Appeals By- law No. 4422- 03.F None. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 23 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 16 Execute minutes of settlement arising out of any appeal at the Assessment Review Board. Treasurer or Manager of Accounting and Revenues Assessment Appeals By- law No. 4422- 03.F The minutes of settlement have to be, in the opinion of the Treasurer, in the best interests of the Town and in a form approved by the Town Solicitor. 17 Write off interest and penalties added to trade account receivable balances as a result of administrative errors Treasurer or Manager of Accounting and Revenues 18 Write off of uncollectible taxes in accordance with the provisions of section 354 of the Municipal Act Treasurer or Manager of Accounting and Revenues Tax Collection Policy No. FIN- 08 In accordance with the provisions of section 354 of the Municipal Act 19 Prepare and administer appropriate write-off procedures and best practices relating to receivable accounts deemed uncollectable up to a maximum of $10,000 per account Treasurer or Manager of Accounting and Revenues 20 Spend in advance of the approval of the annual budget Treasurer Spending authority equivalent to six months of previous year’s approved budget. No new expenditures, no enhancements or new spending is permitted prior to the approval of the new budget. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 24 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 21 Transfer funds and budget between Town Accounts, if required, to properly manage the Town’s financial affairs .Treasurer Presently this is managed on a case by case basis through a report to council 22 Make technical adjustments to the annual approved capital and operating budget based on business needs and good accounting practices Treasurer Presently this is managed on a case by case or lump sum basis through a quarterly report to council 23 Establish new reserve funds as a result of the approved annual budget Treasurer Presently this is approved on a case by case basis through a report requesting a reserve bylaw amendment. All existing town reserves are governed by a single bylaw with the exception of the hydro fund reserves. 24 Close any capital project deemed complete including the adjustment to project funding to return or draw from originating funding sources Treasurer Presently this is managed on a case by case or lump sum basis through a quarterly report to council General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 25 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 25 Increase a capital project’s approved budget and transfer funds between approved capital projects for this purpose Treasurer Increase an approved capital project budget to a maximum of 10% of its original approved budget. A maximum of 10% of similar funding may be transferred from another existing approved capital project budget to another project. Amount of funding must be available within another approved capital project 26 Discharge loan Agreements and mortgages registered on properties located within the Town Treasurer 27 Divide Town-owned land which is assessed in one block into two or more parcels or apportion unpaid taxes on land among parcels, including holding the required hearing under the Municipal Act Treasurer or Manager of Accounting and Revenues Within the limitations prescribed bys.356, Municipal Act 28 All powers and duties of the Treasurer with respect to the collection of taxes Treasurer or Manager of Accounting and Revenues Within the limitations prescribed in ss.357, 358, 359 29 Reduce, waive or cancel late payment charges, penalties and interest on overdue tax accounts Treasurer or Manager of Accounting and Revenues Up to $500.00 may be waived in the discretion of the Treasurer in support of customer service Where interest, penalties or charges result from inadvertent late payment for a period less than 14 days, the Treasurer may General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 26 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements waive, reduce or cancel charges without limitation 30 Exercise the powers of Treasurer under the Municipal Act Treasurer Municipal Act In accordance with any requirements in the Municipal Act General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 27 of 38 Attachment 5 Permits and Authorizations # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 1 Approve, amend, refuse, execute or refund facility licenses, permits or Agreements for occupancy on a short term basis in recreational facilities or lands Manager, Business Services, or as further delegated by the Manager Municipal Act Permits and Agreements are to be in a form approved by the Town Solicitor. 2 Grant, refuse or grant with conditions a Facility Permit for an event requiring a Special Occasion Permit Department Head, Business Services Division, or as further delegated by Department Head Municipal Alcohol Policy – Policy No. 81 To be exercised in accordance with Municipal Alcohol Policy – Policy No. 81 3 Issue or refuse pool enclosure permits Chief Building Official Fence By-law No. 4753-05.P To be exercised in accordance with the requirements of the Fence By-law No. 4753-05.P 4 Issue or refuse fill permits for up to one- thousand cubic meters (1,000 m3) of fill Chief Building Official Fill Control By- law No. 4751- 05.P To be exercised in accordance with the requirements of the Fill Control By-law No. 4751- 05.P 5 Issue or refuse model home permits and to execute model home agreements Chief Building Official BA07-008 Council Resolution dated November 27, 2007 Issued in accordance with Model Home Policy 07-08 6 Cause a property to be repaired or demolished in accordance with a Property Standards Order Department Head, By-law Services Division or as further delegated by the Department Head Property Standards By- law No. 4044.09.P To be exercised in accordance with the requirements of the Building Code Act and any relevant regulations 7 Issue, renew, impose conditions, cancel, Department Head, By-law Farmers Market and Power and further delegation is to be General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 28 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements revoke or decline to issue permits, and enter into Agreements for the Farmers Market and Artisan Fair Services Division or as further delegated by the Department Head Artisans Fair By-law No. 6092-18 exercised in accordance with the requirements of the Farmers Market and Artisans Fair By-law No. 6092-18 8 Issue, renew, impose conditions, cancel, revoke or decline to issue permits, and enter into Agreements for a sign Department Head, By-law Services Division or as further delegated by the Department Head Or Chief Building official Sign By-law No. 5840-16, as amended by By-law No. 6058-18 Power and further delegation is to be exercised in accordance with the requirements of the Sign By-law No. 5840- 16, as amended by By-law No. 6058-18 9 Authorize sign variances Chief Building Official Sign By-law No. 5840-16, as amended by By-law No. 6058-18 To be exercised in accordance with the requirements of the Sign By-law No. 5840-16, as amended by By-law No. 6058-18 10 Issue, revoke, suspend and regulate business licences Licensing Officer Licensing By- law No. 5630- 14 To be exercised in accordance with the requirements of the Licensing By-law No. 5630-14 11 Issue, renew, impose conditions, cancel, revoke or decline to issue permits, and enter into Agreements for pet tags Department Head, By-law Services Division or as further delegated by the Department Head Animal Services By- law No. 6197- 19 Power and further delegation is to be exercised in accordance with the requirements of the Animal Services By- law No. 6197-19 12 Issue parking permits for spaces at Town Hall and Town Park Manager, Customer Service Council Report BBS15-017 (By-law No. 5794-15) To be exercised in accordance with the requirements of Council Report BBS15-017 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 29 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 13 Temporarily waive parking restrictions for special events Department Head, By-law Services Division or as delegated by the Department Head BBS15-017 (By-law No. 5794-15) To be exercised in accordance with the requirements of Council Report BBS15-017 14 Grant exemptions for section 3, 10 & 11 of Schedule B of the Noise By-law Department Head, By-law Services Division or as delegated by the Department Head Noise By-law No. 4787-06.P To be exercised in accordance with the requirements of the Noise By-law No. 4787-06.P 15 Approve or deny a request to set off fireworks for special events other than Victoria Day and Canada Day Department Head, By-law Services Division or as delegated by the Department Head Council Report No. CS18-012 re: Fireworks By-law No. 5373-11 Proof of insurance required as approved by the Town Solicitor 16 Provide written authorization to the Fire Chief in regard to the issuance of a Display Fireworks Permit for an event Department Head, By-law Services Division or as delegated by the Department Head Fireworks By- law No. 5373- 11, as amended by 6113-18 None 17 Temporarily close highways for social, recreational, athletic, community, or filming purposes or combination of such purposes Clerk Municipal Act By-law No. 4750-05.T To be exercised in accordance with the requirements of By-law No. 4750-05.T 18 Temporarily close highways for the construction, repair, maintenance or improvement of such highway or portion thereof, or for any other cause deemed sufficient Department Head, Roads Division or Department Head, Municipal Act By-law No. 4750-05.T To be exercised in accordance with the requirements of By-law No. 4750-05.T General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 30 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements Engineering Services Division 19 Issue, refuse, extend, suspend or revoke road excavation or road occupancy permits, including impose, alter or revoke conditions in the permit, give any associated notices and execute any related Agreements Department Head, Roads Division, or as further delegated by Department Head Excavation and Installation on Highways By-law No. 5733-15 To be exercised in accordance with the requirements of the Excavation and Installation on Highways By-law No. 5733-15 20 Issue or refuse topsoil permits Department Head, Engineering Services Division Topsoil Removal By- law No. 3399- 92 To be exercised in accordance with the requirements of the Topsoil Removal By-law No. 3399-92 21 Approve or refuse sewer connections and disconnections to municipal sewage works Department Head, Engineering Services Division, or as further delegated by the Department Head or Department Head, Water/ Wastewater Division, or as further delegated by Department Head Sewer Use By- law No. 5518- 13 In accordance with the requirements of the Sewer Use By-law No. 5518-13 22 Execute Sewer Service Agreements relating to investigation of sewer blockages and to undertake corrective measures Department Head, Water/ Wastewater Division Sewer Use By- law No. 5518- 13 In accordance with the requirements of the Sewer Use By-law No. 5518-13 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 31 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 23 Approve or refuse planting of trees on the municipal boulevards Department Head, Parks Division Boulevard Tree By-law No. 4734-05.P To be conducted in accordance with the requirements of the Boulevard Tree By-law No. 4734-05.P 24 Remove trees from municipal highways and to provide any required notices Department Head, Parks Division Boulevard Tree By-law No. 4734-05.P Removal of trees and provision of notice to be done in accordance with the requirements of Boulevard Tree By-law No. 4734-05.P 25 Post signage of permission, regulation, restriction, warning or prohibition with respect to uses of or activities in any park Department Head, Parks Division Parks and Public Spaces By-law No. 4752.05.P To be conducted in accordance with the requirements of the Parks and Public Spaces By-law No. 4752.05.P 26 Approve or refuse permits to access parks for short-term use and execute any related Agreements Department Head, Parks Division, or as further delegated by the Department Head To be exercised in accordance with the Aurora Parks and Property By-law No. 4752-05.P Term shall not exceed one (1) year Securities to be obtained at the discretion of the Department Head Agreement shall be in a form approved by the Town Solicitor 27 Approve or refuse permits to install a gate on a fence line abutting Town owned property Department Head, Parks Division, or as further delegated by the Department Head Aurora Parks and Property By-law No. 4752-05.P To be exercised in accordance with the Aurora Parks and Property By-law No. 4752-05.P 28 Approve or deny requests to fly Remotely Piloted Aircraft Systems (RPAS) “Drones” while in a park or public space Department Head, Business Services Division or as further delegated by Council Motion, May 28, 2019 (By- law No. 6185- 19) Process to be determined by Delegate and must include insurance requirements approved by the Town Solicitor General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 32 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements the Department Head 29 Close off parks, or parts thereof, to relieve/prevent overcrowding and traffic congestion, or in the interests of public safety Department Head, Parks Division Parks and Public Spaces By-law No. 4752.05.P To be conducted in accordance with the requirements of the Parks and Public Spaces By-law No. 4752.05.P 30 Any regulations re: Roadways in Parks Department Head, Parks Division Parks and Public Spaces By-law No. 4752.05.P To be conducted in accordance with the requirements of the Parks and Public Spaces By-law No. 4752.05.P General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 33 of 38 Attachment 6 Real Property Matters # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 1 Approve and execute Agreements for occupancy of space on a short term basis in recreational facilities or on Town owned lands CAO The authority is limited to the following circumstances: x term shall not be for a period longer than one (1) year x the lease/license shall be on the terms and conditions and in the form satisfactory to the Town Solicitor 2 Approve and execute Agreements to lease or licence any premises on a short term basis required for municipal purposes CAO The authority is limited to the following circumstances: x the lease/license is required for Town uses; x any associated costs or fees have to be within a budgeted amount approved by Council; x rent or fees to be at or below fair market value; x the leases/licenses are not for a period longer than five (5) years; x the lease shall be on the terms and conditions and in the form satisfactory to the Town Solicitor. 3 Approve and execute leases and licences with government bodies, public sector organizations or not-for- profit organizations for occupancy of space in recreational facilities or on Town owned lands Department Head The authority is limited to the following circumstances: x rent or fees to be at or above fair market value; x term shall be not for a period longer than ten (10) years; x the lease/license shall be on the terms and conditions and in the form satisfactory to the Town Solicitor; General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 34 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements x existing leases/licenses may be renewed provided that such leases are on terms that are equal or better than the initial terms approved by Council for the initial term. 4 Negotiate and execute easements or permission to enter agreements and any associated Agreements with other levels of government, public sector agencies and private property owners Department Head or Town Solicitor Administration Procedure No. 55: Real Estate Sales, Purchases and Leases Where required for municipal purposes or Town approved projects Agreement to be in a form approved by Town Solicitor 5 Convey transfers, grant easements or licences over Town owned lands and any associated Agreements with other levels of government public sector agencies and private property owners Town Solicitor Administration Procedure No. 55: Real Estate Sales, Purchases and Leases Transfer, easement or licence x is minor in nature; x is for the purpose of providing a right of access, utility, telecommunications, services, conservation or other municipal purpose; x will not substantially interfere with the utility or value of Town lands; or x will have a value of up to $5000.00 Agreement to be in a form approved by Town Solicitor 6 Release easements over Town owned land where the easement is no longer required for municipal purposes Town Solicitor Administration Procedure No. 55: Real Estate Sales, Purchases and Leases No consideration to release easement, except for processing fees chargeable under the Fees and Charges By-law 7 Execute electronic forms for the registration of any documents that have already been executed on behalf of the Town Town Solicitor, or as further delegated by the Town Solicitor Council Report ADM01-032 None General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 35 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 8 Authorize the registration of all documents releases and discharges, including the electronic registration of documents related to real propertymatters Town Solicitor Council Report ADM01-032 9 Negotiate and execute Agreements, undertakings, certificates, declarations and similar documents required for the completion of any transaction involving the purchase, sale or exchange of any interest in land CAO or Town Solicitor Council approval obtained by Council resolution, by- law or policy Agreements to be in a form approved by the Town Solicitor 10 Approve extension of the closing date of purchase and sale transactions and execute any related Agreements Town Solicitor, in consultation with the Department Head 11 Execute by electronic means any documents requiring registration that relate to a transaction involving the purchase, sale or exchange of any interest in land Town Solicitor, or if execution by a lawyer is not required, Law Clerk acting under the direction of the Town Solicitor Transaction has been approved by Council General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 36 of 38 Attachment 7 Legal Matters # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 1 Accept service of any legal document on behalf of the Town Town Clerk Litigation and Claims Policy No. 52 None. 2 Take all necessary steps to defend claims and any Local Planning Appeal Tribunal matters Town Solicitor Litigation and Claims Policy No. 52 In accordance with Council instructions or the requirements of the Litigation and Claims Policy No. 52 3 Call an emergency Special Council Meeting Town Solicitor Litigation and Claims Policy No. 52 Where time is of the essence in dealing with a claim Upon a minimum of 24 hours notice 4 Commence small claims court matter to recover costs incurred or paid out by the Town Town Solicitor To be conducted in accordance with the requirements of the Litigation and Claims Policy No. 52 5 Commence any legal proceeding on behalf of the Town so that a limitation period or other time restriction does not expire or in an emergency to protect the Town’s interest Town Solicitor, in consultation with the CAO or relevant Department Head Town Solicitor must bring a report at the next available Closed Session Council meeting to seek instructions to continue the proceeding 6 Commence cross- claims, third-party claims or counterclaims and defendant’s claims Town Solicitor Town Solicitor must bring a report at the next available Closed Session Council meeting, unless costs are incurred by the Town’s insurer 7 Retain external legal counsel to provide legal opinions or legal expertise for a particular matter and execute associated Agreements Town Solicitor Litigation and Claims Policy No. 52 Amount not to exceed $50,000.00, excluding HST and disbursements. Retainer is to be in accordance with the requirements of the Litigation and Claims Policy No. 52 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 37 of 38 # Delegated Authority Delegate Source of Power or Duty Delegation Restrictions and Other Requirements 8 Retain external legal counsel, necessary consultants or expert witnesses for Local Planning Appeal Tribunal matters and execute associated Agreements Town Solicitor Total amount to not exceed $50,000.00, excluding HST and disbursements. Retainer is to be in accordance with the requirements of the Litigation and Claims Policy No. 52 9 Settle uninsured claims and execute associated Agreements Town Solicitor Litigation and Claims Policy No. 52 Settlement amount does not exceed $25,000, exclusive of costs To be conducted in accordance with the requirements of the Litigation and Claims Policy No. 52 10 Settle insured claims by or against the Town that are below the Town’s deductible and execute associated Agreements Town Solicitor, or as further delegated by the Town Solicitor Litigation and Claims Policy No. 52 Power to delegate further must be in accordance with staff spending authorization limits To be conducted in accordance with the requirements of the Litigation and Claims Policy No. 52 11 Settle insured claims by or against the Town that are above the Town’s deductible and execute any associated release documents Town Solicitor Litigation and Claims Policy No. 52 Upon recommendation of the Town’s insurance provider or its lawyer. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R1 Page 38 of 38 Town of Aurora General Committee Report No. FS19-028 Subject: 2020 to 2022 Fees and Charges Update Prepared by: Laura Sheardown, Financial Management Advisors Department: Financial Services Date: October 1, 2019 Recommendation 1. That Report No. FS19-028 be received; and 2. That a by-law be enacted to set the 2020, 2021 and 2022 Fees and Charges for applications, permits, use of Town property, the sale of documents and for the prescribed service charges for administrative matters as itemized on the attached schedules. Executive Summary All fees and charges listed on the schedules attached to the Fees and Charges Bylaw are for user pay services, where the requesting party is the sole beneficiary from the service. Most of the fees are on a full cost recovery basis, which allows the Town to fully recover the costs of providing a specific service or use of property. The regular review of the Fees and Charges Bylaw allows staff the opportunity to ensure that the Town is recovering the cost of user pay services and make changes if required. Please note that this review of the bylaw is setting the fees and charges for 2020, 2021 and 2022, which is necessary in order to align with the Town’s newly adopted multi-year budgeting framework. • The changes in the Town’s fees and charges for 2020, 2021 and 2022 predominantly relate to an adjustment for inflation • Should a need arise to modify the fees and charges for 2020, 2021 or 2022, the Town’s Fees and Charges Bylaw would require amendment Background Council last reviewed the Town’s Fees and Charges Bylaw in December of 2018. The bylaw is structured to align fees with departmental owners in the form of schedules for General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 1 of 31 October 1, 2019 Page 2 of 7 Report No. FS19-028 each department in order to facilitate reviews and updates as required. It has been the Town’s practice to review the attached schedules annually and to make revisions as required. On June 25, 2019 Council approved a new multi-year operating budget framework for the Town of Aurora. This new framework aligned the Town’s operating budget planning horizon with each four year term of Council. Council would approve a single operating budget for the first year of its term; then a three year operating budget for the remaining years of its term. In order for the Town to effectively prepare a three year revenue budget, it must determine what its required fees and charges are going to be over this time period as well. Analysis The changes in the Town’s fees and charges for 2020, 2021 and 2022 predominantly relate to an adjustment for inflation Most of the changes on the schedules are as a result of a minimum 2.0% increase to reflect the impact of inflation on the cost of each service’s delivery as per the direction of Council. These inflationary increases are necessary in order to maintain desired applicable service cost recovery benchmarks. All fees increased for other reasons or rationales will be explained within the individual schedules listed below and are flagged with the ‘*’ symbol on the right hand side. The final schedules to the Fees and Charges Bylaw will only include the 2020 – 2022 fees columns. Schedule A – General Fees and Charges Inflationary increases only. Schedule B – Planning & Development Services Planning and Development Services is currently in the process of reviewing all of their fees included on this schedule and comparing them to other municipalities within York Region. It is anticipated that this review will be completed and presented to Council by December 2019. One new fee has been added for Planning Services. The Pre-application Consultation Fee covers the cost of staff reviewing all applications prior to submission. All other fees have only inflationary increases applied. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 2 of 31 October 1, 2019 Page 3 of 7 Report No. FS19-028 Schedule C – Corporate Services Corporate Services are proposing the following changes to its fees: • Civil Marriage Solemnization Fee – The price of this service is being kept to $500 to keep us in line with the surrounding municipalities. • By-law Exemption – This new fee is being added to support any exemption requests made of the Town. This fee is currently being charged by most of the municipalities in York Region. • Road Closure Fees – Although these are not new fees as the have been part of By-law 4750-05, they have not been increased since 2005. Staff have added them to the Town’s Fees and Charges schedules to ensure that they are also being reviewed on a regular basis, therefore not creating any additional stress on the tax base. Please note that these fees are all being increased by more than the inflationary rate to try and bring them closer to the true cost of providing the services. Schedule D – Community Services A user fee review is currently underway and the results of this review will be presented to Council at a later date. Community Services are proposing the following changes to its fees: • Section 3 (a) & (b) Registered Aquatics Programs – The upper limit of these fees has been increased to accommodate new programs. • Section 5 (a) Youth Drop In Activities – The upper limit of this fee has been raised to accommodate new opportunities and programming. • Section 7 (a) Individual Workshop/Clinics/Tournaments – The increase of the top end of this category will allow staff to offer new interactive opportunities during Town special events. • Section 8 Pool Party Packages – This fee is being eliminated as pool parties are no longer offered in this format. • Section 9 (c) Float Registration Fees – Staff are recommending that these fees are not increased as it is already challenging to get General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 3 of 31 October 1, 2019 Page 4 of 7 Report No. FS19-028 float participants for Canada Day and our prices are at the higher end of the spectrum when compared to surrounding municipalities. • Section 10 Memberships (All) – Staff are recommending that these fees remain at 2019 levels for the next three years as we are currently priced higher than many of our competitors. • Section 11 (f) Daily User Fees – This pass is no longer offered. Schedule E – Operational Services Operational Services is requesting the addition of a Road Occupancy Permit Rush Fee. The normal period to organize and issue the permit is two weeks, however if it is required in a shorter timeframe, this fee recognizes the extra staff time and effort to meet the need. The Road Excavation/Occupancy Fee has been increased to better recognize the amount of staff time and effort that is required to arrange the permits. All other fees have only inflationary increases. Schedule F – Financial Services Financial Services is starting in 2020 to offer Tax and Water/Wastewater Certificates through an online service, which eliminates the need to come to Town Hall for its issuance. The prices for single certificates covering just water or tax have been increased to better represent the staff time and effort that are required in their creation. Schedule G – Building Division Inflationary increases only. Schedule I – By-law Service Division Starting in with this report, staff have consolidated all of the various fees and charges relating to By-law Services. The fees have been brought together in one schedule and reviewed to ensure that they are appropriate for the amount of staff time and effort that they require as they have not been increase since they were originally approved as part of the original By-law. Schedule J – Animal Services The Animal Control By-law was brought forward to Council in 2019 and the fees have been added here to keep them all in one place. This schedule has inflationary increases only. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 4 of 31 October 1, 2019 Page 5 of 7 Report No. FS19-028 Should a need arise to modify the fees and charges for 2020, 2021 or 2022, the Town’s Fees and Charges Bylaw would require amendment. As staff are setting the Town’s fees and charges three years into the future, there is the possibility that one or more these fees and charges may require revision as new information becomes available. In instances where staff determine that a new fee or charge revision is in order, a replacement fee and charge schedule for the year in question will be brought to Council for its review and approval. Advisory Committee Review The Finance Advisory Committee is not mandated to review the proposed fee changes prior to the review by General Committee. Legal Considerations Section 11(2)(3) and Section 391(1) of the Municipal Act allow a municipality to enact by-laws for its financial management, and in particular, to impose fees or charges on persons for services or activities provided or done by or on behalf of it. Other legislation affecting the setting of fees and charges appear in the Planning Act and the Building Code Act. Financial Implications With regards to the Fees and Charges Bylaw, the revised fees proposed here have been utilized by staff in the development of their 2020, 2021 and 2022 revenue projections which form a critical component of the Town’s identified tax levy requirements for each year. The proposed 2020-22 fees and charges have been adjusted to reflect changes to departmental costs in providing applicable services to users. All fee increases will alleviate pressure on the 2020-22 tax base; when costs increase as a result of inflation, but non-tax revenues do not, the tax levy must accommodate this additional budget burden. Consequently, it is important that the Town’s fees and charges keep pace with inflation; the proposed fees and charges contained within this bylaw strive to achieve this goal. Council should be aware that the fees presented in these schedules include HST where applicable. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 5 of 31 October 1, 2019 Page 6 of 7 Report No. FS19-028 Communications Considerations Finance and Corporate Communications staff will work together to ensure the proposed fee changes are posted in accordance with the Town’s Notice Provision Policy. Link to Strategic Plan Reviewing and updating the Town’s fees and charges on a regular basis for user pay services contributes to achieving the Strategic Plan guiding principle of ‘Leadership in Corporate Management’ and improves transparency and accountability to the community. Alternative(s) to the Recommendation 1. Council may choose to accept, amend or reject any or all of the recommendations of this report. 2. Leave fees at 2019 levels and absorb incremental costs of providing related services within the Town’s tax levy for the next three years. Conclusions Staff recommend endorsement of the proposed changes to the Fees and Charges Bylaw. As part of the regular update of the Town’s fees and charges, staff have ensured that all changes brought forward are a fair representation of the cost of these services and that they are in line with surrounding municipalities for similar services. Attachments Schedule A – General Fees and Charges Schedule B – Planning and Development Services Schedule C – Corporate Services Schedule D – Community Services General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 6 of 31 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 7 of 31 By-Law XXXX-20 Schedule A General Fees and Charges Effective January 1, 20XX Page 1 of 1 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Photocopies (8 1/2 X 11 and 8 1/2 X 14) per page $0.80 $0.82 $0.83 $0.85 Photocopies (11x 17) per page $1.45 $1.48 $1.51 $1.54 first page $7.25 $7.40 $7.54 $7.69 per additional page $2.50 $2.55 $2.60 $2.65 As required to reimburse costs incurred by the Town of Aurora, including but not limited to Registration Fees, Courier Fees, Corporate and Title Search Fees, external File Retrieval Costs, etc., at the discretion of the Director. each Disbursement Cost Disbursement Cost Disbursement Cost Disbursement Cost All fees and charges associated with Central York Fire Services are managed and approved through the Town of Newmarket. For more information please visit https://www.newmarket.ca/fees-and-charges each Fire & Emergency Services Fax Transmittal General Fees Disbursements General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 8 of 31 By-Law XXXX-20 Schedule B Planning and Development Services Department Effective January 1, 20XX Page 1 of 2 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Development Planning Division Maps Official Plan Schedule 'A' Map (18x24 inches) (colour)per map $18.50 $19.00 $19.50 $20.00 Official Plan Schedules other than 'A' (11x17) (b/w)per map $8.25 $8.50 $8.75 $9.00 Town Street Plan Map (b/w) (24x36 inches)per map $8.25 $8.50 $8.75 $9.00 Town Street Plan Map (colour) (24x36 inches)per map $13.25 $13.50 $13.75 $14.00 Town Air Photo Map (30x39 inches)per map $40.00 $41.00 $42.00 $43.00 Application Status List Map (24x36 inches)per map $13.25 $13.50 $13.75 $14.00 Oak Ridges Moraine Map Schedule 'J' as per Official Plan 48 (11 x 17) (b/w)per map $16.50 $17.00 $17.50 $18.00 Official Plans Official Plan per OP $55.25 $56.50 $57.75 $59.00 2C Secondary Plan per copy $33.75 $34.50 $35.25 $36.00 Secondary Plans per Secondary Plan $23.50 $24.00 $24.50 $25.00 Aurora Promenade Study per copy $55.25 $56.50 $57.75 $59.00 Secondary Plans Consolidation per copy $44.00 $45.00 $46.00 $47.00 Zoning Comprehensive Zoning By-law per copy $30.75 $31.50 $32.25 $33.00 Comprehensive Zoning Exceptions per copy $87.00 $89.00 $91.00 $93.00 Heritage Northeast Old Aurora Heritage Conservation District Plan per copy $29.75 $30.50 $31.25 $32.00 Other GIS Analysis per hour $79.00 $81.00 $83.00 $85.00 Application Status Listing per copy $18.50 $19.00 $19.50 $20.00 Vacant Employment Land Inventory per copy $18.50 $19.00 $19.50 $20.00 Circulation Fees, including Labels per circulation $80.00 $82.00 $84.00 $86.00 Pre-Application Consultation per consultation n/a $400.00 $408.00 $416.00 * Building Division Permitted Use Letter To respond in writing to enquires related to uses of specific properties with respect to permitted uses as set in the Town of Aurora Zoning By-law 2213-78, as amended each $42.00 $43.00 $44.00 $45.00 Administrative Costs Additional costs associated with the administration fee internal processing model homes applications with respect to outside agencies, and engineering review, and corporate policies and procedures per unit $445.00 $454.00 $463.00 $472.00 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 9 of 31 By-Law XXXX-20 Schedule B Planning and Development Services Department Effective January 1, 20XX Page 2 of 2 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Construction Activity Report Reports generated upon request providing permit numbers, location, description and construction value each $84.00 $86.00 $88.00 $90.00 Zoning Review - Residential (single, semi or street townhomes) Zoning review of applications other than a building permit application including zoning review of Committee of Adjustment or Consent applications and determination of legal non- conforming status. each $84.00 $86.00 $88.00 $90.00 Zoning Review - All Other Building Types Zoning review of applications other than a building permit application including zoning review of Committee of Adjustment or Consent applications and determination of legal non- conforming status. each $168.00 $171.00 $174.00 $177.00 Sign Review Sign By-law review of applications other than a sign permit application including Sign By-law review of Planning Applications. each $168.00 $171.00 $174.00 $177.00 Permit fees related to By-law Number 4753- 05.P Pool Enclosure Permits each $315.00 $321.00 $327.00 $334.00 Hot Tub Permits each $168.00 $171.00 $174.00 $177.00 Subdivision and Site Plan Engineering Fees percentage of servicing costs 6.0%6.0%6.0%6.0% Benchmarks per benchmark $78.00 $80.00 $82.00 $84.00 Plot WIMS/SIMS Maps, Engineering Drawings - drawings printed in-house per sheet of map $4.00 $4.25 $4.50 $4.75 Plot WIMS/SIMS Maps, Engineering Drawings - drawings sent out for reproducing per sheet of map $20.00 or $4.00 per sheet, whichever is greater $20.50 or $4.25 per sheet, whichever is greater $21.00 or $4.50 per sheet, whichever is greater $22.00 or $4.75 per sheet, whichever is greater Request for digital drawings per drawing $4.00 (fee applies only for large requests: over 10 drawings) $4.25 (fee applies only for large requests: over 10 drawings) $4.50 (fee applies only for large requests: over 10 drawings) $4.75 (fee applies only for large requests: over 10 drawings) Topsoil Preservation Permit flat fee + price per ha of site area $668.00 Flat Fee + $38.00/ha $681.00 Flat Fee + $39.00/ha $695.00 Flat Fee + $40.00/ha $709.00 Flat Fee + $41.00/ha Request for Information per request $66.00 $67.00 $68.00 $69.00 7-Day Traffic Counts per location $65.00 $66.00 $67.00 $68.00 8-Hour Turning Movement Count per intersection $168.00 $171.00 $174.00 $177.00 Traffic Signal Timings per intersection $81.00 $83.00 $85.00 $87.00 Lot Grading review and inspection per lot $289.00 $295.00 $301.00 $307.00 Grading review and inspection for pool construction (securities of $1,000 will be collected at the time of permit fee payment) per lot $393.00 $401.00 $409.00 $417.00 Construction of new service connections by the Town each Actual cost, plus 10% administration subject to HST Actual cost, plus 10% administration subject to HST Actual cost, plus 10% administration subject to HST Actual cost, plus 10% administration subject to HST Inspection of services installed by Owner each 10% of construction cost 10% of construction cost 10% of construction cost 10% of construction cost Engineering and Capital Delivery Division REQUEST FOR TRAFFIC DATA Service Connections Fees General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 10 of 31 By-Law XXXX-20 Schedule C Corporate Services Department Effective January 1, 20XX Page 1 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Basic (Standard template - no changes required)per document $697.00 $711.00 $725.00 $740.00 Complex (requires changes to standard template)per document $1,845.00 $1,882.00 $1,920.00 $1,958.00 Condominium Agreement per document $6,406.00 $6,534.00 $6,665.00 $6,798.00 Subdivision Agreement per document $8,560.00 $8,731.00 $8,906.00 $9,084.00 Subdivision Registration Process per plan $2,050.00 $2,091.00 $2,133.00 $2,176.00 Site Plan/Development Agreement per document $1,690.00 $1,724.00 $1,759.00 $1,794.00 Encroachment/Licence Agreement per document $697.00 $711.00 $725.00 $740.00 Amending Agreement per document $697.00 (minimum) $711.00 (minimum) $725.00 (minimum)$740.00 (minimum) Information regarding the status of existing agreements and/or registered documents, including agreements and by-laws per document $128.00 $131.00 $134.00 $137.00 Highway Dedication/Subdivision Assumption By-law Legal Administration Fee per by-law $805.00 $821.00 $837.00 $854.00 Law Clerk per hour $113.00 $115.00 $117.00 $119.00 Paralegal per hour $154.00 $157.00 $160.00 $163.00 Solicitor per hour $256.00 $261.00 $266.00 $271.00 Town Insurance Claim Legal Administration Fee per claim 10% of the value of the claim made by the Town plus disbursements 10% of the value of the claim made by the Town plus disbursements 10% of the value of the claim made by the Town plus disbursements 10% of the value of the claim made by the Town plus disbursements REGISTRATION FEE (i.e. processing of any type of document that requires registration)per document $215.00 $219.00 $223.00 $227.00 CERTIFIED PHOTOCOPIES per page $11.25 $11.50 $11.75 $12.00 Application Fee per application $5.00 $5.00 $5.00 $5.00 Manual Search Time and Preparation Time per 15 minutes $7.50 $7.50 $7.50 $7.50 Photocopies per page $0.20 $0.20 $0.20 $0.20 Computer Programing (develop program to retrieve information)per 30 minutes $30.00 $30.00 $30.00 $30.00 Disks per disk $10.00 $10.00 $10.00 $10.00 AudioCD/DVD/ Tape - Council/General Committee/Public Planning/Advisory Committees/Boards meeting per CD/DVD/tape $33.00 $34.00 $35.00 $36.00 SERVICES RELATED TO EXISTING DEVELOPMENT AGREEMENTS (excluding documents or agreements that fall under Document Preparation/Review (General)) MAIL OUT COST (Annual Subscription) FREEDOM OF INFORMATION (F.O.I.) REQUESTS (Fees related to search and records preparation are prescribed by legislation) LEGISLATIVE SERVICES DOCUMENT PREPARATION/REVIEW (General) - includes but is not limited to easements, permissions to enter, development charges deferral, purchase and sale agreements LEGAL SERVICES Note: All Legal Services fees and/or service charges may be adjusted based on the complexity and nature of the agreement, document, or service as determined by the Town Solicitor to be fair and reasonable. DOCUMENT PREPARATION/REVIEW (Specific) GENERAL LEGAL FEES General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 11 of 31 By-Law XXXX-20 Schedule C Corporate Services Department Effective January 1, 20XX Page 2 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Civil Marriage Solemnization Fee per service $491.00 $500.00 $500.00 $500.00 * Marriage Licences per licence $138.00 $141.00 $144.00 $147.00 Witness Fee (if Town staff are required to be witnesses)per witness $61.00 $62.00 $63.00 $64.00 Rehearsal Fee for offsite Civil Marriage ceremony per service $90.00 $92.00 $94.00 $96.00 Administrative Fee to be charged for change of wedding date within 7 days of scheduled ceremony per change $32.00 $33.00 $34.00 $35.00 Administrative Fee to be charged for cancellation of Civil Marriage ceremony before consultation meeting each $63.00 $64.00 $65.00 $66.00 Administrative Fee to be charged for cancellation of Civil Marriage ceremony after consultation meeting each $178.00 $182.00 $186.00 $190.00 Commission Service per commission $21.00 $21.50 $22.00 $22.50 VITAL STATISTICS INFORMATION Burial Permits (HST Exempt) per permit $37.00 $38.00 $39.00 $40.00 LOTTERY LICENSING Bingo Events (HST Exempt)regulated by Province of Ontario 3% of prize board 3% of prize board 3% of prize board 3% of prize board Raffles (HST Exempt)regulated by Province of Ontario 3% of prize board 3% of prize board 3% of prize board 3% of prize board BREAK OPEN TICKETS (NEVADA) (HST Exempt) regulated by Province of Ontario 3% of prize board 3% of prize board 3% of prize board 3% of prize board Media Bingo (HST Exempt)regulated by Province of Ontario 3% of prize board 3% of prize board 3% of prize board 3% of prize board Letters of Approval (HST Exempt) Town approval of Lottery Schemes Licenced by the Province of Ontario per application $37.00 $38.00 $39.00 $40.00 LIQUOR LICENSE CLEARANCE LETTER each $183.00 $187.00 $191.00 $195.00 NO OBJECTION LETTER each $82.00 $84.00 $86.00 $88.00 Provision of AODA Training per person $55.00 $56.00 $57.00 $58.00 CIVIL MARRIAGE SERVICES ACCESSIBILITY FOR ONTARIANS WITH DISABILITIES ACT (AODA) TRAINING ADMINISTER OATHS/TAKE AFFIDAVITS This fee is to commission documents for work that is not in connection with business of the Town (i.e. third party) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 12 of 31 By-Law XXXX-20 Schedule C Corporate Services Department Effective January 1, 20XX Page 3 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) By-Law Inspection and Attendance Fees Attendance Supervisory Fee Hourly/per Officer $105.00 $107.00 $109.00 $111.00 Non Compliance Re-Inspection Fee Hourly/per Officer $105.00 $107.00 $109.00 $111.00 Pool Enclosure Re-Inspection Fee Per Visit $54.00 $55.00 $56.00 $57.00 Property Standards Appeal Per Order $100.00 $102.00 $104.00 $106.00 Parking permits per permit $10.25 - $350.00 $10.50 - $357.00 $10.75 - $364.00 $11.00 - $371.00 Property Information Request Review of departmental files and documents related to specific property requests relating to zoning, permits, occupancy and general property status each $143.00 $146.00 $149.00 $152.00 By-law Exemption By-law Exemption per exception n/a $113.00 $115.00 $118.00 * Road Closure Fees (previously part of By-law 4750-05.T) Road Closure Deposit for Filming and Athletic Events per event $3,000.00 $3,000.00 $3,000.00 $3,000.00 Road Closure Deposit for Parades and Processions per event $500.00 $500.00 $500.00 $500.00 Parades and Events per event $300.00 $350.00 $357.00 $364.00 * Athlettic Events per event $500.00 $550.00 $561.00 $572.00 * Filming per event $300.00 $350.00 $357.00 $364.00 * Parking Permit Fees General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 13 of 31 By-Law XXXX-20 Schedule D Community Services Effective January 1, 20XX Page 1 of 6 Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) 1. ADMINISTRATION a)Membership Refunds (Except Medical Reasons)per refund $39.05 $39.85 $40.65 $41.50 b)Membership On Hold (Except Medical Reasons)per hold $39.05 $39.85 $40.65 $41.50 c)Program Refund (Except Medical Reasons)per refund $21.75 $22.25 $22.75 $23.25 g)Vendor Permit Fee per event/ per day $54.55 - $541.20 $55.65 - $552.00 $56.75 - $563.00 $57.90 - $574.25 h)Park Clean Up Fee - Refundable Deposit each $100.00 - $1,000.00 $100.00 - $1,000.00 $100.00 - $1,000.00 $100.00 - $1,000.00 i)Program/Event Promotional Material each $0.50 - $11.28 $0.50 - $11.50 $0.50 - $11.75 $0.50 - $12.00 j)Swim Diapers & Swim Goggles each $11.30 - $22.15 $11.50 - $22.50 $11.75 - $23.00 $12.00 - $23.50 k) Park Event Set-Up Fee (Mandatory for all groups of 80 or more.) (Includes up to 6 tables + 6 garbage receptacles, access to electrical, water, washrooms, where available.) per event/ per day $355.88 $363.00 $370.25 $377.65 l) Additional Parks Set-Up Fee (In addition to Park Event Set-Up Fee, for up to 6 additional tables and 6 additional garbage receptacles.) per event/ per day $82.00 $83.65 $85.30 $87.01 m) Park Permit Maintenance/Damage Deposit (Refundable) (For groups of 25 or more, not requiring an event set-up.) per event/ per day $100.00 - $500.00 $100.00 - $600.00 $100.00 - $600.00 $100.00 - $600.00 n)Park/Picnic Shelter Clean-up Fee (Mandatory for all groups of 79 or less.)per event/ per day $104.65 $106.75 $108.90 $111.10 o)Facility Permit Maintenance/Damage Deposit (Refundable)per event/per day $0 - $1,000.00 $0 - $1,100.00 $0 - $1,100.00 $0 - $1,100.00 p)Program Guide Advertisement Per ad $198.00 - $1,413.00 $202.00 - $1,441.00 $206.00 - $1,470.00 $210.00 - $1,499.00 2. REGISTERED SEASONAL PROGRAMS a)Pre-School Activities per class $4.55 - $22.75 $4.65 - $23.20 $4.75 - $23.65 $4.85 - $24.10 b)Children's Activities per class $5.65 - $32.60 $5.75 - $33.25 $5.85 - $33.90 $5.95 - $34.60 c)Youth Activities per class Free - $51.25 Free - $52.25 Free - $53.30 Free - $54.35 d)Adult Activities per class $5.00 - $59.65 $5.10 - $60.85 $5.20 - $62.05 $5.30 - $63.30 e)Senior's Activities per class Free - $27.25 Free - $27.80 Free - $28.35 Free - $28.90 f)Family Activities per class $4.50 - $11.30 $4.60 - $11.50 $4.70 - $11.75 $4.80 - $12.00 g)Fitness Programs per class $1.90 - $32.60 $1.95 - $33.25 $2.00 - $33.90 $2.05 - $34.60 h)Seniors Bus Trips per person $5.70 - $216.10 $5.80 - $220.40 $5.90 - $224.80 $6.00 - $229.30 3. REGISTERED AQUATICS PROGRAMS a)Lessons - Learn to Swim per class $7.20 - $25.10 $7.35 - $30.00 $7.50 - $30.60 $7.65 - $31.20 * b)Leadership Programs per program $32.60 - $507.60 $33.25 - $517.75 $33.90 - $528.10 $34.60 - $538.65 c)Aquatics Specialty Programs per class $7.20 - $25.10 $7.35 - $30.00 $7.50 - $30.60 $7.65 - $31.20 * 4. REGISTERED CAMP PROGRAMS a)Day Camps per day $11.25 - $53.50 $11.50 - $54.60 $11.75 - $55.70 $12.00 - $56.80 b)Specialty Camps per day $13.10 - $96.20 $13.35 - $98.10 $13.60 - $100.00 $13.85 - $102.00 c)Extended Care per person $27.25 - $114.40 $27.80 - $117.00 $28.35 - $119.00 $28.90 - $121.50 5. DROP-IN ACTIVITIES a)Youth Drop-in per visit Free - $3.20 Free - $5.00 Free - $5.10 Free - $5.20 * b)Youth Drop-in 10 visits $24.00/10 visits $24.50/10 visits $25.00/10 visits $25.50/10 visits c)Adult Drop-In per visit Free - $5.00 Free - $5.10 Free - $5.20 Free - $5.30 d)Other per visit Free - $3.25 Free - $3.30 Free - $3.35 Free - $3.40 e)Other 10 visits $24.00 - $48.00/10 visits $24.50 - $49.00/10 visits $25.00 - $50.00/10 visits $25.50 - $51.00/10 visits 6. P.A. DAY PROGRAMS per person Free - $102.50 Free - $104.55 Free - $106.65 Free - $108.80 7. WORKSHOP/ CLINICS/ TOURNAMENTS a)Individual per person $2.40 - $17.10 $2.45 - $100.00 $2.50 - $102.00 $2.55 - $104.00 * b)Team per team $21.95 - $28.35 $22.50 - $30.00 $23.00 - $30.50 $23.50 - $31.00 8. POOL PARTY PACKAGES each $176.30 - $325.95 n/a n/a n/a * Description of Service for Fee or Service Charge General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 14 of 31 By-Law XXXX-20 Schedule D Community Services Effective January 1, 20XX Page 2 of 6 Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Description of Service for Fee or Service Charge 9. SPECIAL EVENTS a)Individual per person $2.90 - $21.95 $2.95 - $22.50 $3.00 - $23.00 $3.05 - $23.50 b)Family per family $17.95 - $27.30 $18.30 - $27.85 $18.65 - $28.40 $19.00 - $28.95 Resident Commercial $81.25 $81.25 $81.25 $81.25 * Non-Resident Commercial $162.40 $162.40 $162.40 $162.40 * d)Ribfest Vendors each $432.75 - $3,782.75 $441.00 - $3,858.00 $450.00 - $3,935.00 $459.00 - $4,014.00 e)Art Show Entry Fees each $11.25 - $43.30 $11.45 - $44.00 $11.65 - $45.00 $11.90 - $46.00 f)Food Vendors - Non Profit Groups per day $54.20 $55.30 $56.40 $57.55 g)Food Vendors per day $54.20 - $540.75 $55.00 - $552.00 $56.00 - $563.00 $57.00 - $574.00 h)Senior Centre Special Event Vendors per day Free - $55.00 Free - $56.00 Free - $57.00 Free - $58.00 Adult 3 mo. 6mo. 1 yr. $158.50/$264.80/$436.80 3 mo. 6mo. 1 yr. $158.50/$264.80/$436.80 3 mo. 6mo. 1 yr. $158.50/$264.80/$436.80 3 mo. 6mo. 1 yr. $158.50/$264.80/$436.80 * Additional Family/ Youth/Student/ Senior 3 mo. 6mo. 1 yr. $126.70/$211.65/$349.25 3 mo. 6mo. 1 yr. $126.70/$211.65/$349.25 3 mo. 6mo. 1 yr. $126.70/$211.65/$349.25 3 mo. 6mo. 1 yr. $126.70/$211.65/$349.25 * 1 Month Trial $40.15 $40.15 $40.15 $40.15 * 1 Month Renewal $66.75 $66.75 $66.75 $66.75 * Winter Student Special - Home for the Holidays - 1 mth max $42.25 $42.25 $42.25 $42.25 * Spring Break Student Special - 2wk max $21.15/week $21.15/week $21.15/week $21.15/week * Summer Student Special May 31 - Aug 31 (4mth)$126.70 $126.70 $126.70 $126.70 * Summer Student Special July 1 - Aug 31 (2mth)$63.40 $63.40 $63.40 $63.40 * Adult 3 mo. 6mo. 1 yr. $141.80/$235.60/$387.80 3 mo. 6mo. 1 yr. $141.80/$235.60/$387.80 3 mo. 6mo. 1 yr. $141.80/$235.60/$387.80 3 mo. 6mo. 1 yr. $141.80/$235.60/$387.80 * Youth/Student/ Senior 3 mo. 6mo. 1 yr. $112.60/$187.65/$310.65 3 mo. 6mo. 1 yr. $112.60/$187.65/$310.65 3 mo. 6mo. 1 yr. $112.60/$187.65/$310.65 3 mo. 6mo. 1 yr. $112.60/$187.65/$310.65 * 1 Month Renewal $59.50 $59.50 $59.50 $59.50 * Adult 3 mo. 6mo. 1 yr. $82.40/$124.10/$201.20 3 mo. 6mo. 1 yr. $82.40/$124.10/$201.20 3 mo. 6mo. 1 yr. $82.40/$124.10/$201.20 3 mo. 6mo. 1 yr. $82.40/$124.10/$201.20 * Youth/ Student/ Senior 3 mo. 6mo. 1 yr. $65.70/$99.05/$161.60 3 mo. 6mo. 1 yr. $65.70/$99.05/$161.60 3 mo. 6mo. 1 yr. $65.70/$99.05/$161.60 3 mo. 6mo. 1 yr. $65.70/$99.05/$161.60 * Child 3 mo. 6mo. 1 yr. $41.70/$62.55/$101.15 n/a n/a n/a * Adult 3 mo. 6mo. 1 yr. $141.80/$235.60/$387.80 3 mo. 6mo. 1 yr. $141.80/$235.60/$387.80 3 mo. 6mo. 1 yr. $141.80/$235.60/$387.80 3 mo. 6mo. 1 yr. $141.80/$235.60/$387.80 * Youth/Student/Senior 3 mo. 6mo. 1 yr. $112.60/$187.65/$310.65 3 mo. 6mo. 1 yr. $112.60/$187.65/$310.65 3 mo. 6mo. 1 yr. $112.60/$187.65/$310.65 3 mo. 6mo. 1 yr. $112.60/$187.65/$310.65 * 1 Month Renewal $59.50 $59.50 $59.50 $59.50 * Adult 3 mo. 6mo. 1 yr. $159.50/$265.85/$443.05 3 mo. 6mo. 1 yr. $159.50/$265.85/$443.05 3 mo. 6mo. 1 yr. $159.50/$265.85/$443.05 3 mo. 6mo. 1 yr. $159.50/$265.85/$443.05 * Youth/Student/Senior 3 mo. 6mo. 1 yr. $128.25/$212.70/$354.45 3 mo. 6mo. 1 yr. $128.25/$212.70/$354.45 3 mo. 6mo. 1 yr. $128.25/$212.70/$354.45 3 mo. 6mo. 1 yr. $128.25/$212.70/$354.45 * 1 Month Renewal $55.25 $55.25 $55.25 $55.25 * Pool Package 3 mo. 6mo. 1 yr. $22.95/$33.40/$57.35 3 mo. 6mo. 1 yr. $22.95/$33.40/$57.35 3 mo. 6mo. 1 yr. $22.95/$33.40/$57.35 3 mo. 6mo. 1 yr. $22.95/$33.40/$57.35 * Aquafit Package 3 mo. 6mo. 1 yr. $22.95/$33.40/$57.35 3 mo. 6mo. 1 yr. $22.95/$33.40/$57.35 3 mo. 6mo. 1 yr. $22.95/$33.40/$57.35 3 mo. 6mo. 1 yr. $22.95/$33.40/$57.35 * Squash 3 mo. 6mo. 1 yr. $74.05/$113.65/$188.70 3 mo. 6mo. 1 yr. $74.05/$113.65/$188.70 3 mo. 6mo. 1 yr. $74.05/$113.65/$188.70 3 mo. 6mo. 1 yr. $74.05/$113.65/$188.70 * Group of 4+ 25% Discount 25% Discount 25% Discount 25% Discount i) Youth Summer Gymnasium Membership Youth - each 1 month (July or August) $23.50 1 month (July or August) $23.50 1 month (July or August) $23.50 1 month (July or August) $23.50 * j)Fitness Assessment Per Person $35.75 $35.75 $35.75 $35.75 * k)FIT Club Per Person $32.75 $32.75 $32.75 $32.75 * l)Youth Gymnasium Monthly Membership Youth - each 1 month $23.50 1 month $23.50 1 month $23.50 1 month $23.50 * Adult 3 mo. 6mo. 1 yr. $134.90/$224.45/$370.75 3 mo. 6mo. 1 yr. $134.90/$224.45/$370.75 3 mo. 6mo. 1 yr. $134.90/$224.45/$370.75 3 mo. 6mo. 1 yr. $134.90/$224.45/$370.75 * Additional Family/ Youth/Student/ Senior 3 mo. 6mo. 1 yr. $108.10/$179.15/$296.80 3 mo. 6mo. 1 yr. $108.10/$179.15/$296.80 3 mo. 6mo. 1 yr. $108.10/$179.15/$296.80 3 mo. 6mo. 1 yr. $108.10/$179.15/$296.80 * 1 Month Renewal (Adult)$57.05 $57.05 $57.05 $57.05 * 1 Month Renewal (Additional Family, youth, student, senior) $45.85 $45.85 $45.85 $45.85 * n)Promotional Membership Discount (with Director Approval)each 15 - 25% Discount on selected membership packages 15 - 25% Discount on selected membership packages 15 - 25% Discount on selected membership packages 15 - 25% Discount on selected membership packages POOL MEMBERSHIP Lane & Leisure Only AQUAFIT MEMBERSHIP ADD ON: Pool d) EQUIPMENT AND WEIGHTS MEMBERSHIP ADD-ON OPTIONS SQUASH MEMBERSHIP g) CORPORATE MEMBERSHIPS - Per Company f) c)Float Registration Fees a) COMBO MEMBERSHIP (Equipment and Group Fitness) ADD ON: Pool Aquafit Squash 10. MEMBERSHIPS (Note: All memberships apply to Aurora residents only. Non-Residents are subject to a 25% surcharge.) b) c) GROUP FITNESS MEMBERSHIP ADD ON: Pool Aquafit Squash h) m) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 15 of 31 By-Law XXXX-20 Schedule D Community Services Effective January 1, 20XX Page 3 of 6 Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Description of Service for Fee or Service Charge 11. DAILY USER FEES a)Youth/Adult $7.80/class or 60.95/10 visits $7.95/class or 62.00/10 visits $8.10/class or 63.00/10 visits $8.25/class or 64.00/10 visits Senior $6.05/class or 47.90/10 visits $6.15/class or 49.00/10 visits $6.25/class or 50.00/10 visits $6.35/class or 51.00/10 visits b)Leisure Pool - Casual User Fee each $3.55/use or 26.20/10 visits $3.60/use or 26.75/10 visits $3.65/use or 27.25/10 visits $3.70/use or 27.75/10 visits c)Squash - Daily User Fee (40 min Court Fee)Prime $9.35/use or 73.75/10 visits $9.55/use or 75.00/10 visits $9.75/use or 77.00/10 visits $9.95/use or 79.00/10 visits d)Squash - Daily User Fee (40 min Court Fee)Non Prime $5.40/use or 42.80/10 visits $5.50/use or 43.65/10 visits $5.60/use or 44.50/10 visits $5.70/use or 45.40/10 visits e)Squash - Daily User Fee (40 min Court Fee)Senior 20% of listed fee 20% of listed fee 20% of listed fee 20% of listed fee f)Recreation Complex Day Pass each $13.10/visit n/a n/a n/a * 12. SQUASH Private $32.60 $33.25 $33.90 $34.60 Semi Private (per person)$24.35 $24.85 $25.35 $25.85 3 or more (per person)$19.50 $19.90 $20.30 $20.70 b)Clinics per 1.5 hour clinic $12.55 $12.80 $13.05 $13.30 c)House League (40 min) - Member Per Session $37.40 $38.15 $38.90 $39.70 House League (40 min) - Non-Member Per Session $75.10 - $118.15 $76.60 - $120.50 $78.15 - $122.90 $79.70 - $125.35 d)Junior Squash Program per week $12.55 $12.80 $13.05 $13.30 13. SEASONAL PACKAGES a)Summer Splash Pass per family $110 $112.20 $114.45 $116.75 b)Summer Squash Special each $114.30 $116.60 $118.95 $121.35 Private $62.80 $64.05 $65.35 $66.65 Semi-Private (per person)$47.55 $48.50 $49.45 $50.45 Private $146.95 $149.90 $152.90 $155.95 Semi-Private (per person)$110.35 $112.55 $114.80 $117.10 Private $256.45 $261.60 $266.85 $272.20 Semi-Private (per person)$191.70 $195.55 $199.45 $203.45 Private $486.20 $495.90 $505.80 $515.90 Semi-Private (per person)$365.20 $372.50 $379.95 $387.55 Private $954.15 $973.25 $992.70 $1,012.55 Semi-Private (per person)$675.30 $688.80 $702.60 $716.65 15. POOL RENTAL RATES per lane/per hour (plus lifeguard costs)$12.00 $12.25 $12.50 $12.75 per lane/per hour (plus lifeguard costs)$12.00 $12.25 $12.50 $12.75 c) SARC Teaching Pool - Private Rental per hour (plus lifeguard costs)$23.85 $24.35 $24.85 $25.35 d) SARC Leisure Pool/Slide - Private Rental per hour (plus lifeguard costs)$39.00 $39.80 $40.60 $41.40 f) Pool - School Instructional Lessons (30 mins)per person $22.45/class (1 or 2) $11.80/class (3 or 4) $9.65/class (5 to 10) $7.50/class (11 or more) $22.90/class (1 or 2) $12.05/class (3 or 4) $9.85/class (5 to 10) $7.65/class (11 or more) $23.35/class (1 or 2) $12.30/class (3 or 4) $10.05/class (5 to 10) $7.80/class (11 or more) $23.80/class (1 or 2) $12.55/class (3 or 4) $10.25/class (5 to 10) $7.95/class (11 or more) h) Additional Instructor Fee per hour $21.70 $22.15 $22.60 $23.05 h)Lifeguard Fee per hour $19.15 $19.55 $19.95 $20.35 16. PUBLIC SKATING PROGRAMS a) Shinny Hockey per person $6.15 or 49.20/10 visits $6.25 or 50.20/10 visits $6.35 or 51.20/10 visits $6.45 or 52.20/10 visits b) Public Skating (all)per person $3.00 or 24.00/10 visits, 45.00/20 visits, 65.00/30 visits $3.05 or 24.50/10 visits, 45.90/20 visits, 66.30/30 visits $3.10 or 25.00/10 visits, 46.80/20 visits, 67.60/30 visits $3.15 or 25.50/10 visits, 47.75/20 visits, 68.95/30 visits c) Family Skate Pass each $30.75 - $307.50 $31.35 - $313.65 $31.95 - $319.90 $32.60 - $326.30 a) b) c) 14. PERSONAL TRAINING PACKAGES Note: All fees are for members. Non-members are subject to a 25% surcharge. a) b) Fitness Centre - Casual User Fee (access to group fitness classes, including cyclefit and aquafit) Land Based Training - Single Session rate Land Based Training - 3 Session Rate (Get Started) One Time Offer Land Based Training - 5 Sessions Land Based Training - 10 Sessions Land Based Training - 20 Sessions SARC 8 Lane Pool - Private Rental AFLC Pool - Private Rental Lessons (40 min)a) d) e) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 16 of 31 By-Law XXXX-20 Schedule D Community Services Effective January 1, 20XX Page 4 of 6 Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Description of Service for Fee or Service Charge 17. ICE RENTALS a)Ice Rental Prime Time per hour $208.64 $212.80 $217.05 $221.40 b) Ice Rental Prime (Aurora Based Minor Hockey/Skating Club only) per hour $195.57 $199.50 $203.50 $207.55 c) Ice Rental Non-Prime - Weekday (8:00am to 4:00pm) - and all Junior A Hockey at any time. per hour $127.72 $130.25 $132.85 $135.50 d) Ice Rental Non-Prime - 6:00am to 8:00am Weekday - 8:00am to 4:00pm Summer Ice (July 1 - Aug. 31) - Weekend Summer Ice (July 1 - Aug. 31) per hour $135.20 $137.90 $140.65 $143.45 18. FACILITY RENTALS - INDOOR Full Facility - Monthly (rooms & event space) n/a n/a n/a n/a Event/ Activity Space - Monthly n/a n/a n/a n/a Event/ Activity Space - Daily (8hrs) n/a n/a n/a n/a Event/ Activity Space - Hourly n/a n/a n/a n/a Office/ Meeting/ Storage Spaces - Monthly n/a n/a n/a n/a Office/ Meeting/ Storage Spaces - Hourly n/a n/a n/a n/a b) COMMUNITY CENTRE - Auditorium per hour $60.73 $61.95 $63.20 $64.45 c) COMMUNITY CENTRE - Auditorium per day (8 hours) Hourly Rate applies beyond 8 hours $361.06 $368.30 $375.65 $383.15 d) COMMUNITY CENTRE - ACC#1 Meeting Room - available free of charge to Aurora non-profit groups per hour $32.44 $33.10 $33.75 $34.45 e) COMMUNITY CENTRE - ACC#2 Meeting Room - available free of charge to Aurora non-profit groups per hour $25.11 $25.60 $26.10 $26.60 f)Arena Floor Rental - Aurora based Youth groups per hour $45.00 $45.90 $46.80 $47.75 g)Arena Floor Rental - Other per hour $59.66 $60.85 $62.05 $63.30 h)Arena Floor Event Rental - Not for profit in Aurora per day - multi day event (open - close) $818.41/surface $834.75/surface $851.45/surface $868.45/surface i)Arena Floor Event Rental - Other per day - multi day event (open - close)$1,156.46/surface $1,179.60/surface $1,203.20/surface $1,227.25/surface Meeting Room - available free of charge to Aurora non-profit groups $32.44/hour $33.10/hour $33.75/hour $34.40/hour Program Room C (2nd Floor) $37.72/hour $38.45/hour $39.20/hour $40.00/hour Program Room A (Main Floor - small) $32.44/hour $33.10/hour $33.75/hour $34.40/hour Program Room B (Main Floor - large) $37.72/hour $38.45/hour $39.20/hour $40.00/hour Teaching Kitchen $28.29/hour (plus $50.00 clean-up deposit) $28.85/hour (plus $55.00 clean-up deposit) $29.40/hour (plus $55.00 clean-up deposit) $30.00/hour (plus $60.00 clean-up deposit) k)Gymnasium - Prime Time - Aurora based Youth Full Gym - per hour $81.64 $83.25 $84.90 $86.60 l)Gymnasium - Prime Time - Other Full Gym - per hour $109.93 $112.10 $114.35 $116.65 Full Gym - per hour $60.73 $61.95 $63.20 $64.45 n) Squash Courts per court per hour $13.12 $13.40 $13.65 $13.90 LEISURE COMPLEX AURORA ARMOURYa) j) GYMNASIUM - Non-Prime - 7:00am to 4:00pm Weekdaysm) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 17 of 31 By-Law XXXX-20 Schedule D Community Services Effective January 1, 20XX Page 5 of 6 Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Description of Service for Fee or Service Charge Activity Room A $32.44/hour $33.10/hour $33.75/hour $34.40/hour Activity Room B $32.44/hour $33.10/hour $33.75/hour $34.40/hour Activity Room A & B $37.72/hour $38.45/hour $39.20/hour $40.00/hour Activity Room A & B & Kitchen $59.66/hour $60.85/hour $62.05/hour $63.30/hour Activity Room C $32.44/hour $33.10/hour $33.75/hour $34.40/hour Activity Room & Kitchen $53.92//hour $55.00//hour $56.10//hour $57.20//hour Craft Room $37.72/hour $38.45/hour $39.20/hour $40.00/hour Multi-Purpose Room/Kitchen - Hourly $121.41/hour $123.85/hour $126.30/hour $128.80/hour Multi-Purpose Room/Kitchen - Daily (8 hours) $720.01/day $734.40/day $749.10/day $764.10/day q) STRONACH AURORA RECREATION COMPLEX Meeting Room - available free of charge to Aurora non-profit groups $32.44/hour $33.10/hour $33.75/hour $34.40/hour r) TOWN HALL - Coffee Service Per 25 people or less $30.39/25 people $31.00/25 people $31.60/25 people $32.25/25 people Leksand Room No Charge No Charge No Charge No Charge Holland Room (Staff support fee may apply) No Charge No Charge No Charge No Charge Leksand Room $32.44/hour $33.10/hour $33.75/hour $34.40/hour Holland Room (Staff support fee may apply) $38.75/hour $39.50/hour $40.30/hour $41.10/hour Leksand Room $38.75/hour $39.50/hour $40.30/hour $41.10/hour Holland Room (Staff support fee may apply) $44.49/hour $45.35/hour $46.25/hour $47.15/hour Aurora Based Groups $60.73/hour $61.95/hour $63.20/hour $64.45/hour Non-Aurora Based Groups $126.13/hour $128.65/hour $131.20/hour $133.80/hour Professional/Commercial Groups $247.03/hour $251.95/hour $257.00/hour $262.15/hour v)per hour $60.73 $61.95 $63.20 $64.45 w)TOWN HALL - EQUIPMENT SUPPORT Staffing charge for the use of the equipment in either the Holland Room and/or Council Chambers $78.52/hour (3 hour min) $80.10/hour (3 hour min) $81.70/hour (3 hour min) $83.35/hour (3 hour min) per hour $37.72/hour $38.45/hour $39.20/hour $40.00/hour Daily (8 hours) $222.94/hour $227.40/hour $231.95/hour $236.60/hour y)Locker Rental Per Person 1 mo. / 3 mo. / 6 mo. / 12 mo. $6.66/$19.22/$36.13/$68.93 1 mo. / 3 mo. / 6 mo. / 12 mo. $6.80/$19.60/$36.85/$70.30 1 mo. / 3 mo. / 6 mo. / 12 mo. $6.95/$20.00/$37.60/$71.70 1 mo. / 3 mo. / 6 mo. / 12 mo. $7.10/$20.40/$38.35/$73.15 19. FACILITY RENTALS - OUTDOOR Park Event/Large Company/School Picnic $355.83 $362.95 $370.20 $377.60 Hourly (no set-up or staff support required)$30.39 $31.00 $31.60 $32.25 Aurora Lawn Bowling Club $1,089.78/year $1,111.55/year $1,133.80/year $1,156.45/year Aurora Community Tennis Club $1,771.05/year $1,806.45/year $1,842.55/year $1,879.40/year c) TENNIS COURTS per hour $8.41 $8.60 $8.75 $8.95 20. PLAYING FIELD USER FEES a)Ball Diamonds - Adult per hour $16.91 $17.25 $17.60 $17.95 b)Ball Diamonds - Youth per hour $10.66 $10.85 $11.05 $11.25 c)Rectangular Fields - Youth per hour $9.28 $9.45 $9.65 $9.85 d)Rectangular Fields - Adult per hour $11.12 $11.35 $11.60 $11.85 g)Tournaments each $234.32/ tournament plus hourly rate per field $239.00/ tournament plus hourly rate per field $243.80/ tournament plue hourly rate per field $248.65/ tournament plus hourly rate per field Youth - per hour $9.28 $9.45 $9.65 $9.85 Adult - per hour $11.12 $11.35 $11.60 $11.85 i) ARTIFICIAL TURF FIELD - Aurora based non-profit Youth/Adult - Oct 1 - April 30 per hour $23.99 $24.45 $24.95 $25.45 j) ARTIFICIAL TURF FIELD - All schools and Aurora based private people - May 1 - September 30 (regular season) per hour $29.47 $30.05 $30.65 $31.25 b) a) x) s) p) ARTIFICIAL TURF FIELD - Aurora based non-profit - May 1 - September 30 (regular season) TOWN HALL - Aurora Based Groups TOWN HALL - Non-Aurora Based Groups TOWN HALL - COUNCIL CHAMBERS (Staff support fee may apply) McMAHON PARK TOWN HALL - SKYLIGHT GALLERY TOWN HALL - Aurora Based Non-Profit Groups (as defined by Town Policy) SENIORS CENTRE VICTORIA HALL BAND SHELL h) t) u) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 18 of 31 By-Law XXXX-20 Schedule D Community Services Effective January 1, 20XX Page 6 of 6 Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Description of Service for Fee or Service Charge k) ARTIFICIAL TURF FIELD - All schools and Aurora based private people - October 1 - April 30 per hour $65.40 $66.70 $68.05 $69.40 l) ARTIFICIAL TURF FIELD - All non-Aurora based groups Youth/Adult - Any time of year per hour $207.05 $211.20 $215.40 $219.70 21.CULTURAL SERVICES a)Visiting Researcher per 2 hours $26.04 $26.55 $27.10 $27.65 b)Corresponding Researcher per hour $47.30 $48.25 $49.20 $50.20 c)Photocopies / scans of text per page $0.52 $0.53 $0.54 $0.55 d)High Resolution Image (existing)per image $29.57 $30.15 $30.75 $30.35 e)High Resolution Scan per image $59.14 $60.30 $61.50 $62.75 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 19 of 31 By-Law XXXX-20 Schedule E Operational Services Effective January 1, 20XX Page 1 of 1 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Work Performed for Residents, Contractors and Developers Actual Labour, Material & Equipment plus 35% overhead or full cost of contracted services plus 15% administrative fee, subject to HST Actual Labour, Material & Equipment plus 35% overhead and full cost of contracted services plus 15% administrative fee, subject to HST Actual Labour, Material & Equipment plus 35% overhead and full cost of contracted services plus 15% administrative fee, subject to HST Actual Labour, Material & Equipment plus 35% overhead or full cost of contracted services plus 15% administrative fee, subject to HST Hydrant Deposit Each $2,182.00 $2,200.00 $2,200.00 $2,200.00 Fire Flow Test Each $267.00 $272.00 $278.00 $284.00 Sewer Camera Rate lump sum actual cost plus 15% administrative fee, subject to HST actual cost plus 15% administrative fee, subject to HST actual cost plus 15% administrative fee, subject to HST actual cost plus 15% administrative fee, subject to HST Water Meters and Water Meter Accessories each Actual cost plus 35% overhead, subject to HST (overhead limited to a maximum of $513 per meter or accessory) Actual cost plus 35% overhead, subject to HST (overhead limited to a maximum of $500 per meter or accessory) Actual cost plus 35% overhead, subject to HST (overhead limited to a maximum of $500 per meter or accessory) Actual cost plus 35% overhead, subject to HST (overhead limited to a maximum of $513 per meter or accessory) Water Meter Wire Charge per box $125.00 $128.00 $131.00 $134.00 Road Excavation Permit Deposit each $575.00 - $5,000.00 $587.00 - $5,100.00 $599.00 - $5,202.00 $611.00 - $5,306.00 Road Occupancy Permit Rush Fee each n/a $100.00 $102.00 $104.00 * Road Excavation/Occupancy Permit whichever is greater $225.00 or 10%$276.00 or 10%$282.00 or 10%$287.00 or 10%* Private Side Sanitary Sewer Remediation each Actual cost plus 15% administrative fee, subject to HST Actual cost plus 15% administrative fee, subject to HST Actual cost plus 15% administrative fee, subject to HST Actual cost plus 15% administrative fee, subject to HST 24 hours or more of notice during business hours (8:00am - 4:00pm)each $0.00 $0.00 $0.00 $0.00 Less than 24 hours notice during business hours (8:00am - 4:00pm)each $86.00 $88.00 $90.00 $92.00 Outside business hours each $171.00 $174.00 $177.00 $181.00 Blue Boxes each $10.00 $10.25 $10.50 $10.75 Blue Totes each $150.00 + delivery charge of $33.00 for the 95 gal totes (which includes picking up old damaged totes) $153.00 + delivery charge of $34.00 for the 95 gal totes (which includes picking up old damaged totes) $156.00 + delivery charge of $35.00 for the 95 gal totes (which includes picking up old damaged totes) $159.00 + delivery charge of $36.00 for the 95 gal totes (which includes picking up old damaged totes) Green Bins each $22.00 $22.50 $23.00 $23.50 Kitchen Catcher each $5.00 $5.25 $5.50 $5.75 Backyard Composters each $41.00 $42.00 $43.00 $44.00 Replacement Blue Tote wheel set each $20.00 $20.50 $21.00 $21.50 Landscaping Administration Fees each 8.168% - less than $100K 7.148% - $100K to $250K 6.126% - $250K to $500K 5.105% - more than $500k 8.168% - less than $100K 7.148% - $100K to $250K 6.126% - $250K to $500K 5.105% - more than $500k 8.168% - less than $100K 7.148% - $100K to $250K 6.126% - $250K to $500K 5.105% - more than $500k 8.168% - less than $100K 7.148% - $100K to $250K 6.126% - $250K to $500K 5.105% - more than $500k Landscape Maintenance Fees each 25.525% of estimated value of landscape works installed on municipal property (excludes open space plantings) 25.525% of estimated value of landscape works installed on municipal property (excludes open space plantings) 25.525% of estimated value of landscape works installed on municipal property (excludes open space plantings) 25.525% of estimated value of landscape works installed on municipal property (excludes open space plantings) Tree Permit Fees up to 3 trees that are less than 20 cm $209.36 $214.00 $218.00 $222.00 4 trees that are less than 20 cm $313.96 $320.00 $326.00 $333.00 5 trees that are less than 20 cm $418.61 $427.00 $436.00 $445.00 6 trees that are less than 20 cm $523.26 $534.00 $545.00 $556.00 7 trees that are less than 20 cm $627.92 $640.00 $653.00 $666.00 8 or more trees that are less than 20 cm (cost per tree) $104.65 $107.00 $109.00 $111.00 A tree that is greater than 20cm, but less than 70 cm $523.26 $534.00 $545.00 $556.00 Tree Permit Fees Road Excavation Fees Water Turn On/Off Service Charges (previously included in By-law 5716-15) Waste Collection Fees Sanitary Sewer Remediation Landscape Fees General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 20 of 31 By-Law XXXX-20 Schedule F Financial Services Effective January 1, 20XX Page 1 of 1 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Tax Bill Reprint - Per Tax Year per document 20.00$ 20.50$ 21.00$ 21.50$ Returned Cheques per cheque 50.00$ 51.00$ 52.00$ 53.00$ Payment Recalled by Bank per item 20.00$ 20.50$ 21.00$ 21.50$ Mortgage Administrative Fee per transaction 10.00$ 10.25$ 10.50$ 10.75$ Tax Reminder Notices per property 7.00$ 7.15$ 7.30$ 7.45$ Water and Wastewater Reminder Notices per property 7.00$ 7.15$ 7.30$ 7.45$ Tax and Water/Wastewater Certificate (for all properties) per property 140.00$ 143.00$ 146.00$ 149.00$ Online Tax and Water/Wastewater Certificate (for all properties)per property n/a 143.00$ 146.00$ 149.00$ * Tax Certificate per property 85.00$ 100.00$ 110.00$ 120.00$ * Water/Wastewater Certificate per property 85.00$ 100.00$ 110.00$ 120.00$ * Water Bill Reprint - Per Billing Period per document 20.00$ 20.50$ 21.00$ 21.50$ Official Tax Receipt Letter for Government Agencies per document 35.00$ 35.75$ 36.50$ 37.25$ Duplicate Receipt per receipt 15.00$ 15.30$ 15.60$ 15.90$ Detailed Analysis of Tax Account - Per Tax Year per property 35.00$ 35.75$ 36.50$ 37.25$ Tax Roll Ownership Change per property 55.00$ 56.00$ 57.00$ 58.00$ Water Account Ownership Change/ New Account Set-up per property 55.00$ 56.00$ 57.00$ 58.00$ Letter of Reference for Utilities each 30.00$ 30.50$ 31.00$ 31.50$ Addition of Unpaid Provincial Offences Act Fines to Tax Bill per addition 50.00$ 51.00$ 52.00$ 53.00$ Addition of Unpaid Charges to Tax Bill per addition 30.00$ 30.50$ 31.00$ 31.50$ General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 21 of 31 By-Law XXXX-20 Schedule G Building Division Effective January 1, 20XX Page 1 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Minimum Permit Fee for Part 9 Residential Building per application 280.00$ 286.00$ 292.00$298.00$ Minimum Permit Fee for all Other Buildings per application 565.00$ 576.00$ 588.00$600.00$ Restaurants/ Banquet Halls (Finished) per square metre 18.10$ 18.50$ 18.90$ 19.30$ Restaurant/ Banquet Hall (Shell)per square metre 11.00$ 11.25$ 11.50$ 11.75$ Recreation Facilities, Schools, Libraries, Churches, Theatres and All Other Group A Occupancies per square metre 18.10$ 18.50$ 18.90$ 19.30$ Group A Assembly (Alterations)per square metre 6.20$6.30$6.40$6.50$ Residential Care Facilities, Nursing Homes and All Other Group B per square metre 18.10$18.50$ 18.90$19.30$ Group B Institutional (Alterations)per square metre 6.20$6.30$6.40$6.50$ Single Family Detached (Semi, Row House, Link Dwellings)* *Permit includes Building, HVAC, Plumbing and Residential Occupancy Permits. per square metre 16.40$ 16.75$ 17.10$ 17.40$ Multiple Residential and Apartments per square metre 15.40$ 15.75$ 16.10$ 16.40$ Other Group C (Hotel/Motel Lodging Houses, Rooming Houses, Shelters, etc.)per square metre 15.40$ 15.75$ 16.10$ 16.40$ Group C Residential (Alterations)per square metre 6.20$6.30$6.40$6.50$ Second Suite Dwelling Unit per square metre 6.20$6.30$6.40$6.50$ Business and Personal Services (Finished)per square metre 15.40$15.75$16.10$16.40$ Business and Personal Services (Shell)per square metre 12.30$12.60$12.90$13.20$ Group D Business and Personal Services (Alterations)per square metre 7.20$7.30$7.50$7.70$ Mercantile (Finished)per square metre 15.40$15.75$16.10$16.40$ Mercantile (Shell)per square metre 12.30$12.60$12.90$13.20$ Group E Mercantile (Alterations)per square metre 7.20$7.30$7.50$7.70$ Industrial (Finished - Including Self-Storage Buildings)per square metre 10.30$10.50$10.70$10.90$ Industrial (Shell)per square metre 8.20$8.40$8.60$8.75$ Storage Garages per square metre 5.10$5.20$5.30$5.40$ Gas Stations/Repair Stations per square metre 9.20$9.40$9.60$9.80$ Farm Buildings per square metre 4.40$4.50$4.60$4.70$ Group F Industrial (Alterations)per square metre 5.10$5.20$5.30$5.40$ Wind Turbine Support Structure per structure 325.00$332.00$339.00$346.00$ Exterior Tank and Support not regulated by TSSA, 2000 per structure 275.00$281.00$287.00$293.00$ Retaining Walls per linear metre 8.00$8.20$8.40$8.60$ Solar Collectors per structure 325.00$332.00$339.00$346.00$ Accessory Structures (Residential)flat fee 280.00$286.00$292.00$298.00$ Accessory Structures (All Other)flat fee 540.00$551.00$562.00$573.00$ Alternative Solutions per application $1,050.00 - plus consulting costs as applicable $1,071.00 - plus consulting costs as applicable $1,092.00 - plus consulting costs as applicable $1,114.00 - plus consulting costs as applicable Change of Use per square metre 7.20$7.30$7.50$7.70$ Construction and Sales Trailers per square metre 10.80$11.00$11.20$11.40$ Construction and Sales Trailers (Pre-Fabricated)per square metre 5.40$5.50$5.60$5.70$ Conditional Permits per square metre of applicable residential or commercial fee $1,050.00 - plus agreement preparation costs (min $1,000.00) $1,071.00 - plus agreement preparation costs (min $1,020.00) $1,092.00 - plus agreement preparation costs (min $1,040.00) $1,114.00 - plus agreement preparation costs (min $1,060.00) Group C Residential (Applies to New Buildings and Additions) Group A Assembly (Applies to New Buildings and Additions) Group B Institutional (Applies to New Buildings and Additions) Group D Business and Personal Services (Applies to New Buildings and Additions) Group E Mercantile (Applies to New Buildings and Additions) Group F Industrial (Applies to New Buildings and Additions) Designated Structures Stand Alone General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 22 of 31 By-Law XXXX-20 Schedule G Building Division Effective January 1, 20XX Page 2 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) 55m2 or less - flat fee 280.00$ 286.00$ 292.00$ 298.00$ Over 55m2 - flat fee 330.00$ 337.00$ 344.00$ 351.00$ Demolition (Others)flat fee 540.00$ 551.00$ 562.00$ 573.00$ Electromagnetic Locks per lock $32.00 - to a maximum of $320.00 $32.60 - to a maximum of $326.00 $33.25 - to a maximum of $332.50 $33.90 - to a maximum of $339.00 Fire Alarm Retrofit per application 320.00$ 326.00$ 333.00$ 340.00$ Fireplaces, Woodstoves and Chimneys each 280.00$ 286.00$ 292.00$ 298.00$ Foundation for Relocated Buildings per square metre 3.80$3.90$4.00$4.10$ per residential system 280.00$286.00$ 292.00$ 298.00$ per all other systems 565.00$576.00$ 588.00$ 600.00$ Kitchen Exhaust System per system 540.00$551.00$562.00$573.00$ minimum fee - includes 10 hours of plan review and inspection 1,130.00$1,153.00$1,176.00$1,200.00$ per hour (after)115.00$117.00$119.00$121.00$ Miscellaneous Permits - Where a permit application is for a Class not listed herein, the Unit of Measure and Fee shall be determined by the Chief Building Official each tbd tbd tbd tbd Model Certification per square metre 5.90$6.00$6.10$6.20$ Permits for Certified Plans per square metre 10.50$10.70$10.90$11.10$ Model Type Change per square metre 820.00$836.00$853.00$870.00$ Outdoor Public Pool (3.11 OBC)per square metre 6.50$6.60$6.75$6.90$ per application - up to 4 hours of combined inspection time for building, plumbing and fire services 450.00$459.00$468.00$477.00$ per hour (additional time)113.00$115.00$117.00$119.00$ Partial Permits (Foundation, Structural and Foundation/Structural)per application 565.00$576.00$588.00$600.00$ Portables per portable $165.00 - to a maximum of $1,640.00 $168.00 - to a maximum of $1,680.00 $171.00 - to a maximum of $1,710.00 $174.00 - to a maximum of $1,740.00 Revision to Permit Plan per application - up to 3 hours of review time 282.00$ 288.00$ 294.00$ 300.00$ Shoring per linear metre 7.70$7.90$8.10$8.30$ Solar Domestic Hot Water Systems per system 482.00$ 492.00$502.00$ 512.00$ Sprinkler Retrofit per square metre 0.65$0.66$0.67$0.68$ Temporary Building/Tent per structure $165.00 - to a maximum of $1,640.00 $168.00 - to a maximum of $1,680.00 $171.00 - to a maximum of $1,710.00 $174.00 - to a maximum of $1,740.00 Transit/Bus and Terminal/Bus Shelter per square metre (see Group A Occupancies)14.00$ 14.30$ 14.60$ 14.90$ Underpinning per linear metre 7.70$7.90$8.10$8.30$ On Site Sewage Systems - New Systems (200m2 or less)per system 565.00$ 576.00$ 588.00$ 600.00$ On Site Sewage Systems - New Systems (Greater than 200m2)per square metre $3.85 - to a maximum of $3,235.00 $3.90 - to a maximum of $3,300.00 $4.00 - to a maximum of $3,366.00 $4.10 - to a maximum of $3,433.00 Alterations to Sewage Disposal System per application $ 270.00 275.00$281.00$287.00$ Headers, Tank Removal or Decommissioning each 270.00$275.00$281.00$287.00$ Stand Alone Plumbing Fixtures, Equipment, Roof Drains - Single Family Dwelling per fixture 16.50$ 16.80$ 17.10$ 17.40$ Stand Alone Plumbing Fixtures, Equipment, Roof Drains - All Other Buildings per fixture 16.50$ 16.80$ 17.10$ 17.40$ Water Service (Residential)per application 26.00$26.50$27.00$27.50$ Each Residential Drain and Sewer (Includes both Storm and Sanitary, Inside, Outside and Floor Drains)per application 62.00$63.00$64.00$65.00$ 50mm (2") or less each 26.00$26.50$27.00$27.50$ 100mm (4")each 46.00$46.90$47.80$48.80$ 150mm (6")each 67.00$68.00$69.00$70.00$ 200mm (8")each 87.00$89.00$91.00$93.00$ Commercial, Industrial, Institutional and Apartment (Buildings and Units) Water Services Demolition (Singles, Semis, Row Houses, Accessory Structures) HVAC Systems Marijuana Grow-OP Remediation Occupancy of an Unfinished Building Permit Plumbing General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 23 of 31 By-Law XXXX-20 Schedule G Building Division Effective January 1, 20XX Page 3 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) 250mm (10")each 108.00$ 110.00$ 112.00$114.00$ 300mm (12") or larger each 128.00$ 131.00$ 134.00$137.00$ 100mm (4")each 51.00$ 52.00$ 53.00$ 54.00$ 150mm (6")each 77.00$ 79.00$ 81.00$ 83.00$ 200mm (8")each 97.00$ 99.00$ 101.00$103.00$ 250mm (10")each 118.00$ 120.00$ 122.00$124.00$ 300mm (12") or larger each 138.00$ 141.00$ 144.00$147.00$ Manhole, Catch-Basin, Area Drain or Interceptors each 36.00$ 37.00$ 38.00$ 39.00$ Testable Back-Flow Preventer each 67.00$ 68.00$ 69.00$ 70.00$ Re-Inspection Fee (Applicable at the discretion of the Chief Building Inspector)each 113.00$ 115.00$ 117.00$119.00$ Review of Plans per hour 113.00$ 115.00$ 117.00$ 119.00$ Permit Reactivation Fee per permit 160.00$ 163.00$ 166.00$ 169.00$ Administration Fee for Occupancy of a Residential Building Prior to Issuance of the Required Residential Occupancy Permit under the Building Code per unit 810.00$ 826.00$ 843.00$ 860.00$ Special Inspection Fee - per Hour, per Person (Applicable at the discretion of the Chief Building Inspector) per hour per person 113.00$ 115.00$ 117.00$ 119.00$ Special Investigation Fee - Where work for which a permit is required by the Building By-law has commenced without the authorization of a permit, in addition to all other fees) each Half the permit fee payable pursuant to this By-law or $255.00, whichever is greater Half the permit fee payable pursuant to this By-law or $260.00, whichever is greater Half the permit fee payable pursuant to this By-law or $265.00, whichever is greater Half the permit fee payable pursuant to this By-law or $270.00, whichever is greater Transfer of Permit per application 113.00$115.00$117.00$119.00$ Zoning and Applicable Law Review per proposal 138.00$141.00$144.00$147.00$ Sewage System Maintenance Inspection per inspection 155.00$158.00$161.00$164.00$ Project by the Municipality each No Fees Charged No Fees Charged No Fees Charged No Fees Charged In accordance with the Town of Aurora By-law Number 4744-05P, as amended, additions and accessory structures to dwelling units and demolitions require a road damage deposit in the amount of $25/metre of frontage to a maximum of $750.00. In accordance with the Town of Aurora Policy regarding temporary sales trailers and construction trailers, a security deposit in the amount of $5,000.00 is required to cover the cost of removal, should it become necessary. The occupancy classifications in this schedule correspond with the Ontario Building Code. For mixed use floor areas, the service index for each applicable occupancy may be used. Where a storage garage is located below a principle building and is considered a separate building the fee for the storage garage shall be calculated in accordance with the Group F industrial occupancy fees. Mechanical penthouses and floors, mezzanines, lofts and balconies are to be included in all floor area calculations. No deductions shall be made for openings in a floor area with the exception of interconnected floor areas. Security Deposits In accordance with the Town of Aurora Infill Housing Policy a security deposit of $10,000.00 is required prior to the issuance of a permit for the construction of new dwellings. Where a proposal for the construction of a new dwelling unit includes a deck, porch or similar amenity structures those amenities are included in the permit fee and will bot be charged the stand alone fee for such structures. The measurement of a floor area for a dwelling unit shall be measured from exterior face of exterior wall to same or centerline of party wall, firewall or common wall including the floor are of an attached garage, basements and cellars. Where a proposal for construction includes an addition, alteration, accessory structures or any combination thereof the permit fee shall be the sum of the fees for the individual components. All Other Classes of Permits The service index applied to the construction of a new dwelling includes the Building, Fire Services and HVAC components but does not include plumbing or site services which shall be charged a separate fee in accordance with this Schedule. General Notes - Interpretation and Application of Schedule G A building permit or permit fee is not required for any detached structure having an area of less than 10 square metres, except where plumbing is installed. However, the Town of Aurora Zoning By-law Number 2213-78, as amended, applies to all structures. Detached single family dwelling, semi-detached dwelling, row house and link house The service index applied to the construction of a new dwelling includes the building, plumbing, HVAC and occupancy permit components. Drains (Storm or Sanitary Drains - Inside or Outside) Miscellaneous Plumbing Other Fees Notes General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 24 of 31 By-Law XXXX-20 Schedule H Development Planning Division Effective January 1, 20XX Page 1 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) base fee 21,168.00$ 21,591.00$ 22,023.00$ 22,463.00$ processing fee/surcharge prior to adoption of OPA 5,353.00$ 5,460.00$ 5,569.00$ 5,680.00$ revision fees 2,307.00$ 2,353.00$ 2,400.00$ 2,448.00$ base fee 12,013.00$ 12,253.00$ 12,498.00$ 12,748.00$ processing fee/surcharge prior to adoption of OPA 5,353.00$ 5,460.00$ 5,569.00$ 5,680.00$ revision fees 1,768.00$ 1,803.00$ 1,839.00$ 1,876.00$ base fee 12,684.00$ 12,938.00$ 13,197.00$ 13,461.00$ processing fee/surcharge prior to enactment of ZBA 5,353.00$ 5,460.00$ 5,569.00$ 5,680.00$ revision fees 2,307.00$ 2,353.00$ 2,400.00$ 2,448.00$ base fee 6,868.00$ 7,005.00$ 7,145.00$ 7,288.00$ processing fee/surcharge prior to enactment of ZBA 5,353.00$ 5,460.00$ 5,569.00$ 5,680.00$ revision fees 1,768.00$ 1,803.00$ 1,839.00$ 1,876.00$ base fee 4,343.00$ 4,430.00$ 4,519.00$ 4,609.00$ processing fee/surcharge prior to enactment of ZBA 5,353.00$ 5,460.00$ 5,569.00$ 5,680.00$ base fee 6,358.00$ 6,485.00$ 6,615.00$ 6,747.00$ processing fee/surcharge prior to enactment of ZBA 5,353.00$ 5,460.00$ 5,569.00$ 5,680.00$ extension of the Temporary By-law 6,358.00$ 6,485.00$ 6,615.00$ 6,747.00$ base fee 15,693.00$ 16,007.00$ 16,327.00$ 16,654.00$ processing fee/surcharge (residential) $644/unit and $8,467/hectare or part thereof for all other lands (see Note 5) $657/unit and $8,636/hectare or part thereof for all other lands (see Note 5) $670/unit and $8,809/hectare or part thereof for all other lands (see Note 5) $683/unit and $8,985/hectare or part thereof for all other lands (see Note 5) processing fee/surcharge (non-residential) $8,292/hectare or part thereof for all other lands (see Note 5) $8,458/hectare or part thereof for all other lands (see Note 5) $8,627/hectare or part thereof for all other lands (see Note 5) $8,800/hectare or part thereof for all other lands (see Note 5) registration of Subdivision per agreement 4,315.00$ 4,401.00$ 4,489.00$ 4,579.00$ revision fee (where applicant makes revisions to plans requiring recirculation) 1,837.00$ 1,874.00$ 1,911.00$ 1,949.00$ revisions to a Draft Approved Plan of Subdivision, or Conditions of Draft Approval 4,405.00$ 4,493.00$ 4,583.00$ 4,673.00$ extension of Draft Approval 2,307.00$ 2,353.00$ 2,400.00$ 2,448.00$ base fee 20,406.00$ 20,814.00$ 21,230.00$ 21,655.00$ registration of Subdivision per agreement $ 4,405.00 4,493.00$ 4,583.00$ 4,673.00$ revisions to Approved Draft Plan of Condominium $ 3,610.00 3,682.00$ 3,756.00$ 3,831.00$ extension of Draft Approval $ 2,307.00 2,353.00$ 2,400.00$ 2,448.00$ Part Lot Controls base fee 2,486.00$ 2,536.00$ 2,587.00$ 2,639.00$ Official Plan Amendment Part Lot Controls Removal of Hold Temporary Use Draft Plan of Subdivision Draft Plan of Condominium (All Types) Draft Plan of Subdivision Major (see Note 1) Minor (see Note 2) Zoning By-law Amendment Major (see Note 3) Minor (see Note 4) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 25 of 31 By-Law XXXX-20 Schedule H Development Planning Division Effective January 1, 20XX Page 2 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) base fee 10,836.00$ 11,053.00$ 11,274.00$ 11,499.00$ processing fee/surcharge $566/hectare or part thereof $577/hectare or part thereof $589/hectare or part thereof $601/hectare or part thereof base fee 6,420.00$ 6,548.00$ 6,679.00$ 6,813.00$ plus: per unit for residential $ 644.00 657.00$ 670.00$ 683.00$ plus: per unit for multi- residential (apartments) $ 330.00 337.00$ 344.00$ 351.00$ plus: ICI buildings for first 2,000m2 - per m2 of GFA $ 3.37 3.44$ 3.51$ 3.58$ plus: ICI buildings portion of GFA between 2,001m2 and 10,000m2 - per m2 of GFA $ 2.19 2.23$ 2.27$ 2.32$ plus: ICI buildings portion of GFA beyond 10,000m2 - per m2 of GFA $ 1.10 1.12$ 1.14$ 1.16$ base fee 3,448.00$ 3,517.00$ 3,587.00$ 3,659.00$ plus: ICI buildings for first 2,000m2 - per m2 of GFA $ 3.37 3.44$ 3.51$ 3.58$ plus: ICI buildings portion of GFA between 2,001m2 and 10,000m2 - per m2 of GFA $ 2.19 2.23$ 2.27$ 2.32$ plus: ICI buildings portion of GFA beyond 10,000m2 - per m2 of GFA $ 1.10 1.12$ 1.14$ 1.16$ Recirculation/Revisions (where the applicant fails to revise drawings as requested by the Town beyond the third submission or the Applicant changes the plans/proposal) each 1,230.00$ 1,255.00$ 1,280.00$ 1,306.00$ Site Plan Review (Stable Neighbourhood) each 1,025.00$ 1,046.00$ 1,067.00$ 1,088.00$ base fee 617.00$ 629.00$ 642.00$ 655.00$ request for site plan exemption beyond 2nd submission $ 256.00 261.00$ 266.00$ 271.00$ Radio Communication Tower/Antenna Facilities base fee 8,352.00$ 8,519.00$ 8,689.00$ 8,863.00$ base fee 3,480.00$ 3,550.00$ 3,621.00$ 3,693.00$ plus: per new lot created 1,748.00$ 1,783.00$ 1,819.00$ 1,855.00$ change of conditions (only before a final consent is granted) 920.00$ 938.00$ 957.00$ 976.00$ recirculation fee (see Note 7)2,617.00$ 2,669.00$ 2,722.00$ 2,776.00$ Ground Related Residential Zoned Lands base fee 1,998.00$ 2,038.00$ 2,079.00$ 2,121.00$ Oak Ridges Moraine Residential base fee 1,669.00$ 1,702.00$ 1,736.00$ 1,771.00$ base fee 1,998.00$ 2,038.00$ 2,079.00$ 2,121.00$ plus: per lot or unit 1,047.00$ 1,068.00$ 1,089.00$ 1,111.00$ All Other Uses, including ICI base fee 2,449.00$ 2,498.00$ 2,548.00$ 2,599.00$ Recirculation/Revisions (see Note 7)each 1,387.00$ 1,415.00$ 1,443.00$ 1,472.00$ Lot Creation, Lot Addition, Establishment of Easements, Mortgage change over, Lease over 21 years Committee of Adjustment Consent Minor Variances or Permission More than one Variance related to a Draft Approved Plan of Subdivision Block Plans Block Plans Site Plan Approval Minor and Amending Plans (see Note 6: per m2 fee applicable only if there is an increase in GFA) Site Plan Exemption Major General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 26 of 31 By-Law XXXX-20 Schedule H Development Planning Division Effective January 1, 20XX Page 3 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Owner's Request to Cancel Public Planning Meeting base fee 3,485.00$ 3,555.00$ 3,626.00$ 3,699.00$ Local Planning Appeal Tribunal Referral Fee (for all types of development applications)base fee 607.00$ 619.00$ 631.00$ 644.00$ Local Planning Appeal Tribunal Referral Fee (Minor Variances and Consent)base fee 314.00$ 320.00$ 326.00$ 333.00$ File Maintenance Fee per year 718.00$ 732.00$ 747.00$ 762.00$ Cash in Lieu of Parking Agreement base fee 5,125.00$ 5,228.00$ 5,333.00$ 5,450.00$ Section 37 (Bonusing Agreement)base fee 5,125.00$ 5,228.00$ 5,333.00$ 5,450.00$ Municipal Street Name Change each 1,648.00$ 1,681.00$ 1,715.00$ 1,749.00$ Municipal Addressing Change each 1,072.00$ 1,093.00$ 1,115.00$ 1,137.00$ Required due to an Owner's or Applicant's revisions or deferrals. Payment of Fees All fees set out herein shall be payable to the Town of Aurora upon the submission of the related application to the Town, unless otherwise provided herein. The fee amount shall be completed by the Applicant on the Fee Calculation Worksheet included with each Application Form. 50% of fees refunded if application is withdrawn prior to any Council or Committee of Adjustment consideration. 5) Draft Plan of Subdivision All other lands within the draft plan excluding roads, road widenings and environmental protection lands. 6) Minor and Amending Site Plans Shall include amendments to existing site plan agreements for those properties with development agreements executed and registered after 2000. Staff shall determine, in consultation with other departments, if a site plan application is considered minor, an amendment or if a new site plan application is required. 7) Recirculation Fee An application that is a small scale amendment to the Official Plan policies and designations, having limited impact or policy implications beyond the subject lands. 3) Major Zoning By-law Amendment An application that is significant in scale and scope which may have greater impact or policy implication beyond the subject lands. Such applications may include: - an application relating to more than one property; - a site specific application, if considered to represent large scale redevelopment; - significant change in use and/or zone category; or - an application involving significant changes to the development standards or general provisions of the by-law. 4) Minor Zoning By-law Amendment An application for minor and small scale zoning amendment having no significant impact on adjoining lands. Minor application must be site specific and include: - a request for additional permitted use, within an existing building or with no significant impact on existing development standards; and - changes in development standards to accommodate a minor development or severance. General Fees Notes 1) Major Official Plan Amendment An application that is significant in scale and scope which may have greater impact or policy implication beyond the subject lands. Such applications may include those relating to multiple properties; site specific proposals that represent large scale development/significant change in use; and applications involving significant changes to the text/policies of the Official Plan. 2) Minor Official Plan Amendment General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 27 of 31 By-Law XXXX-20 Schedule I By-law Services Division Effective January 1, 20XX Page 1 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Owner/Operator - Initial each $1,790.00 $1,826.00 $1,863.00 $1,900.00 Owner/Operator - Renewal each $1,540.00 $1,571.00 $1,602.00 $1,634.00 Entertainer - Initial each $100.00 $165.00 $168.00 $171.00 * Entertainer - Renewal each $90.00 $150.00 $153.00 $156.00 * Entertainer - Late Fee each $25.00 $50.00 $51.00 $52.00 * Entertainer - I.D. Card each $5.00 $10.00 $11.00 $12.00 * Initial each $135.00 $138.00 $141.00 $144.00 Renewal each $70.00 $71.00 $72.00 $73.00 Initial each $365.00 $372.00 $379.00 $387.00 Renewal each $70.00 $71.00 $72.00 $73.00 Owner - Initial each $1,790.00 $1,969.00 $2,008.00 $2,048.00 * Owner - Renewal each $1,540.00 $1,694.00 $1,728.00 $1,762.00 * Operator - Initial each $845.00 $930.00 $949.00 $968.00 * Operator - Renewal each $820.00 $836.00 $853.00 $870.00 Provider - Initial each $105.00 $115.00 $118.00 $121.00 * Provider - Renewal each $90.00 $99.00 $101.00 $103.00 * Provider - Late Fee each $25.00 $50.00 $51.00 $52.00 * Provider - I.D. Card each $5.00 $10.00 $11.00 $12.00 * Initial each $75.00 $77.00 $79.00 $81.00 Renewal each $70.00 $71.00 $72.00 $73.00 Instructors with vehicle - Initial each $95.00 $105.00 $107.00 $109.00 * Instructors with vehicle - Renewal each $85.00 $94.00 $96.00 $98.00 * Instructor with vehicle - Late Fee each $50.00 $55.00 $57.00 $59.00 * Instructor without vehicle - Initial each $90.00 $99.00 $101.00 $103.00 * Instructor without vehicle - Renewal each $75.00 $83.00 $85.00 $87.00 * Instructor without vehicle - Late Fee each $50.00 $55.00 $57.00 $59.00 * Change of Vehicle Fee each $50.00 $55.00 $57.00 $59.00 * Replacement Plate each $30.00 $100.00 $102.00 $104.00 * per season $75.00 $77.00 $79.00 $81.00 per day $35.00 $35.75 $36.50 $37.25 Initial each $250.00 $255.00 $260.00 $265.00 Renewal each $200.00 $204.00 $208.00 $212.00 Initial each $355.00 $425.00 $434.00 $443.00 * Renewal each $200.00 $300.00 $306.00 $312.00 * Owner - Initial each $165.00 $168.00 $171.00 $174.00 Owner - Renewal each $85.00 $87.00 $89.00 $91.00 Owner - Late Fee each $50.00 $51.00 $52.00 $53.00 Driver - Initial each $80.00 $82.00 $84.00 $86.00 Driver - Renewal each $70.00 $71.00 $72.00 $73.00 Driver - Late Fee each $50.00 $51.00 $52.00 $53.00 Change of Vehicle Fee each $50.00 $51.00 $52.00 $53.00 Replacement Plate each $30.00 $100.00 $102.00 $104.00 * I.D. Card each $5.00 $10.00 $11.00 $12.00 * Horse Riding Establishments (previously included in By-law 5630-14) Limousines (previously included in By-law 5630-14) Adult Entertainment Parlour (previously included in By-law 5630-14) Auctioneers (previously included in By-law 5630-14) Billiard Hall (previously included in By-law 5630-14) Body Rub Parlour (previously included in By-law 5630-14) Driving School Instructors (previously included in By-law 5630-14) Door to Door Sales Agents (previously included in By-law 5630-14) Farmers Market (previously included in By-law 6092-18) Stall Permit Kennels (previously included in By-law 5630-14) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 28 of 31 By-Law XXXX-20 Schedule I By-law Services Division Effective January 1, 20XX Page 2 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Initial each $265.00 $292.00 $294.00 $296.00 * Renewal each $250.00 $275.00 $277.00 $279.00 * Owner/Operator - Initial each $270.00 $275.00 $281.00 $287.00 Owner/Operator - Renewal each $115.00 $117.00 $119.00 $121.00 Certificate of Compliance each $50.00 $60.00 $62.00 $64.00 * Insp (as per subsection 8.6.1 of By-law 4044-99.P)each $100.00 $105.00 $107.00 $109.00 * Owner - Motorized - Initial each $230.00 $255.00 $260.00 $265.00 * Owner - Motorized - Renewal each $220.00 $224.00 $228.00 $233.00 Owner - Motorized - Late Fee each $50.00 $51.00 $52.00 $53.00 Owner - Motorized - Short Term each $50.00 $51.00 $52.00 $53.00 Owner - No Motor - Initial each $230.00 $235.00 $240.00 $245.00 Owner - No Motor - Renewal each $220.00 $224.00 $228.00 $233.00 Owner - No Motor - Late Fee each $50.00 $51.00 $52.00 $53.00 Vendor - Initial each $75.00 $100.00 $102.00 $104.00 * Vendor - Renewal each $50.00 $75.00 $77.00 $79.00 * Vendor - Late Fee each $50.00 $51.00 $52.00 $53.00 Change of Vehicle Fee each $50.00 $51.00 $52.00 $53.00 Replacement Plate each $30.00 $100.00 $102.00 $104.00 * I.D. Card each $5.00 $10.00 $11.00 $12.00 * Initial each $200.00 $255.00 $260.00 $265.00 * Renewal each $125.00 $220.00 $224.00 $228.00 * Mobile Sign each $100.00 $110.00 $112.00 $114.00 * Banner Sign each $100.00 $110.00 $112.00 $114.00 * Feather Banner Sign each $100.00 $110.00 $112.00 $114.00 * Portable Sign each $100.00 $110.00 $112.00 $114.00 * Special Event Sign each $100.00 $110.00 $112.00 $114.00 * Sign Retreival Fee per sign $20.00 $50.00 $50.00 $50.00 * Security Deposit Initial Application Only $500.00 $510.00 $520.00 $530.00 Application for General Sign Permit (unless specified below)each $150.00 per application plus $10.00/square metre of total aggregate areas of all proposed signs $153.00 per application plus $10.20/square metre of total aggregate areas of all proposed signs $156.00 per application plus $10.40/square metre of total aggregate areas of all proposed signs $159.00 per application plus $10.60/square metre of total aggregate areas of all proposed signs Application for Billboard or Mural Sign per application $300.00 $306.00 $312.00 $318.00 Application for revision/renewal of a sign permit per application $150.00 $153.00 $156.00 $159.00 Security Deposit per sign $500.00 $510.00 $520.00 $530.00 Application for Sign Variance Request (within the scope limits described in 4.10(b) of By-law 5840.14)each $300.00 $306.00 $312.00 $318.00 Application for Appeal to Council (pursuant to 4.10(d) of By-law 5840.14)each $300.00 $306.00 $312.00 $318.00 Application for Sign Variance Request (exceeding the scope limits described in 4.10(e) of By-law 5840.14)each $600.00 $612.00 $624.00 $636.00 Mobile Sign Installers (previously included in By-law 5630-14) Refreshment Vehicles and Vendors (previously included in By-law 5630-14) Place of Amusement (previously included in By-law 5630-14) Second Hand Goods Vendors, Pawnbrokers and Salvage Yard Owners (previously included in By-law 5630-14) Sign Application - Administered by By-law Services (previously included in By-law 5840-14) Sign Application - Administered by Building Services (previously included in By-law 5840-14) Property Standards (previously included in By-law 4044-99.P) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 29 of 31 By-Law XXXX-20 Schedule I By-law Services Division Effective January 1, 20XX Page 3 of 3 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Owner License - Initial each $480.00 $528.00 $530.00 $532.00 * Owner License - Renewal each $415.00 $457.00 $459.00 $461.00 * Owner License - Late Fee each $85.00 $94.00 $96.00 $98.00 * Broker License - Initial each $210.00 $231.00 $233.00 $235.00 * Broker License - Renewal each $75.00 $83.00 $85.00 $87.00 * Broker License - Late Fee each $75.00 $83.00 $85.00 $87.00 * Taxicab Driver License - Initial each $75.00 $83.00 $85.00 $87.00 * Taxicab Driver License - Renewal each $50.00 $55.00 $57.00 $59.00 * Taxicab Driver License - Late Fee each $50.00 $55.00 $57.00 $59.00 * Transfer of Owner License - General each $150.00 $165.00 $169.00 $172.00 * Transfer of Owner to Estate each $150.00 $165.00 $169.00 $172.00 * Transfer of Taxicab Plate to New Vehicle each $50.00 $51.00 $52.00 $53.00 Annual Priority List Fee each $25.00 $25.50 $26.00 $26.50 Replacement Taxicab Plate each $30.00 $100.00 $102.00 $104.00 * Taxicab Meter Reseal each $25.00 $40.00 $41.00 $42.00 * I.D. Card and Tariff Card each $5.00 $10.00 $11.00 $12.00 * Taxi Test Re-write each $30.00 $30.60 $31.20 $31.80 Taxicab Identification Holder each $10.00 $10.20 $10.40 $10.60 Initial $175.00 $179.00 $183.00 $187.00 Renewal $250.00 $255.00 $260.00 $265.00 Initial $200.00 $204.00 $208.00 $212.00 Renewal $300.00 $306.00 $312.00 $318.00 Initial $200.00 $204.00 $208.00 $212.00 Renewal $300.00 $306.00 $312.00 $318.00 Initial $200.00 $204.00 $208.00 $212.00 Renewal $300.00 $306.00 $312.00 $318.00 Initial $200.00 $204.00 $208.00 $212.00 Renewal $300.00 $306.00 $312.00 $318.00 Inspection per hour $110.00 $112.00 $114.00 $116.00 Re-Occupancy Inspection each $50.00 $51.00 $52.00 $53.00 Vacant Registry (previously included in By-law 6114-18) Property Zoned Residential Property Zoned Commercial Property Zoned Promenade Property Zoned Institutional Property Zoned Industrial Taxicabs (previously included in By-law 5630-14) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 30 of 31 By-Law XXXX-20 Schedule J Animal Services Effective January 1, 20XX Page 1 of 1 Description of Service for Fee or Service Charge Unit of Measure (i.e. per hour, page, document, etc.) 2019 (Including H.S.T. where applicable) 2020 (Including H.S.T. where applicable) 2021 (Including H.S.T. where applicable) 2022 (Including H.S.T. where applicable) Regular License each 20.00$ 20.40$ 20.80$ 21.20$ License for cat owned by Resident fifty-five (55) years of age or older each 10.00$ 10.20$ 10.40$ 10.60$ Regular License each 30.00$ 30.60$ 31.21$ 31.84$ License for 'Dangerous Dog' each 100.00$ 102.00$ 104.04$ 106.12$ License for dog owned by Resident fifty-five (55) years of age or older each 15.00$ 15.30$ 15.61$ 15.92$ License for guide dog or service animal (with proper documentation)each no charge no charge no charge no charge First Impound each 20.00$ 20.40$ 20.81$ 21.22$ Second Impound each 30.00$ 30.60$ 31.21$ 31.84$ Third Impound each 50.00$ 51.00$ 52.02$ 53.06$ Dialy Maintenance each 15.00$ 15.30$ 15.61$ 15.92$ Cat or dog each 5.00$ 5.10$ 5.20$ 5.31$ Replacement Tag (previously included in By-law 6197-19) Cat License (previously included in By-law 6197-19) Dog License (previously included in By-law 6197-19) Impound (previously included in By-law 6197-19) General Committee Meeting Agenda Tuesday, October 1, 2019 Item R2 Page 31 of 31 Town of Aurora General Committee Report No. FS19-029 Subject: Prudent Investor Standard for Municipal Investments Prepared by: Laura Sheardown, Financial Management Advisor Department: Financial Services Date: October 1, 2019 Recommendation 1. That Report No. FS19-029 be received; and 2. That staff undertake further due diligence to determine the best approach to move to the prudent investor standard and report back to Council with a final recommendation. Executive Summary With the municipal investment structure recently being broadened, staff would like the opportunity to fully explore the potential investment structures that are now available to the Town. Permission to proceed with an in-depth exploration will allow staff the opportunity to fully explore the investment options now available to the Town. • Recent amendments to the Municipal Act offer more investment options to municipalities Background Recent amendments to the Municipal Act, 2001 (Act) and changes to O. Reg. 438/97 (Regulation) provide eligible municipalities the option to invest money that it does not require immediately, to the prudent investor standard. The purpose of these reforms was to enable municipalities to earn improved risk-adjusted rates of return by building more diverse portfolios of investments. Municipalities that opt into the prudent regime will receive a high level of scrutiny and oversight and no longer be restricted to a prescribed list of investments (e.g. Canadian bonds and money market securities). General Committee Meeting Agenda Tuesday, October 1, 2019 Item R3 Page 1 of 4 October 1, 2019 Page 2 of 4 Report No. FS19-029 Analysis Recent amendments to the Municipal Act offer more investment options to municipalities Under recent amendments to the Municipal Act, 2001 and changes to O. Reg. 438/97, beginning January 1, 2019 municipalities have the option of transitioning to a prudent investor regime for the investment of available cash that is not required immediately. These changes result in municipalities having the following investment options available to them: 1) Continue to use only the prescribed list; 2) Move to the prudent investor regime and establish an independent investment board; 3) Move to the prudent investor regime and establish a joint investment board with one or more other municipalities; or 4) Move to the prudent investor regime and invest through an existing investment board or an existing joint investment board. Given the potential rewards, risks and resource implications of moving to the prudent investor regime, staff are recommending the undertaking of further due diligence in an effort to determine the best approach given the Town’s circumstances and report back to Council with a final recommendation. One specific option in particular, that staff would like to explore further is the possibility of the Town’s membership in the ONE joint investment board (ONE JIB). At this time, there is no joint investment board established in Ontario, however efforts are currently underway by ONE Investment to work with a limited number of municipalities to establish the ONE Joint Investment Board (ONE JIB). As a founding member of the ONE JIB, the Town may be able to negotiate lower fees. Advisory Committee Review Not applicable. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R3 Page 2 of 4 October 1, 2019 Page 3 of 4 Report No. FS19-029 Legal Considerations Recent amendments to the Municipal Act, 2001 (Act) and changes to O. Reg. 438/97 (Regulation) provide eligible municipalities the option to invest money that it does not require immediately according to the prudent investor standard. Financial Implications The prudent investor regime provides municipalities with a new and very different approach to investing for municipalities although it is an approach that has been used by trustees in Ontario for almost two decades. The successful implementation of a prudent investor regime could provide municipalities with higher risk-adjusted returns over the long-term. The prudent investor regime, however, can only be accessed through an investment board or a joint investment board. Other issues for consideration include the loss of control and management in respect of the day-to-day investment decisions relating to money that is not required immediately; the fact that there is no guarantee of improved investment returns and that the governance structure in the context of multiple municipalities is untested. Communications Considerations Not applicable. Alternative(s) to the Recommendation 1. Council may choose to accept, amend or reject any or all of the recommendations of this report. Conclusions Given the potential rewards, risks, and resource implications of moving to the prudent investor regime, staff are recommending that the Town undertake its due diligence in an effort to determine the best investment option for the Town given its local circumstances and report back to Council with a final recommendation. As part its due diligence, staff will further investigate the value proposition of the Town becoming a founding member of the ONE JIB and the benefits that this may entail. Attachments None. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R3 Page 3 of 4 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R3 Page 4 of 4 Town of Aurora General Committee Report No. OPS19-021 Subject: Backflow Prevention Bylaw and Request for Budget to Install Backflow Preventers Prepared by: Iustina Voinea, Program Coordinator Water/Wastewater/Stormwater Department: Operational Services Date: October 1, 2019 Recommendation 1.That Report No. OPS19-021 be received; and 2.That a by-law to repeal and replace By-law No. 5645-14 – being a by-law to regulate cross connections and backflow prevention in private plumbing systems – be enacted at a future Council meeting; and 3.That Capital Project No. 43057 – Installation of Backflow Prevention Meters in Town Facilities be approved; and 4.That a total budget of $125,000 be approved for Capital Project No. 43057 to be funded from the water reserve. Executive Summary Staff is seeking to provide Council with information on the status of the Backflow Prevention Program (BFPP) and approval of updated Bylaw. By implementing the BFPP the Town will be taking measures to ensure that its drinking water system is protected from possible contamination due to cross connections. The BFPP is a critical component of the drinking water operations to ensuring the safety of the drinking water supply and public health. This report will speak to the following: •Operational Services staff is working on BFPP Program development and implementation •Activities undertaken since previous report presented to Council on April 2019 •The Program is a multi-departmental collaboration General Committee Meeting Agenda Tuesday, October 1, 2019 Item R4 Page 1 of 8 October 1, 2019 Page 2 of 8 Report No. OPS19-021 • The program applies to all ICI and multi-residential properties, approximately 600 properties will be affected • Next steps and timelines for program implementation Background On April 16, 2019, staff, acting on the Ontario Ministry of Environment, Conservation and Parks (MECP) recommendations, tabled Report No. OPS19-007 Backflow Prevention Bylaw and Program. Council approved the recommendation in that report to implement a Backflow Prevention Program to regulate cross connections. The BFPP applies to all existing and future Industrial, Commercial, Institutional and multi-residential properties and will be implemented based on risk priority. Those properties with high risk operations, where processes require potable water supply interaction with chemicals or other substances, will be addressed first followed by moderate risk properties. The installation of backflow preventer devices will minimize the probability of the water to flow in the reverse direction and contaminate the municipal drinking water system. BFPP is a maintenance program. The implementation of the program will be over a multi-year period and will be managed as part of day to day operations. Analysis In order to reduce challenges during the implementation of the program, while mitigating the risks to the drinking water system, staff reviewed the backflow bylaw and proposes the attached draft bylaw. The updates to the by-law include: a) Providing clarity as to which properties require a cross connection survey and a testable premise isolation backflow preventer; b) Delineating the requirements and responsibilities of the persons authorized to complete functions pertaining to this By-Law; c) Including requirements for backflow prevention for temporary watermain connections; d) Administration and Enforcement, Power of Entry, Remedial Action and Cost Recovery - sections updated with current practices; General Committee Meeting Agenda Tuesday, October 1, 2019 Item R4 Page 2 of 8 October 1, 2019 Page 3 of 8 Report No. OPS19-021 e) Accommodating more flexibility in the location of premise isolation. In certain situations, this will reduce installation costs while still maintaining the required level of protection; f) Presenting additional provisions and clarity on when a backflow prevention device is permitted to be removed; g) General housekeeping changes to: Definitions Operational Services staff is working on BFPP Program development and implementation Operational Services staff is working on developing and implementing the BFPP. A consulting firm, DFA Infrastructure International Inc., was retained to assist staff with reviewing the current BFPP Bylaw and to develop internal procedures, forms, and communication materials including conducting a Public Open House consultation meeting for the BFPP development and implementation program. Staff believe that a robust BFPP education element is a critical step that must be conducted preceding the full implementation of the BFPP as this program can have a significant financial impact on our stakeholders. Activities undertaken since previous report presented to Council on April 2019 - Collaboration with Communications team, a webpage was prepared for the backflow prevention program. The website was made live first week of July 2019; - Collaboration with other GTA municipalities including site meetings to review other similar and successful BFPP and best management practices; - Review of available BFPP software management systems aimed at streamlining the compliance and annual testing requirements for stakeholders and staff efficiencies; - Evaluate the additional BFPP administrative work load impacts and staffing implications; - Mail inserts were distributed with an information letter on the Public Open House to approximatively 200 businesses; - The BFPP and the Public Open House were advertised on the social media and in the local newspapers; - A Public Open House was held at Town Hall on July 25, 2019; - Mail inserts were sent out with July water bills to all ICI and multi-residential properties; General Committee Meeting Agenda Tuesday, October 1, 2019 Item R4 Page 3 of 8 October 1, 2019 Page 4 of 8 Report No. OPS19-021 - Backflow Prevention surveys on Town’s facilities were conducted late April 2019. The surveys conducted on Town’s facilities showed that two (2) out of thirteen (13) buildings have backflow preventers installed; however, the two (2) existing ones have to be included on the annual testing program. The facilities that require backflow prevention devices were classified as follows: four (4) as severe hazard and six (6) were classified and moderate hazard with one (1) Facility under construction; - A quote for purchasing and installing backflow prevention devices on Town’s facilities was obtained; and - Update Bylaw for approval. This Program is a Multi-Departmental Collaboration Collaboration with internal departments is a high priority to ensure a comprehensive development and smooth implementation of the BFPP. It is anticipated that following internal departments will continue to be involved during the implementation phases of the BFPP: Operational Services, Finance and Accounting, Legal, Bylaw, Facilities, Communication, Building, Engineering Services, Information and Technology, Executive Leadership Team and Town Council. The program applies to all ICI and multi-residential properties, approximately 600 properties will be affected There are approximately 600 properties that will be required to comply with this Bylaw. Some of these properties cover multiple businesses. Of these 600 properties, approximately 164 have one (1) or multiple businesses that are considered high-risk hazards for the water distribution system. The implementation of this program is based on risk priority. Those properties with high risk operations, where processes require potable water supply interaction with chemicals or other substances, will be addressed first followed by moderate risk properties. Staff also need to include municipal facilities in the BFPP. We recommend that these facilities be first on the list for backflow device survey and retrofit, as the Town should take the lead in this initiative. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R4 Page 4 of 8 October 1, 2019 Page 5 of 8 Report No. OPS19-021 Next steps and timelines for Program implementation The implementation of the program will consist of the following steps: • Communication and education engagement with property owners through additional Public Open Houses as required, inserts in the water bill and a BFPP page on Town’s website - ongoing; • Collection of information, identification of properties and development of a database for the program – starting October 2019; • Developing and maintaining a roster of contractors to conduct facilities surveys and backflow prevention devices installation and testing – Starting October 2019; • Notifying property owners to survey the property, install backflow prevention devices for premise isolation or test existing backflow prevention devices – starting December 2019; • Surveying each property to identify potential cross-contamination sources and hazard classification, for both municipal and private properties – Spring 2020; • Property owners to commence with the installation of backflow preventers for premise isolation and/or testing of existing devices - 2020; • Collection and administration of surveys and test reports showing that the devices are functioning - 2020; • Following-up and reporting of actions taken to comply; • Record keeping and follow-up notifications for subsequent re-testing requirements; • Implementation will be over a multi-year period and will be managed as part of day to day operations. Advisory Committee Review None. Legal Considerations Section 19 of the Safe Drinking Water Act, 2002 places a statutory standard of care on those having oversight of the municipal drinking water systems. The establishment and implementation of the BFPP is a strategy aimed at reducing the risk of contamination of the water supply and meeting the MECP recommendations, as part of adhering to the statutory standards of care. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R4 Page 5 of 8 October 1, 2019 Page 6 of 8 Report No. OPS19-021 The Legal Services Division assisted the Operational Services Department with the necessary revisions of the Backflow Prevention Bylaw. Financial Implications There are financial implications in implementing the BFPP for the Town, as follows: • The Town of Aurora has thirteen (13) facilities (Town Hall, Aurora Family Leisure Complex, Stronach Aurora Recreation, Aurora Community Centre, Aurora Joint Operations Centre, Department of National Defense, Former Aurora Armoury, Aurora Cultural Centre, Victoria Hall, Factory Theatre, Aurora Public Library, Aurora Senior Centre and Fire Hall) that have been surveyed by a qualified backflow prevention plumber. In order for the Town to comply with the Bylaw, ten (10) of these facilities need to have backflow devices installed for premise isolation and all thirteen (13) will be included in the annual testing program. The estimated costs to have the backflow preventers purchased and installed on the remaining ten facilities is $125,000. Staff recommend that Council allocate $125,000 from the Reserve Fund for this contract, under the capital project 43057 – Installation of Backflow Prevention Meters in Town Facilities; • Purchase and/or development of BFPP software required to streamline the ongoing program administration requirements; • It is estimated that initially one half of an FTE staff person would be required to administer the program with the potential to supplement with additional staff resources in the future; • Staff have included this half FTE positon in the 2020 Water Operations Budget. All financial aspects of the Municipal administrative process associated with the BFPP are intended to be cost neutral to the Municipality as the program is rate based. Funds required to install backflow prevention devices at the Town’s existing facilities and funds required for annual testing and maintenance will be managed by the facilities department. Communications Considerations The BFPP and Bylaw will require significant public consultation and communications in order for the program to be understood, accepted and successfully implemented by all of the Town’s affected stakeholders. The initial education and consultative period started Summer 2019, by sending notices and inserts with the water bill about the General Committee Meeting Agenda Tuesday, October 1, 2019 Item R4 Page 6 of 8 October 1, 2019 Page 7 of 8 Report No. OPS19-021 program and the Public Open House, along with information posted on Town’s website, social media and local newspapers. Also, due to the fact that this program may be ongoing for a considerable period of time, staff will continue to publicly promote and educate the stakeholders on the Bylaw and Backflow Prevention until full compliance has been achieved. Link to Strategic Plan The Town of Aurora supports the DWQMS Policy through its corporate Strategic Plan Goal: “Supporting an exceptional quality of life for all.” Alternative(s) to the Recommendation 1. Option 1: Council to provide further directions for this program. Conclusions This Backflow Prevention Bylaw and BFPP are intended to prevent drinking water contamination through cross connections and potential backflow incidents. The BFPP will complement other operational programs, policies and activities that the Town of Aurora has implemented to provide safe drinking water to all of our consumers The BFPP requires the initial installation of backflow devices and/or, annual testing of existing devices to ensure they continue to function properly. Testing reports will be submitted to the Operational Services Department. Site surveys must be conducted once every five (5) years to ensure that no new connections have been created and confirm the property use and hazard. Attachments None. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R4 Page 7 of 8 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R4 Page 8 of 8 Town of Aurora General Committee Report No. OPS19-022 Subject: Award of Sole Source Contract to Wamco Municipal Products Inc. Prepared by: Iustina Voinea, Program Coordinator, Water, Wastewater Stormwater Department: Operational Services Date: October 1, 2019 Recommendation 1. That Report No. OPS19-022 be received; and 2. That a Sole Source contract in the amount of $750,000, excluding taxes, be approved for the supply of w ater meters from Wamco Municipal Products Inc. for a five (5) year period; and 3. That Council authorize the Director of Operations to renew the contract, at the same rate, for three (3) additional one (1)-year terms, pending an annual analysis, and performance review by the Director. Executive Summary To approve a contract in the value of $750,000 for the supply of water meters from Wamco Municipal Products Inc. for a period of five (5) years, for the purpose of outfitting new homes with water meters. The cost of these water meters are fully reimbursed by the Builder to the Town of Aurora: • Sensus is specified product for all Town metering • The cost of first time meter installations is fully recovered from the home builder Background During the construction of new homes, the Builder is required to purchase and install new water meters. Water charges for commercial and residential consumption are based on flow meter readings. The practice is to have meters purchased through the Town to ensure that the right type of meters are used and properly recorded into Town’s billing system. The cost of these meters is charged back to the Builders at full cost plus administration fees. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R5 Page 1 of 4 October 1, 2019 Page 2 of 4 Report No. OPS19-022 This contract is awarded as a Sole Source to W amco Municipal Products Inc., which requires Council approval as per the Purchasing By-Law. Analysis Sensus is specified product for all Town metering Sensus is the preferred water meter for the Town of Aurora. This meter is an industry leader and provides reliable and long-term accuracy. For consistency, staff recommend continued use of this meter. The meter is supplied through Wamco Municipal Products Inc. who is the only certified distributer for this Region. The Town of Aurora is considering automating the water meter reading process by using the FlexNet EasyLink™ Reader. This Reader is a compact and portable radio- based device used to acquire data from utility meters that utilizes Sensus SmartPoint® modules and/or Itron ERT (Encoder Receiver Transmitter) radios that can be used in any vehicle providing 12-volt DC power. Data is collected automatically while driving the assigned route. Provisions of the Purchasing By-law allow for Sole Source contracts when there is only one (1) supplier of this type of water meter for this geographic area. It is under these requirements that staff is recommending a Sole Source approach to procuring the meters through Wamco Municipal Products Inc. The cost of first time meter installations is fully recovered from the Home Builder Funding for these meters is fully recovered from charges billed to the Builder for all first time installations in a new building. This program is therefore fully cost recovered. The actual expenditure is difficult to estimate as it is outside the control of the Town of Aurora and is fully based on the timing of building completions and owner occupancies. It is recognized that any expenditures made on water meters are fully recovered from the Builders. Advisory Committee Review None. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R5 Page 2 of 4 October 1, 2019 Page 3 of 4 Report No. OPS19-022 Legal Considerations In accordance with the Town’s Procurement By-law No. 6076-18, Council is required to approve any sole source procurements that are over $100,000. Financial Implications The requested 2020-2022 annual Operating Budget for the purchase of water meters for resale to developers for their installation into new homes is $150,000. This operating cost will be fully offset by an equivalent revenue forecast relating to the fees charged to developers for these meters. Consequently, these noted costs will not have an impact on the Town’s required tax levy. Over the next five (5) years there is a requirement for the Town to maintain an inventory of the Sensus water meters in an effort to meet the anticipated demands from new homes that will be constructed over this time period. Communications Considerations None. Link to Strategic Plan The Town of Aurora supports the purchasing and installation of water meters through its corporate Strategic Plan Goal: “Supporting an exceptional quality of life for all.” Alternative(s) to the Recommendation 1. Option 1: An alternative to Sensus would result in compatibility issues and the need to coordinate replacements and warranty support through multiple vendors. The Town set a goal to integrate the metering into a common communication network, there is additional benefit in continuing with the current product line. Conclusions As Wamco Municipal Products Inc. is the only supplier of these meters in our geographic area, it is recommended that a contract in the amount of $750,000, General Committee Meeting Agenda Tuesday, October 1, 2019 Item R5 Page 3 of 4 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R5 Page 4 of 4 Town of Aurora General Committee Report No. PDS19-053 Subject: Approval of Capital Project No. 81016 – Aurora Promenade Streetscape Design & Implementation Prepared by: Anthony Ierullo, Manager, Policy Planning and Economic Development Department: Planning and Development Services Date: October 1, 2019 Recommendations 1. That Report No. PDS19-053 be received; and, 2. That this report satisfies Council’s conditional budget approval for Capital Project No.81016 – Aurora Promenade Streetscape Design & Implementation in the amount of $470,000. Executive Summary This report has been prepared in response to Council’s conditional approval to proceed with Capital Project No. 81016 to initiate streetscape improvements within the historic downtown of the Aurora Promenade. Staff are recommending that Council approve $470,000 in funding to procure the streetscape elements and fund the first year operation of the project. • Proposed Capital Project has been revised to include only removable streetscape improvements • Proposed Capital Project will result in a $55,000 ongoing operating pressure • Project to be completed for 2020 Summer Season Background The Aurora Promenade Streetscape Design & Implementation Plan was presented to Council at the Public Planning Meeting held on January 23, 2013, where Council resolved the following: THAT report PL13-003 regarding the Aurora Promenade Streetscape Design and Implementation Plan be received; and General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 1 of 9 October 1, 2019 Page 2 of 7 Report No. PDS19-053 THAT staff report back with a multi-year capital project for some of the priority projects that staff will further refine and bring forward to Council for further discussion. Following the January 2013 Public Planning meeting, staff evaluated implementation options and phasing with an emphasis on maximizing the potential impact of improvements and minimizing costs and disruptions. Based on this evaluation, the following priority recommendations (as articulated in the Plan) were identified for implementation: • Update all concrete sidewalks with patterned concrete pavers that extend from the curb zone to building face. • Implement year-round hanging baskets on all pedestrian light poles for year- round landscaping. • Install long narrow planters for year-round landscaping where sidewalk widths cannot accommodate street trees (6 metre spacing). • Plant street trees with 6 metre spacing (maximum) where there is adequate setback for the pedestrian zone to borrow sidewalk width from frontage zone. Trees should be planted with heritage style tree grate and tree guard. • Install heritage style furniture throughout the street based on the furniture rhythm recommendations. • Develop historic downtown promotional banners for area, events and seasons. • Relocate traffic signs from rebar poles onto street poles where possible. • Mid-block connections should be landscaped and similar to existing mid-block connection at public library. In February 2014, staff prepared a report recommending that the Town focus the planned improvements within the “Main Streets” area as identified on Figure 1. This approach ensured that a critical mass of improvements could be completed within a relatively short timeframe in a focused geographic area. On February 4, 2014, Council approved the following recommendations in response to staff’s recommendations: That Council receive Report No. PL14-010 for information; THAT the proposed Multi-year Capital Plan for the Aurora Promenade Streetscape Design & Implementation Plan be incorporated into Town’s 10 Year Capital Plan for Council consideration; and, General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 2 of 9 October 1, 2019 Page 3 of 7 Report No. PDS19-053 That Council endorse the attached Aurora Promenade Streetscape Design & Implementation Plan. Staff have included the proposed streetscape improvements in the 2019 budget as previously directed by Council. Council conditionally approved Capital Project # 81016 subject to additional information, which has been provided herein. Analysis Proposed Capital Project has been revised to include only removable streetscape improvements Although the buildout of the Aurora Promenade is anticipated to occur over a long term time horizon, there is potential for redevelopment in the Main Streets area, as illustrated in Figure 1, based on the recent consolidation of properties on Yonge Street. As a result, staff are recommending that the proposed improvements initially focus on the removable streetscape components that can be relocated in the event that construction occurs. These components include container landscaping, new street furniture and promotional banners that will improve the streetscape without investing significantly in permanent hard infrastructure. As outlined in the Aurora Promenade Streetscape Plan, the majority of the proposed streetscape improvements will occur on Yonge Street and Wellington Street. These activities also align with the initiatives planned by the Aurora Downtown BIA. Staff will be refining the streetscape design to ensure that snow removal services are not impacted during the winter months, on street parking remains accessible and variations in the right of way are properly considered. In areas with wider right of ways, it may be possible to further enhance the streetscape with additional plantings and street furniture. This design will be developed in consultation with the newly formed Downtown Aurora BIA. At the time of approval in 2014, the consultant provided cost estimates associated with the proposed improvements. This budget included street tree plantings, which have been removed from this phase of improvements due to concerns related to the current boulevard’s ability to accommodate the proposed trees. Staff are also requesting that the existing winter season light post decorations be replaced to better align with the proposed streetscape improvements at a cost of $50,000. Since these estimates were completed in 2014, staff have requested that the consultant provide updated costs, which suggest the potential for a $315,000 reduction in the capital budget. The capital costs associated with the project are summarized in Table 1 below: General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 3 of 9 October 1, 2019 Page 4 of 7 Report No. PDS19-053 Table 1: Summary of Proposed 2020 Streetscape Improvements IMPROVEMENTS BUDGETED COSTS (2014) UPDATED COSTS (2019) Implement year-round hanging baskets on all pedestrian light poles for year-round landscaping. $40,000 $50,000 Street Trees $80,000 Removed Install long narrow planters for year-round landscaping where sidewalk widths cannot accommodate street trees (6 metre spacing). $380,000 $95,000 Install heritage style furniture throughout the street based on the furniture rhythm Install heritage style furniture throughout the street based on the furniture rhythm recommendations. $80,000 $145,000 Develop historic downtown promotional banners for area, events and seasons. $150,000 $75,000 Winter Season Decorations (Street Light) Not included $50,000 TOTAL $730,000 $415,000 Proposed Capital Project will result in a $55,000 ongoing operating pressure In addition to the capital costs associated with this project, there will also be an additional ongoing operational pressure associated with managing the new planters, hanging baskets, garbage collection and promotional banners. This is anticipated to cost approximately $55,000 per year, which will need to be considered as part of a future budget process. This includes the cost associated with the hiring of an additional summer student to assist with summer maintenance. The costs for the initial year (2020) of operations have been incorporated in the capital budget, however these operating costs will need to be carried within the Operational Services budget on an ongoing basis, starting in 2021. Project to be completed for 2020 Summer Season In terms of next steps, staff will need to refine the design for the proposed improvements as well as procure the new street furniture elements. Staff will also need to plan for the additional plantings and installations associated with the proposed improvements. This work will need to be coordinated with the downtown Aurora BIA. However, funding for the items that promote the BIA will be captured as part of Capital General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 4 of 9 October 1, 2019 Page 5 of 7 Report No. PDS19-053 Project No. 81016. Staff anticipate that the proposed streetscape improvements will be completed by the summer of 2020 with procurement starting before the end of 2019. Advisory Committee Review Not Applicable Legal Considerations None. Financial Implications If approved, Capital Project No. 81016 Aurora Promenade Streetscape Design & Implementation will be funded from the Capital Budget. The ongoing operating costs will need to be accommodated in future operating budgets. The Total budget for the project is summarized in Table 2 below: Table 2: Summary of Total Project Costs (Year 1 - 2020) Project Component Costs Capital Requirements $415,000 Operating Requirements $55,000 Total $470,000 Communications Considerations Streetscape improvements will be communicated to the public via Town website, social media and Council Highlights. In addition, Communications will work closely with internal departments and the BIA to ensure any potential impacts to the public and businesses are communicated in a timely manner. Link to Strategic Plan The Aurora Promenade Streetscape Design & Implementation Plan was prepared with the specific goal of accommodating redevelopment and integrating it with the existing historic character of Downtown Aurora. Therefore, implementing the streetscape plan supports the Strategic Plan goals of: Supporting an exceptional quality of life for all and enabling a diverse, creative and resilient economy. The relevant supporting objectives include: Strengthening the fabric of our community and promoting General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 5 of 9 October 1, 2019 Page 6 of 7 Report No. PDS19-053 economic opportunities that facilitate the growth of Aurora as a desirable place to do business. Furthermore, the key action item of the Strategic Plan to actively promote and support a plan to revitalize the downtown is realized through the preparation and implementation of The Aurora Promenade Streetscape Design & Implementation Plan. Alternative to the Recommendation 1. That the conditional budget approval for Capital Budget 81016 not be lifted. Conclusions The Aurora Promenade Streetscape Design & Implementation Plan was approved by Council on February 14, 2014. It is recommended that the Town focus the planned improvements in the “Main Streets” area as identified on Figure 1. This approach will ensure that a critical mass of improvements is completed within a relatively short timeframe in a focused geographic area. Staff have adjusted the scope of work and requested updated cost estimates, which suggest a $315,000 reduction in the project costs. Staff are recommending that Council approve $470,000 in funding to procure the streetscape elements and fund the first year operation of the project. Attachments Attachment 1 - Capital Project No. 81016 – Aurora Promenade Streetscape Design & Implementation Budget Sheet Attachment 2 – Figure 1 – “Main Streets” Area Previous Reports Public Planning Report No. PL13-003, dated January 23, 2013 General Committee Report No. PL13-030, dated June 4, 2013 General Committee Report No. PL14-010, dated February 4, 2014. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 6 of 9 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 7 of 9 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 8 of 9 Attachment 1 Metcalfe StreetMetcalfe StreetVictoria StreetVictoria StreetTyler StreetTyler Street Machell AvenueMachell AvenueCentre StreetCentre Street Spruce StreetSpruce StreetMosley StreetMosley Street Church StreetChurch Street Irwin AvenueIrwin Avenue Catherine Av e n u e Catherine Av e n u e Mill StreetMill StreetTemperance StreetTemperance StreetAAllee xx GGaa rrdd nn eerrCCiirrcclleeYONGE STREETYONGE STREETWELLINGTON STREET WESTWELLINGTON STREET WEST WELLINGTON STREET EASTWELLINGTON STREET EAST LOCATION MAP Map created by the Town of Aurora Planning & Development Services Department, May 22, 2019. Base data provided by York Region and Aurora - GIS. Air Photos taken Spring 2018, © First Base Solutions Inc., 2018 Orthophotography. 050100 Metres MAIN STREETS AREA FIGURE 1 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive Wellington St W 404 404Leslie StYonge StBathurst StBayview AveBloomington Rd Main Streets Area General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 9 of 9 Town of Aurora General Committee Report No. PDS19-084 Subject: Proposed Amendments to the Town’s Parking By-law for Industry Street and Catherine Avenue Prepared by: Michael Bat, Traffic/Transportation Analyst Department: Planning and Development Services Date: October 1, 2019 Recommendations 1. That Report No. PDS19-084 be received; 2. That a by-law to amend Parking By-law No. 4574-04.T be enacted to: a) Prohibit parking at any time on the west side of Industry Street from Mary Street to the south limit of Industry Street; and, b) Prohibit parking at any time on the north side of Catherine Avenue from Spruce Street to Walton Drive. Executive Summary In response to complaints, Town staff investigated Industry Street and Catherine Avenue with regards to potential conflicts, safety concerns and determining whether winter maintenance would be interfered resulting from the existing on-street parking conditions. • On-street parking is currently permitted on both sides of Industry Street which reduces the effective pavement width required to accommodate two-way traffic flows. Therefore, it is recommended to restrict parking on the west side of Industry Street in order to ensure unaffected two-way traffic flows and emergency vehicle accessibility considering existing road characteristics; and, • On-street parking is currently permitted on both sides of Catherine Avenue which reduces the effective pavement width required to accommodate two-way traffic flows and winter maintenance operations. Therefore, it is recommended that parking be restricted on the north side of Catherine Avenue in order to ensure unaffected two-way traffic flows, emergency vehicle accessibility and winter maintenance operations considering existing road characteristics. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R7 Page 1 of 7 October 1, 2019 Page 2 of 6 Report No. PDS19-084 Background Under the existing parking allowance conditions, vehicles are permitted to park on both sides of Industry Street and Catherine Avenue. As a result, the following concerns were raised: • Industry Street (from Mary Street to the south limit of Industry Street): Staff received a complaint regarding vehicles parked along both sides of the street (generally attributed to the Aurora GO Station commuters). As a result, two-way traffic flows and emergency vehicle accessibility are being affected and the existing driveway is obstructed. Temporary no parking signs were placed on Industry Street as an immediate and interim measure; and, • Catherine Avenue (from Spruce Street to Walton Drive): Staff received a request from Operations Services Department related to vehicles parked along both sides of Catherine Avenue. As a result, two-way traffic flows and emergency vehicle accessibility are being affected and winter maintenance operations are being interfered. In response, Town staff investigated Industry Street and Catherine Avenue with regards to potential conflicts, safety concerns and determining whether winter maintenance would be interfered resulting from the existing on-street parking conditions. The subject locations are illustrated in Figure 1. Analysis Existing road conditions of Industry Street and Catherine Avenue Industry Street: is a two-lane local road with single lane per travel direction. It has a rural cross-section with unpaved shoulders on both sides of the road. The existing pavement is measured 7.0 metres wide with a 26.0 metre ROW width. In accordance to the Town Parking By-law No. 4574-04.T the posted speed limit is 40 km/h. Catherine Avenue: is a two-lane local road with single lane per travel direction. It has an urban cross-section with curbs and sidewalks on both sides of the road. The existing pavement is measured 6.5 metres wide with a 20.0 metre ROW width. In accordance to the Town Parking By- law No. 4574-04.T the posted speed limit is 40 km/h. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R7 Page 2 of 7 October 1, 2019 Page 3 of 6 Report No. PDS19-084 Pre-policy road conditions grandfathered unless issues identified The Town’s parking policy is applicable to any new roads that were in the approval process at the time or after the policy adoption. Retroactive application is only considered when an issue is identified or raised by the community as is permitted by the policy. The received requests are sufficient to respond to the proposed amendments and is in alignment with the policy. On-street parking is currently permitted on both sides of Industry Street which reduces the effective pavement width required to accommodate two-way traffic flow s Analysis was undertaken by Town staff to review the potential impact on two-way traffic flows resulting from parked vehicle(s) along both sides of Industry Street. The existing pavement width on Industry Street is measured at 7.0 metres wide. A standard passenger vehicle has an assumed width of 2.0 metres as per the ‘Geometric Design Guide for Canadian Roads’ published by the Transportation Association of Canada. Table 1 summarizes the impact of two-way traffic operations under existing and recommended parking allowance conditions. Table 1: Industry Street Two-Way Traffic Flow Review On-Street Parking Allowance Pavement Width Two-Way Traffic Available Effective Preferred Yes / No Single Side (Recommenced) 7.0 metres Approx. 5.0 metres Approx. 6.0 metres Yes (generally unaffected) Both Sides (Existing) Approx. 3.0 metres No Under both parking allowance conditions (single or both sides), unimpeded two-way traffic flows cannot be achieved based on the current 7.0 metres pavement width. However, due to the anticipated low vehicular speed and volumes along this section of Industry Street, the recommended single side parking allowance condition is generally supportable even though the preferred pavement width is approximately 6.0 metres. Given the above, it is recommended to restrict parking on the west side of Industry Street in order to ensure unaffected two-way traffic flows and emergency vehicle accessibility considering existing road characteristics. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R7 Page 3 of 7 October 1, 2019 Page 4 of 6 Report No. PDS19-084 As a result of the recommended parking restrictions, an estimated eight existing on- street parking spaces are proposed to be eliminated. On-street parking is currently permitted on both sides of Catherine Avenue which reduces the effective pavement width required to accommodate two-way traffic flow s and winter maintenance operations Analysis was undertaken by Town staff to review the potential impact on two-way traffic flows and winter maintenance operations resulting from parked vehicle(s) along both sides of Catherine Avenue. As noted previously, a standard passenger vehicle has an assumed width of 2.0 metres and as advised by the Town’s Operation Services a snow plow is 4.0 m wide plus a minimum safe clearance distance of 1.0 from obstructions (i.e. parked vehicles). Table 2 and Table 3 summarizes the impact of two-way traffic operations and snow plow accessibility under existing and recommended parking allowance conditions. Table 2: Catherine Avenue Two-Way Traffic Flow Review On-Street Parking Allowance Pavement Width Two-Way Traffic Available Effective Preferred Yes / No Single Side (Recommended) 6.5 metres Approx. 4.5 metres Approx. 6.0 metres Yes (generally unaffected) Both Sides (Existing) Approx. 2.5 metres No Table 3: Catherine Avenue Snow Plow Accessibility Review On-Street Parking Allowance Pavement Width Snow Plow Passing Through Available Effective Preferred Yes / No Single Side (Recommended) 6.5 metres Approx. 4.5 metres Approx. 5.0 metres Yes (generally unaffected) Both Sides (Existing) Approx. 2.5 metres No Under both parking allowance conditions (single or both sides), unimpeded two-way traffic flows cannot be achieved based on the current 6.5 metres pavement width. However, due to the anticipated low vehicular speed and volumes along this section of Catherine Avenue, the recommended single side parking allowance condition is generally supportable even though the preferred pavement width is approximately 6.0 metres. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R7 Page 4 of 7 October 1, 2019 Page 5 of 6 Report No. PDS19-084 Given the above, it is recommended that parking be restricted on the north side of Catherine Avenue in order to ensure unaffected two-way traffic flows, emergency vehicle accessibility and winter maintenance operations considering existing road characteristics. As a result of the recommended parking restrictions, an estimated eighteen existing on- street parking spaces are proposed to be eliminated. Advisory Committee Review Not applicable. Legal Considerations None. Financial Implications The estimated cost for the installation of “No Parking” signs is $1,200.00 and the necessary funds are available from the Town’s Operations Services Department Operating Budget. Communications Considerations The affected residents/businesses will be notified of the new on-street parking restrictions being proposed on Industry Street and Catherine Avenue. 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 not amend the Town’s Parking By-law for Industry Street and Catherine Avenue. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R7 Page 5 of 7 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R7 Page 6 of 7 SUBJECT LOCATIONS MAPINDUSTRY STREET AND CATHERINE AVENUE Map created by the Town of Aurora Planning and Development Services Department, September 5th, 2019. Base data provided by York Region and Aurora - GIS. This is not a legal survey. PDS19-084Industry StMary StIndustrial Pkwy SSheppards BushConservation Area Mary St Industrial Pkwy SIndustry StCentre St Mosley StYONGE STREETMosley St Centre St Maple St WELLINGTON STREET EAST Walton DrWells StSpruce StVictoria StLarmont StFleury StCatherine Ave Cedar CresWellsSt NAlex Gardner CircleCatherine Ave 0 50 100 Metres050100Metres FIGURE #1 Subject Lands Subject Lands General Committee Meeting Agenda Tuesday, October 1, 2019Item R7 Page 7 of 7 Town of Aurora General Committee Report No. PDS19-090 Subject: The State of Maturity Report Prepared by: Anca Mihail, Manager of Engineering and Capital Delivery Department: Planning and Development Services Date: October 1, 2019 Recommendations 1. That Report No. PDS19-090 be received. Executive Summary The “State of Maturity” Report prepared by Public Sector Digest (PSD) is presented for information. Background Over the course of 2018, in an effort to advance Aurora’s asset management plan, PSD was engaged to undertake an assessment of the Town’s asset management program to identify gaps and improve performance. The assessment focused on the following key competencies: 1. Organizational Cognisance 2. Organizational Capacity 3. Infrastructure Data and Information 4. Levels of Service Framework 5. Asset Management Strategies • Condition Assessment Protocols • Risk and Criticality Models • Lifecycle Management 6. Financial Strategies This assessment was intended to be an information document that offered a snap shot in time of the Town’s progress to date, which could inform staff on their next steps in the Town’s asset management journey. The completed state of maturity report was included as part of the 2019 capital budget binder that was provided to the Budget General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 1 of 29 October 1, 2019 Page 2 of 4 Report No. PDS19-090 Committee. Council at its meeting of July 23, 2019 approved a motion to place the “State of Maturity” Report on a future General Committee Agenda for discussion. Analysis Overall, in its state of asset management maturity report, PSD found that the Town of Aurora was ahead of or on par with its peers (national average) in the majority of instances, suggesting that it had already made considerable progress in its asset management best practices at the time of the review. The consultant also identified some areas for improvement for the Town in this report. Staff are actively updating their asset management best practices in an effort to address these identified gaps. The intent is to fully address all identified gaps over time as funding and capacity allows. In addition, the report included some key strategic recommendations that were developed based on PSD’s understanding of the Town’s current state of its asset management planning framework, organizational capacity and financial health. Staff have and will strive to address these noted recommendations in future iterations of the Town’s asset management plan. Staff will present a follow-up report to a future Council meeting. Advisory Committee Review Not applicable. Legal Considerations None. Financial Implications None. Communications Considerations Not Applicable. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 2 of 29 October 1, 2019 Page 3 of 4 Report No. PDS19-090 Link to Strategic Plan This report supports the Strategic Plan goal of Supporting an Exceptional Quality of Life for All through its accomplishment in satisfying requirements in the following key objective within this goal statement: Invest in sustainable infrastructure: Maintain and expand infrastructure to support forecasted population growth through technology, waste management, roads, emergency services and accessibility. Alternative to the Recommendation None. Conclusions The State of Maturity Report of December 2018 provides valuable information regarding the Town’s asset management program. It is being presented to Council for information at this time. A follow-up report will be presented to a future Council meeting. Attachments Attachment #1: The State of Maturity Report. Previous Reports None. Pre-submission Review C.A.O. and the Director of PDS review on September 23, 2019 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 3 of 29 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 4 of 29 State of Maturity Report Report by: Mai Abdou December 12th, 2018 ATTACHMENT 1 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 5 of 29 State of Maturity Report Page |1© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Table of Contents Introduction ............................................................................................................... 2 Background and Objective................................................................................................2 Methodology ...................................................................................................................3 Asset Management Self-Assessment Tool.......................................................................3 Stakeholder Interviews .................................................................................................3 Scope .............................................................................................................................4 Community Profile...................................................................................................... 4 Current State of Maturity ........................................................................................... 5 Current State of Practice............................................................................................ 6 Organizational Cognisance ...............................................................................................6 Organizational Capacity....................................................................................................7 Infrastructure Data / Information .....................................................................................9 Road Network ............................................................................................................10 Bridges and Culverts...................................................................................................11 Water Network...........................................................................................................12 Sanitary Network........................................................................................................13 Stormwater Network...................................................................................................14 Buildings & Facilities...................................................................................................15 Parks & Recreation.....................................................................................................16 Levels of Service............................................................................................................17 Asset Management Strategies ........................................................................................18 Financial Strategies........................................................................................................19 Recommendations.................................................................................................... 20 Organizational Cognisance .............................................................................................21 Organizational Capacity..................................................................................................21 Infrastructure Data / Information ...................................................................................21 Levels of Service............................................................................................................22 Asset Management Strategies ........................................................................................22 Condition Assessments ...............................................................................................23 Lifecycle Management ................................................................................................23 Risk Management Frameworks....................................................................................23 Asset Management Plan..............................................................................................24 Financial Strategies........................................................................................................24 General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 6 of 29 State of Maturity Report Page |2© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Introduction Background and Objective Asset management is a sophisticated, coordinated, cross-disciplinary effort that considers the performance, risks, and cost associated with infrastructure over its entire lifecycle. In the municipal context, infrastructure typically includes assets that facilitate transportation services (e.g., roads, sidewalks, traffic signals, etc., as well as bridges and culverts); networks for the treatment and distribution of drinking water, and collection and treatment of both wastewater and storm water; buildings (e.g., community and recreation centres, and administrative facilities, etc.); fleet; and parks and recreation infrastructure (e.g., sports fields and playground structures). Each Town is unique and is responsible for different types of infrastructure depending on community needs. Despite these differences, asset management approaches remain similar, with a focus on planning for infrastructure needs; acquiring assets to meet those needs; developing operational, maintenance, and rehabilitation procedures; and scheduling asset disposal or replacement. Adopting an asset management approach assists municipalities in optimizing their decision-making processes to deliver the levels of services desired by their communities while minimizing infrastructure lifecycle costs. The Asset Management Roadmap is a multi-year, collaborative strategy designed by PSD to accelerate and facilitate the development and improvement of municipal asset management programs. Its major components include: 1. State of Maturity Report 2. Corporate Asset Management Policy 3. Condition Assessment Protocols 4. Risk Model Development 5. Lifecycle Activity Model Development 6. Financial Strategies & Budget Scenarios 7. Level of Service Framework Development 8. Robust Strategic Asset Management Plan Improving asset management practices requires a coordinated, step-by-step approach to the individual components of an asset management program. As a first step, it is important to gauge the current state of practice related to asset management in the Town. This allows for a thorough gap analysis to determine where to focus efforts in developing a holistic and robust asset management program. Before moving forward, it is important to assess where you stand first to optimize your efforts. In pursuit of advancing its asset management program, the Town of Aurora has retained PSD to implement elements in Phase I of PSD’s Asset Management Roadmap. This State of Maturity Report satisfies the first stage of the Roadmap; with the AM Policy developed subsequently to satisfy the second stage of Phase I. Although the Condition Assessment Program is not in scope, General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 7 of 29 State of Maturity Report Page |3© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report it would be beneficial for the Town of Aurora to consider implementing it as the last stage in Phase I of the Roadmap. Methodology The State of Maturity Report (SMR) provides an audit of the exi sting asset management capacity at the Town within the following key competencies: 1. Organizational Cognisance 2. Organizational Capacity 3. Infrastructure Data and Information 4. Levels of Service Framework 5. Asset Management Strategies a. Condition Assessment Protocols b. Risk and Criticality Models c. Lifecycle Management 6. Financial Strategies The SMR outlines strategic recommendations to improve performance within the key competencies and achieve a higher level of overall maturity. It will also direct the design, development and implementation of additional components of PSD’s Asset Management Roadmap, allowing PSD to identify key areas of focus. To facilitate the current state of asset management maturity report, PSD Staff applied two methodologies: Asset Management Self-Assessment Tool The Asset Management Self-Assessment Tool (AMSAT), delivered in a survey format, consists of a series of questions designed to determine an organization’s alignment with asset management best practice and international standards. Municipal Staff from various service areas within The Town of Aurora, including Finance, Engineering Services, Operations, and Parks and Facilities, completed this survey. The results are compiled within the body of this report. Stakeholder Interviews In addition to the AMSAT, additional information was gathered through a series of in-depth interviews with Town Staff who are either directly involved in, or support the delivery of, service through an asset class. These discussions are used to clarify the features of the organization’s asset management program, along with who is responsible for managing and delivering the activities that comprise the asset management process. The following Staff from the Town of Aurora participated: x Michael Spatafora –Manager of Facilities & Property x Anca Mihail –Manager of Engineering & Capital Delivery x Greg McClenny –Facilities Supervisor x Sara Tienkamp – Manager of Parks & Fleet General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 8 of 29 State of Maturity Report Page |4© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report x Steve Filippelli – Supervisor of Parks & Fleet x Dan Naccarato –Supervisorof Roads x Karen Oreto – Financial Planning – Capital Projects & AMP x Laura Sheardown – Financial Planning – Cash Flow & Investments x Daniel Elliott –Director of Financial Services x Lindsay Hayworth – Supervisor of Water and Wastewater x Jennifer Schoutsen – GIS Infrastructure Analyst x Cory Fagan – Infrastructure Technologist x James Jurrius – AM Technologist x Jason Gaertner – Manager of Financial Planning Scope The scope of this State of Maturity Report includes all departments involved with the management or financing of the following asset infrastructure categories: x Road network x Bridges and Culverts x Water Network x Sanitary Network x Stormwater Network x Buildings and Facilities x Parks and Recreation Community Profile Name:Town of Aurora Population (2016): 55,445 Growth Rate (2011-2016): 4.2% Area: 49.9 km2 Private Dwellings Occupied by Usual Residents (2016): 18,851 Median Total Income of Households (2015): $106,708 Key Industries: Business services, Manufacturing, Medical/Health The Town of Aurora is located in the Greater Toronto Area (GTA) within the York Region; It was originally incorporated as a village in 1863, but with the advancement of rail and agricultural prosperity, became a town and annexed portions of King and Whitchurch Townships in 1970. The Town of Aurora is a growing community of almost 56,000 residents and offers many local General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 9 of 29 State of Maturity Report Page |5© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report amenities and economic growth opportunities. The Town hosts exciting events such as the Aurora Art Show, the World’s Longest Street Festival, and RibFest. Over the next 20 years, the Town of Aurora is anticipated to add 15,000 people and 12,000 jobs to the community. Current State of Maturity In the following table, we summarize The Town of Aurora’s proficiency in the six key components of asset management and provide a comparison to the national av erage of all municipalities that have been surveyed: As discussed in greater detail in the sections below, the Town demonstrated proficiency similar to the national average in three of the six key competency areas including organizational cognisance, organizational capacity, and financial strategies. The national average for levels of service and asset management strategies is at a basic proficiency level, which reflects the challenges and opportunities most municipalities face in developing service- and performance- driven, sustainable, asset management programs. The Town demonstrated lower than average proficiency in the area of infrastructure data and information practices, primarily because of the accuracy of current asset valuation and the state of formal infrastructure condition assessment programs. In contrast, the Town displayed higher than average proficiency where levels of service and asset management strategies are concerned. The analysis and strategic recommendations developed through this SMR are designed to identify and prioritize areas of improvement to assist the Town in achieving a higher level of overall maturity in future. Asset Management Component Proficiency Level National Average Organizational Cognisance Intermediate Intermediate Organizational Capacity Intermediate Intermediate Infrastructure Data/Information Basic Intermediate Levels of Service Intermediate Basic Asset Management Strategies Intermediate Basic Financial Strategies Intermediate Intermediate General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 10 of 29 State of Maturity Report Page |6© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Current State of Practice Organizational Cognisance Organizational cognisance, within this report, relates to the degree to which asset management is both understood and prioritised by senior management and Council. Effective asset management requires strong leadership and a culture of good asset stewardship throughout an organization. Securing organizational buy-in to the principles and objectives of asset management is foundational to the creation and implementation of a sustainable asset management program. Without buy-in, an asset management program is unlikely to produce desired outcomes and organizational benefits will be limited. After completion of the AMSAT and subsequent Staff interviews, organizational cognisance for senior management and elected officials was identified at an intermediate level overall. This suggests that there is a fairly high degree of familiarity with and buy-in related to asset management principles and practices within the Town of Aurora, aligning with the proficiency of most municipalities. Consideration of the individual components of organizational cognisance, however, reveals that senior management and Council likely demonstrate different levels of maturity in some areas. In terms of asset management knowledge and understanding, the Town’s senior management demonstrated an intermediate level of organizational cognisance. Among the Staff participating in the discussion, the knowledge base is broad and encompasses a range of infrastructure types including roads and associated transportation assets, storm network assets, and non-linear assets (diverse facilities, land, and parks assets). The group has a strong grasp of foundational asset management concepts and best practices including condition assessment, lifecycle activities for different infrastructure types, and the importanc e of long-range planning, although there is limited experience in implementing some of these practices. The group of Staff also Asset Management Component Proficiency Level National Average Leadership Team – Understanding of Asset Management Intermediate Intermediate Council – Understanding of Asset Management Basic Intermediate Leadership Team – Prioritization of Asset Management Intermediate Intermediate Council – Prioritization of Asset Management Intermediate Intermediate General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 11 of 29 State of Maturity Report Page |7© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report believes that prioritization of asset management approaches is important for the long-term economic and environmental sustainability of the community and is looking for ways to advance knowledge of and support for a comprehensive program among Staff, Council, and the public. This commitment to adopting and advancing asset management practices within the Town places senior management at an intermediate level of proficiency in this area, as well. Elected officials are thought to demonstrate a basic level of asset management understanding, and an intermediate level where prioritization of asset management practices is concerned. Council members are typically less familiar with asset management than are Staff members, as the former are not responsible for directly administering and overseeing activities such as operation and maintenance of infrastructure, completing condition assessments, or considering the risk associated with specific assets. The existence of this kind of knowledge gap can make it more challenging for senior management and Council to communicate effectively. Council has, however, previously approved several major documents and plans that focus on sustainable use of financial and natural resources, such as the Strategic Plan (2011-2031), and an Asset Management & Investment Plan (2017). The Strategic Plan identifies several focus areas and strategic actions as a priority for the community over the upcoming years, and many of these align with and would be supported by implementing a holistic asset management program. This alignment represents an opportunity for Staff and Council members to discuss asset management initiatives, and work together to make asset management a community priority. While the Town displays a strong culture of good infrastructure stewardship, it is important that municipal Staff continue to work internally, and with elected officials, to expand their knowledge of and commitment to the principles and practices of asset management. Developing a communication plan and ongoing knowledge-sharing program is one way to advance organizational cognisance among both senior management and Council. Organizational Capacity Organizational capacity refers to the ability of an organization to develop and execute upon the key components of an asset management program. High organizational capacity to undertake asset management includes adequate human resources and Staff knowledge, and a cross- functional team working together towards a mutual goal. A cross-functional team is vital to a sustainable asset management program, as it promotes multi-directional communication Asset Management Component Proficiency Level National Average Human Resources for Asset Management Intermediate Intermediate Staff Knowledge for Asset Management Intermediate Intermediate Cross-functional Team for Asset Management Intermediate Intermediate General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 12 of 29 State of Maturity Report Page |8© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report between service areas, allowing them to develop robust recommendations that assist Council in making strategic, well-prioritized infrastructure decisions. Following the AMSAT and Staff interviews, it was determined that the Town’s overall capacity to develop its asset management program is currently at an intermediate level. There is a high level of engagement among the senior management team in development of the Town’s asset management program, but a sense that asset management-specific knowledge could be expanded across the organization. Staff specialize in a broad range of municipal services dealing directly with infrastructure, including roads/public works, parks and recreation, and planning and development. In addition, Staff in other services areas such as treasury and finance, information technology, and human resources provide vital expertise and support necessary to resource and implement a comprehensive asset management program. The development of an asset management program requires not only knowledge of individual service areas and infrastructure types, but an in-depth understanding of how best practices can be implemented in a holistic way across all levels of an organi zation. Current Staff do not always have the time to cultivate this kind of specialized knowledge and experience as they must continually balance their daily responsibilities with the additional demands of asset management. It is important that Staff be supported in advancing their knowledge through training and education on asset management best practices. This could include participation in conferences, workshops and webinars provided by leaders and educators in the asset management industry, as time and available funding allow. It could also involve collaborative knowledge-sharing with nearby municipalities that face similar challenges to those the Town of Aurora faces, working together to brainstorm local solutions for local problems. Developing adequate Staff knowledge and expanding on existing capabilities by equipping Staff with current information, will help ensure that Staff are able to promote continuous improvement and development of the Town’s asset management program within their own departments, across the organization, and to Council and the public. Though asset management should be the responsibility of all Staff at the Town, it is challenging for current Staff to develop or advance a robust asset management program while simultaneously balancing other daily activities for which they are explicitly responsible. Staff are engaged and passionate about implementing more effective ways to manage the Town’s infrastructure but indicate that it is difficult to prioritize strategic work on this front. Participants in the AMSAT discussion indicated that there is sufficient asset management work to justify dedicating, at minimum, a half-time position. As Staff and Council take strides to implementing the Strategic Plan and reviewing progress, it would be beneficial to continue discussions about Staffing levels and the scope and expectations of delivering the Town’s asset management program. Consideration of funding for an asset management position should be based on how dedicating resources in this way can help the community better achieve its short- and long-term goals. It may also involve discussion about how different municipal services and infrastructure program needs can be prioritized to optimize Staff time and work outcomes. Senior Staff, including those who participated in the AMSAT discussion, meet both formally and General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 13 of 29 State of Maturity Report Page |9© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report informally to share information and make planning decisions related to project and budget prioritization. Infrastructure Data / Information Having comprehensive and reliable data is a critical component of a strong and sustainable asset management program. Accordingly, data collection and management processes and procedures should be implemented to ensure that data is accurate and accessible for planning, structuring and improving asset management practices. Heavily dependent on the accessibility and quality of infrastructure data are asset management plans, that document the current state of infrastructure and outline anticipated future needs and the lifecycle activities and financial strategies required to achieve sustainability. Currently, the Town houses its inventory data for reporting purposes on the CityWide AM platform. Municipal Staff indicate that the CityWide inventory is fairly comprehensive and accurate for all infrastructure assets and are currently in the process of verifying and reconciling the information that they collect and track within their databases. The Town utilizes a few databases such as CityWide, Maximo, ArcGIS, and excel spreadsheets to collect and track various assets. It would be beneficial to consolidate all these different bases into one. PSD-recommended attribute data for all asset classes includes fields such as historical cost, current replacement cost, in-service date, and estimated useful life. As housed in CityWide, these fields are comprehensively populated. Other fields, such as those related to location, quantity, and unit of measure, and assessed condition, are less well populated and there are some inconsistencies in available data. In order to move forward, validation of attribute data will be a critical early step in developing a robust and manageable asset management system to maximize analytical capabilities. The state of the Town’s data for each asset class included within the scope of this report is as follows: Asset Management Component Proficiency Level National Average Inventory Intermediate Advanced Accounting Compliance Intermediate Intermediate Development of Current Valuation Basic Intermediate Development of Condition Assessment Programs Basic Basic General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 14 of 29 State of Maturity Report Page |10© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Road Network The Town’s road network inventory is stored on PSD’s CityWide AM data platform with 202 kilometres of roadway broken into arterial, local, and collector depending on the design class. The data related to these assets is believed to be accurate, but not comprehensive. Most of the key attributes for the road segments are comprehensively populated, including category, in- service date, estimated useful life, and current replacement costs. However, a more accurate inventory of the roads network is stored in the ArcGIS database that Staff are actively trying to align with the CityWide AM database. On an annual basis, Staff update the ArcGIS database with any new additions, expansions, or rehabilitations and then update the CityWide inventory accordingly. An asset reporting policy is currently being developed to address this workflow process. There are 198 kilometres of sidewalk that are broken into individual assets within CityWide AM. The Town of Aurora has 4,796 streetlights that are tracked on a separate GIS layer along with other appurtenances such as guiderails, curb and gutter, and signage. Alongside the ArcGIS database, Staff also use a PMS database to track their quality scoring and condition assessment information for their road assets as well as Maximo to track their work order process. All these databases can and do speak to each other at a high-level, but more manual labour is required to clean up and pair them more accurately with the right IDs; part of the challenge is the different ways the road network is broken up in each database. The data in the PMS system is set up as polygons whereas the ArcGIS database has both linear and polygon road data. Having a more standard segmentation for the roads will help bridge these gaps and standardize the format that all the various databases use. There are some condition assessment programs, though mostly informal, that are tracked through the PMS system and Maximo. For the road network, an external contractor is hired to conduct condition assessments every 3-5 years and provides an overall Pavement Quality Index (PQI) for each road. The 10-year capital plan is updated according to the results of the assessment and projects are planned out accordingly. The Town also manages a 20-year capital plan and 50-year road reconstruction/rehabilitation plan but note that it is much less reliable. Sidewalks are inspected annually, in compliance with the Minimum Maintenance Standards (MMS), by an external contractor. Signage, curb and gutter, and street light repairs are also tracked and completed on an annual basis to comply with MMS; however, Staff have noted their interest in having a more formal process in place to keep track of all sign replacements and any repairs that are typically left in paper form and not updated on any of the databases. There are some risk management and project prioritization processes in place, though they are largely informal. Engineering Services staff rely on the condition rating from their inspection program and PMS system as well as Operations Staff expertise to recognize critical condition issues. Depending on the recommendations, projects are prioritized based on funding availability, feasibility, and risk ranking. Staff follow a specific service standard for their road rehabilitation based on the PQI value the roads receive. The PMS system also factors in degradation curves and the historical result of such lifecycle activities on those roads. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 15 of 29 State of Maturity Report Page |11© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Staff also try to optimize the cost of projects by collaborating with underground infrastructure assets and other Right of Way assets. Most sidewalk projects, however, are triggered by the age-based deterioration of the assets and their need of replace ment. A more formal risk program needs to be incorporated for these assets. Staff are currently in the process of developing a formal risk program of this nature for the noted asset category. The Town of Aurora Staff track some levels of service metrics for the road network such as PQI f or roads and rideability comfort. Some vehicular accidents are also tracked and can influence design speed changes. The development and implementation of a Transportation Master Plan in 2016 has also allowed Staff to look at their current and target levels of service in relation to their road network and the expectations of Public and Council. In future, developing a robust levels of service framework will help Staff optimize investment through informed decision-making processes. This kind of framework should be based on community and technical metrics outlined in the O. Reg. 588/17. Bridges and Culverts The Town of Aurora owns and maintains 2 bridges and 788 culverts, but only 35 of these culverts require Ontario Structure Inspection Manual (OSIM) inspections on a biennial basis. Infrastructure data for both bridges and culverts are captured within ArcGIS and CityWide AM with most key attribute data such as historical cost, in-service date, estimated useful life, and location present. As with some other types of municipal infrastructure, bridges are composed of multiple components or elements that may have widely different life spans or expected useful lives (EUL). Individual bridge components also often have substantially different operational, maintenance, and replacement requirements; as a result, it would be beneficial to identify these different components as separate assets for management and investment planning purposes. Currently, Staff rely solely on the recommendations from the OSIM reports to prioritize projects and budget for them accordingly. There is no formal risk model in place to identify which bridge s represent the Town’s most critical needs. However, the OSIM reports provide some context that experienced Staff consider when managing their assets, and Staff also consider pairing culvert work with other road network work to optimize the cost of the overall project. This attempt at aligning with road work shifts the priority of certain culverts and helps Staff focus on the right assets to replace and rehabilitate. Smaller culverts such as driveway or entrance culverts are regularly inspected by internal Staff and are prioritized on a project-by-project basis or as a result of complaints. There is currently no level of service framework in place for t he Town’s bridge and culvert assets. Most service levels are based on any health and safety dangers or compliance issues that come about from the experienced Staff and OSIM; some complaints are tracked through a Microsoft Dynamics customer service software, but that information is not reported on and does not feed into the work order system that the Town utilizes. As mandated by the O.Reg. 588/17, tracking any loading or dimensional restrictions as well as the average bridge condition index (BCI) on the Town’s bridges and structural culverts will enable the Town to maintain a reliable level of service that the Public and Council find acceptable. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 16 of 29 State of Maturity Report Page |12© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Water Network The Town’s water network consists of approximately 220 kilometers of water main, in addition to 1475 hydrants, 2586 valves, 1 booster structure with 3 pumps, and 81 commercial or residential meters. There is also a water booster station and an underground enclosure that houses valves. CityWide AM contains a rudimentary inventory of these assets that is fairly complete according to Staff. However, some water structures appear to be pooled, such as meters and valves, and would benefit from being separated for better management of these assets. The complete inventory is also linked to the GIS system and includes spatial and attribute data. The Town does not own or maintain the water treatment plant; that is managed by the overseeing municipality, City of Toronto that is in charge of it. For all assets in the water network, recommended CityWide attributes related to condition and lifecycle intervention activities are nearly universally incomplete. Data from direct condition assessments for the linear water network is not available; as do many municipalities, the Town instead relies on age- and material-based predictions of asset condition to estimate infrastructure deterioration rates. There are no formal condition assessments on the water structures, but Staff regularly inspect them on a weekly and monthly maintenance schedule. The Town abides by the Drinking Water Quality Management System (DWQMS) to ensure that they are completing the minimum requirements of inspecting their water network. Nevertheless, populating the CityWide inventory with these inspection results would assist with optimizing operational and maintenance work plans. The Town has a watermain relining program that they have implemented for over 10 years; pipe segments are identified based on their break history, age, and associated road/subsurface potential work. Due to the aggressive soil terrain that the Town of Aurora is on, pipes are typically ductile or cast iron with cathodic protection. Staff note that a soil study would be beneficial to understand the extent of damage that the soil has on the pipes, and to factor in more cathodic protection where necessary. Hydrants are annually flushed and inspected, with valves being exercised alongside the hydrants. The booster station is currently being by-passed and is not in use, however, it is still being routinely checked to ensure its functionality. The Town does not have any formal risk or prioritization frameworks in place. Age, pipe material, break history, and detected leaks are used as proxies to estimate the probability of failure for water mains. Operational Staff also track pressure issues and history of service, valve, and hydrant repairs to approximate the associated risk of failure of these assets. Levels of service are not formally tracked with the purpose of evaluating infrastructure performance. Town Staff do compile information related to watermain breaks and collect data through different databases. Although the Town does not report to initiatives such as the National Water and Wastewater Benchmarking Initiative, Staff submit the data that they track to the Region of York. Staff have identified a need to consolidate all this data, an activity that could be used to develop a formal level of service framework. Furthermore, a hydraulic model has been created of the entire town that will serve to benefit Staff when they are improving General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 17 of 29 State of Maturity Report Page |13© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report their water infrastructure and building lifecycle activities to extend the service life provided to residents. Sanitary Network The Town’s sanitary network consists of approximately 193 kilometers of sanitary mains, 143 kilometres of sanitary laterals and includes 2 equalization tanks, 2,722 manholes, 6 pumping stations/structures, and 6 underground enclosures. As is the case with the water network, these assets are captured in CityWide AM, with spatial and attribute information for sewe rs also contained in georeferenced GIS files. The wastewater treatment plant is owned and maintained by Durham Region. Some work orders are tracked on Maximo, with the maintenance and repair history tracked within the MS Access database. As with the road, bridge and culvert, and water infrastructure datasets, most of the key attributes for linear sanitary infrastructure are well populated. This includes category, in- service date, replacement cost, and estimated useful life. Attributes for sanitary structures are similarly well populated, apart from current replacement values. For all assets in the sanitary network, other recommended attributes related to condition and lifecycle intervention activities are largely unpopulated. The ‘Street From’ and ‘Street To’ fields for assets in the collection system are blank, which makes it difficult to identify specific sewer segments by location from within the CityWide inventory. However, Staff do utilize unique user IDs, known as Import ID in CityWide AM, that correspond to specific segments on the roads network. Direct condition assessments, in the form of CCTV inspections, are available for a limited number of mains and laterals. The Town has implemented a program to slo wly inspect the entire sanitary network within the next few years. Where CCTV has not been completed, the Town relies on age-based predictions of asset condition to estimate sewer deterioration rates. The lift stations and pumping stations are maintained by a contractor on a weekly and monthly basis. There is also a hot-spot sewer flushing program that is performed six ti mes a year to address operational and maintenance issues. There are some risk management processes and levels of service metrics in place, though they are not formally documented. In conjunction with data from CCTV inspections, Staff are working to align subsurface infrastructure needs with road rehabilitation and reconstruction needs. Sewer backups are tracked and shared with the York Region for external benchmarking. Moreover, a hydraulic modelling plan is also planned to factor in several levels of service to ensure that residents are satisfied. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 18 of 29 State of Maturity Report Page |14© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Stormwater Network The stormwater network includes 174 kilometres of storm sewers, 110 kilometres of storm laterals, 2,732 manholes, 4,930 catch basins, 15 storm equalization tanks, 2 underground enclosures, valves, and 188 headwalls. Staff also manage 53 stormwater management ponds. The Town is also responsible for driveway culverts and several ditches as part of their drainage system. Although CityWide has a fairly accurate inventory, the entire inventory is more up-to-date on the GIS database. Staff try to update both systems to ensure that they align with each other. However, when it comes to drainage collectors, there is more work to do to integrate them into the stormwater network and track them accurately on CityWide. The stormwater management pond inventory is not complete because many of the ponds do not have significant infrastructure associated with them, but they are all captured within GIS with their pertinent attribute data such as type, drainage area, dimensions, installation year, and estimated replacement value. The Town is working alongside York Region to develop a better data model to collect better data on their culverts. There are some condition assessment programs, though mostly informal. Storm sewers are CCTV inspected on a project-basis or based on complaints; some of the storm network has undergone CCTV inspections, but Staff have recently commenced a program to CCTV the entire network. The Town’s goal is to undertake CCTV inspections on approximately 10% of its total storm asset inventory per year. Future capital and inspection plan iterations will be revised in response to CCTV data as it becomes available. Similar to CCTV, but substantially less costly, are zoom camera inspections. These inspections involve insertion of a zoom lens camera into maintenance holes to get a high-level scan of sewer interiors, which can help Staff identify severe defects such as sewer collapses and target areas that require additional, more detailed inspection. Zoom technology also allows operators to capture GPS coordinates for maintenance holes and validate sewer locations, information that can be used to develop a complete storm network database for upload into CityWide AM. Stormwater management ponds were inspected in 2007 by an engineering consulting company to look at sediment accumulation and to recommend any lifecycle activities. Staff are currently implementing a storm pond remediation (i.e. dredging of sediment) program on a two-year cycle. Also, staff currently perform a semi-annual assessment of and perform routine maintenance on all storm water management ponds. Storm structures such as manholes and catch basins are visually inspected for deficiencies regularly using a collector application. For the Town’s underground storm water equalization tanks, there is a program in place to identify any deficiencies proactively. A contractor was also hired in 2017 to assess these assets and provide recommendations on lifecycle activities to perform to extend th eir service life. Furthermore, Staff make sure that they are compliant with the Lake Simcoe Protection Plan (LSPP) and fulfill all necessary legislative requirements to maintain their stormwater network. Uploading condition and lifecycle intervention activity data, as it becomes available, will also assist Staff in evaluating the risks, costs, and benefits of different investment alternatives more effectively. No formal risk management or prioritization frameworks have been established to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 19 of 29 State of Maturity Report Page |15© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report guide storm infrastructure investment. Staff have developed an internal methodology to manage and maintain their stormwater assets based on subject matter expert input as there are no legal or regulatory requirements in place currently. As an example, a stormwater lining program was developed that tackled any stormwater pipe in very poor soil as a preventative task. Overall, Staff have a good grasp of their trouble areas and assets in critical health, and Council is typically receptive to Staff’s recommendations. Having a secure reserve fund for the stormwater network , as is present for the other underground infrastructure assets as well, along with a steady stormwater rate has helped alleviate the stress on tax-based funding and allowed Staff to fund more projects and operating and maintenance (O&M) activities. As with other infrastructure categories previously considered, there is no formal process in place to document and report on the service provided by storm assets.However, public input and health and safety measures heavily influence the focus of stormwater service deliverables. A Stormwater Assessment Plan was also developed that analyzed and modelled flooding and provided recommendations based on different scenarios. Additionally, metrics from the O.Reg. 588/17 and National Water and Wastewater Benchmarking Initiative could be adopted, as relevant, to expand such a framework to make it more robust. Buildings & Facilities The Town maintains comprehensive data for its buildings and facilities in CityWide AM such as the community centre, firehall, library, museum, and many more. Key attribute fields such as category, segment, historical cost, in-service date, estimated useful life, and current replacement cost are populated fairly comprehensively. Many buildings are broken down into their proper components and not many are pooled. These buildings were last appraised in 2008 for insurance purposes and a fair market value appraisal is scheduled for 2019 as well; this information can be uploaded into CityWide AM as it becomes available. A facilities condition assessment (FCA) was completed last year and details all the necessary replacements and repairs for the next ten years. Staff have inco rporated these lifecycle activities into the 10-year capital plan and update it regularly if anything changes. However, the condition assessment rating for each building is not uploaded into the CityWide AM inventory and would be beneficial to track there to assist in analysis and planning efforts. Most lifecycle activities are performed based on health and safety inspections, accessibility issues, or public complaints. Town Staff follow an Accessibility for Ontarians with Disabilities Act (AODA) plan that identifies and addresses related issues within the community’s buildings/facilities. Moreover, the Joint Health and Safety Committee (JHSC) completes monthly inspections and provides their information and recommendations to the Facilities supervisor to act upon. These inspections are tracked through the Maximo work order system. There are no formal risk management models or processes in place to help prioritize facilities capital projects, it is mostly managed in alignment with the FCA that was performed recently. However, internal Staff perform visual inspections on a daily, weekly, or monthly schedule to identify any changes or reactive projects that are not factored in the 10-year plan. There is also a dedicated reserve General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 20 of 29 State of Maturity Report Page |16© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report fund available for buildings and facilities that supports the recommendations that Staff need to perform. Levels of service are not formally tracked as part of any comprehensive framework; however, Staff track participation numbers and usage of certain programs that they provide within their facilities. Building a more formal level of service framework will allow Staff to align their project prioritizations to the expectations and needs of the public. Parks & Recreation The Town of Aurora is responsible for many park amenities such as 55 soccer fields, 44 playgrounds, 57 kms of trails, 5 splash pads, and many more. The inventory within CityWide is fairly comprehensive and separated into the individual components for the most part. Some features and assets are also tracked within the GIS system. A comprehensive tree inventory i s also present and is updated on a 5-year cycle by a third-party contractor. Staff utilize Maximo to plan their playground inspections and other preventative maintenance tasks. Most of the key attribute fields, including category, in-service date, and current replacement costs are available, but As with the Town’s facilities assets, the data structure for park assets could be more effectively structured in some instances. Expanding more summarized asset information into its more detailed asset components, where applicable, would enable more efficient analysis and reporting for all parks and recreation infrastructure going forward. It would also enable Staff to analyze where best to build new park assets as well. There are condition assessment programs in place, based on the CSA Standards, that Staff abide by on a monthly basis to inspect their parks, playgrounds, trails, and associated infrastructure. Splash pads and washrooms are inspected on a daily and weekly basis due to health and safety regulations. There is also an urban forestry policy that dictates vegetation management as well as tree replacements. Other park assets such as soccer fields and park buildings are visually inspected and have lifecycle activities recommended for. However, adopting more formal condition assessment protocols, and documenting the results against individual assets within CityWide AM, would help Staff compile the information that is required to optimize operational and maintenance work plans as well as to conduct long-term strategic planning. There are formal risk prioritization and programs in place that Staff consider and abide by. The Town of Aurora has a Trails Master Plan (2011), a Parks and Recreation Master Plan (2016), Parks and Maintenance Standards (2015), Urban Forestry Management Policy (2016) and a Corporate Environmental Action Plan (2018) that identifies many of the risk prioritizations, levels of service and growth opportunities that can be implemented to provide the residents of Aurora with spectacular parks and recreational services. The Town of Aurora has an extensive understanding of the levels of service to provide to their Public and strive to implement the necessary recommendations and changes, where applicable, to sustain Aurora’s beautiful natural green space and recreational amenities. General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 21 of 29 State of Maturity Report Page |17© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Levels of Service Simply stated, levels of service refer to the way assets perform their intended functions and are based on the quantity and quality of infrastructure such as roads, bridges, and storm sewers. Public expectations and regulatory and technical parameters inform how each community defines its levels of service, as do considerations of risk management and financial affordability. Ideally, service levels should drive asset management strategies, which in turn will drive funding strategies and short- and long-term budgets. This should be reflected by aligning strategic organizational objectives with desired service outcomes, monitoring actual asset performance against key performance indicators, and reporting results to key stakeholders such as Council and the public. Based on the AMSAT results, the Town is more developed than many municipalities across Canada and is at an intermediate maturity level. This is because the Town of Aurora has developed specific policies and master plans detailing the levels of service they want to target and the preliminary steps they need to take to achieve them. This provides a solid foundation upon which to build a levels of service framework that supports Council’s long-term goals and objectives as well as metrics to gauge success. These documents also identify the roles and responsibilities of various stakeholders, resources required to complete the action, and performance indicators for each strategic objective. The legislated community and technical metrics for core infrastructure articulated in O. Reg. 588/17, and Staff knowledge of other legislative and regulatory requirements related to road maintenance, underground infrastructure management and structure inspections, provides an excellent foundation for Staff and Council to build a robust levels of service framework. Aggregating this into a formal framework will enable the Town to comply with legislation and Asset Management Component Proficiency Level National Average Strategic Plan (Infrastructure Goals)Intermediate Intermediate Current Levels of Service Analysis Basic Basic Legislative and Regulatory Requirements Intermediate Intermediate Levels of Service Framework Development Basic Basic General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 22 of 29 State of Maturity Report Page |18© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report provide meaningful information to the community while building support for a sustainable asset management program. Asset Management Strategies Asset management strategies should establish a suite of proactive activities to understand, prioritize and optimize infrastructure programs. This helps municipalities manage risk while continuing to provide expected services to the community, at the lowest total cost of ownership over each asset’s life. Robust asset management strategies include condition assessment protocols and overall needs assessment, lifecycle management frameworks, and risk management and prioritization techniques. These strategic elements are often considered as asset management plans are developed and should be reviewed and updated on a regular basis. The Town has systematic condition assessment protocols in place for some of its major asset categories. Informal assessment has been conducted for several assets, including buildings, facilities, and park assets. Formal assessments have been conducted on a small portion of the total asset portfolio, with the primary focus on the road network and legislated structure inspections; these assessments allow Staff to conduct consistent analysis of infrastructure and make informed decisions about appropriate lifecycle activities.Accurate condition data is required to enable advanced forecasting and analysis for risk, lifecycle and financial strategies, and the Town of Aurora has been able to do that through their 10-year capital forecast plan. Working toward establishing formal, organized, and repeatable inspection protocols for all major asset categories will help the Town gain a better understanding of the current state of infrastructure to plan more effectively for the future even more proactively. The Town does apply a range of lifecycle activities to its roads and bridge and culvert structures. For road assets, Staff complete repair and preventative maintenance activities (e.g., crack sealing, pot hole filling, etc.) depending on the PQI of the roads section. Staff also identify candidate road segments for rehabilitation (e.g., partial or full depth resurfacing) and replacement through the annual capital plan. Lifecycle activities for structures are driven by the OSIM inspection process, and are generally implemented as per the structural engineer’s recommendations Asset Management Component Proficiency Level National Average Current and Future Asset Performance Intermediate Intermediate Growth and Demand Planning Advanced Basic Risk Management Basic Basic Prioritization and Program Optimization Basic Basic General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 23 of 29 State of Maturity Report Page |19© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Developing more robust condition assessment programs will assist the Town in advancing their lifecycle activity work for all major asset categories, in particular for buildings and facilities and park infrastructure. The building condition assessments and park inspections serve as a great basis to understand the condition the Town’s assets are in and prioritize projects according to health and safety standards, accessibility, compliance, and to maintain their targeted service levels. Taking this kind of approach will help the Town optimize operational and maintenance practices, improve long-term capital investment planning, and provide improved service to the community while reducing overall costs and risk. Municipalities often need to invest in infrastructure for reasons other than poor physical condition. Common causes can include a need to comply with chan ging regulatory requirements; anticipated increases in service demand due to community growth; operational and maintenance issues that impede proper asset function; and inadequate capacity of assets to perform as designed. Town of Aurora Staff have a strong understanding of regulatory requirements for road network and structure infrastructure and are proactively working to address legislated requirements under O. Reg. 588/17. Regarding project and program prioritization, there are some network-level risk frameworks or risk matrices in place that determine what assets should be prioritized for field intervention. Needs are identified and brought forward for consideration base d on a combination of functional requirements, estimated asset condition, and budget availability. Creating standardized risk matrices will allow the Town to assess all needs across the corporation with the same set of criteria and will help Staff and Council identify truly critical projects more efficiently. Town of Aurora completed its firstAsset Management Plan (AMP) in 2014. It is in the process now of undertaking a scheduled review and update of its AMP. With the recent update of the Infrastructure for Jobs and Prosperity Act, 2015, and passage of Ontario Regulation (O. Reg.) 588 Asset Management Planning for Municipal Infrastructure, the Town should re-evaluate its approach to developing an AMP so that it aligns with all new requirements. A comprehensive AMP uses available asset data to develop financial strategies that consider the lifecycle needs of all municipal infrastructure. Furthermore, it will allow the Town to make data-driven decisions to project and optimize long-term funding needs and serve as an essential communication tool with Council and the community. Financial Strategies Asset Management Component Proficiency Level National Average Financial Requirements Basic Basic Funding Strategies Advanced Intermediate Investment Strategies Advanced Intermediate General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 24 of 29 State of Maturity Report Page |20© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Town of Aurora, like many mid-sized communities across Canada, faces significant challenges in achieving fiscal balance on an annual basis. However, the presence of secured reserve funds for various assets as well as rate-based services such as water and storm enable the Town to advance its financial strategies to improve its existing asset inventories, desired levels of service, and projected asset requirements. This allows the Town to identify resources required for sustainable asset management in the short- and long-term, to ensure that available funds are optimized to achieve the greatest community benefit. The Town currently develops the capital and operating budgets through a collaborative process between Staff and the senior management team. Though there has been some analysis of short- term capital and operating/maintenance infrastructure requirements, it is premised on an incomplete understanding of overall asset condition. Council is responsible for approving the final business plan and has the opportunity to review and revise the budget that is recommended by Staff. Moving forward, the collection of additional asset attribute data, including assessed condition, will be increasingly important as the Town considers options to achieve sustainability in both short-and long-range financial planning exercises. Collection of accurate, up-to-date condition assessment and other needs data will help optimize capital investment decisions such that they are based on detailed and strategic analysis of present and future needs instead of simply Staff knowledge. The allocation of capital and operating dollars may begin to shift, once Staff and Council have a better idea of needs across the Town’s asset portfolio. As asset information becomes more detailed and robust the short-term budget should be re- visited to make sure critical needs are addressed and to reassess overall capacity and affordability. To optimize the Town’s 10-year plan and even 20-and 50-year plan, Staff will need to analyze recommended lifecycle activities, asset management strategies, and level of service considerations; this can be accomplished in incremental phases, to reflect a maturing state of knowledge. Recommendations In the following section, we provide an overview of some key strategic recommendations that have been developed based on the Town’s current state of maturity. The recommendations are a combination of activities that would be undertaken as part of PSD’s Asset Management Roadmap, in addition to other actions that we suggest could be taken on the initiative of the Town. The impact of each recommendation, and the effort to complete i t, are identified at a high-level. This is based on an understanding of the Town’s current state of asset management practice, Alignment to Strategic Plan Basic Basic General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 25 of 29 State of Maturity Report Page |21© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report organizational capacity, and financial condition. Both impact and effort can be classified as high, medium, or low. Where impact is high, and effort is low or medium, this represents a relatively quick win for Town of Aurora Staff and Council in advancing the Town’s asset management program. Where impact is high, and effort is also high, delivering on these recommendations will likely require a long-term approach with dedicated Staff and financial resources. Using this matrix, the Town can prioritize efforts to implement recommendations more effectively and efficiently. Depending on how the Town decides its Staff and financial resources are best prioritized, some, all, or none of these recommendations may be implemented, in whole or in part. Organizational Cognisance Recommendation Estimated Impact and Effort Provide opportunities for senior management and elected officials to attend webinars, educational conferences and workshops to expand their knowledge of asset management principles and practices. Impact:High Effort:Low to Medium Provide training on CityWide Asset Manager for all Staff involved in asset management activities. Impact:Medium Effort:Medium Promote the need for, and the benefits of, improved asset management practices to all current and future Staff and elected officials. Impact:Medium Effort:Medium Organizational Capacity Recommendation Estimated Impact and Effort Continue to advance the Town’s asset management program through a balance of internal Staff and industry consultants. Impact: High Effort:Medium Explore Staffing needs required to manage infrastructure effectively, with a focus on leveraging existing Staff knowledge and experience and creating cross-disciplinary in-house experts. Impact:High Effort:High Provide opportunities for key internal Staff to attend webinars, educational conferences and workshops delivered by leaders in the asset management industry. Impact:High Effort:Medium Educate and train key personnel in sustainable asset management practices including database management, condition assessment protocols, and lifecycle activity strategies. Impact: High Effort:Medium Capture and archive experiential Staff knowledge to ensure critical information remains available in future for new Staff members. Impact:High Effort:Medium Infrastructure Data / Information General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 26 of 29 State of Maturity Report Page |22© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Recommendation Estimated Impact and Effort Consider undertaking a data justification exercise to identify what data is required to effectively manage each asset class going forward. Impact: High Effort: High Consolidate all infrastructure-related data (inventory, condition, needs, prioritized requirements, financial data and GIS data) currently housed in CityWide and various reports, ArcGIS, and Maximo into a centralized asset registry database for the Town. Impact: High Effort: High Provide ongoing training to asset management personnel who will be responsible for collecting and entering data on a routine basis into the main asset registry. Impact: High Effort: Medium Develop and implement a data governance policy that outlines a consistent corporate approach to the maintenance and management of the Town’s databases, including data handling procedures, roles and responsibilities. Impact: High Effort: Medium Develop a process for how new assets should be merged between the CityWide AM inventory and the Town’s ArcGIS. Impact: Medium Effort: Medium Explore the viability of integrating or linking Maximo and the CRM system to streamline work order and service request processes. Impact: Medium Effort: Medium Levels of Service Recommendation Estimated Impact and Effort Develop detailed level of service frameworks for all asset categories, with both community-oriented and technical performance components, based on O. Reg. 588/17 requirements, industry best practice, Staff input, Council direction, and community consultation. Impact: High Effort: High Develop key performance indicators (KPI) that reflect important organizational objectives to assess whether strategic priorities are being achieved. Impact: High Effort: Medium Consider adopting relevant reporting metrics like those outlined in the National Water and Wastewater Benchmarking Initiative (stormwater), Canada Infrastructure Report Card (all asset categories), and Municipal Benchmarking Network Canada (all asset categories). Impact: High Effort: High Asset Management Strategies General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 27 of 29 State of Maturity Report Page |23© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Condition Assessments Recommendation Estimated Impact and Effort Consolidate existing condition information from road patrols, up-to-date reports and studies, informal Staff inspections, and community inquiries/complaints into a single database for ease of tracking, analysing, and reporting on infrastructure condition. Impact: High Effort: Medium Implement routine condition assessment protocols, and work toward gathering assessed condition information for the Town’s core infrastructure assets (roads, bridges, culverts, and stormwater management) as well as building assets and park infrastructure. Consider adopting internal condition assessment protocols, carried out by Town Staff, as appropriate for the existing asset portfolio and as resources allow. Impact: High Effort: High Develop inspection protocols for stormwater management assets, including sewers, culverts and ditches, complete with data specifications, to obtain current and accurate condition data to mitigate flooding, environmental damage, and other associated climate change impacts. Impact: High Effort: Medium Consider adopting a Facilities Condition Index system to quantify the condition and investment needs for the Town’s building and facilities portfolio. Impact: High Effort: Medium Upload future asset condition assessment data to CityWide AM and update based on new condition assessment results as well as repair, rehabilitation, and/or replacement activities as they are completed. Impact: High Effort: Low Lifecycle Management Recommendation Estimated Impact and Effort Develop lifecycle frameworks for all major infrastructure categories including field intervention activities (operational and maintenance, rehabilitation, and replacement) and trigger points (condition and/or age) at which certain activities should be performed. Impact: High Effort: High Match the lifecycle frameworks to asset-specific deterioration curves and load them into CityWide AM. Impact: High Effort: High Risk Management Frameworks Recommendation Estimated Impact and Effort Develop network-wide risk management frameworks that determine the criticality of infrastructure and quantify the impact of failure against service delivery for all asset categories. Impact: High Effort: High General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 28 of 29 State of Maturity Report Page |24© 2018 PSD ALL RIGHTS RESERVED State of Maturity Report Develop risk matrices based on probability of failure, the consequence of failure, and any mitigating factors across all asset categories. Impact: High Effort: High Implement risk management techniques that provide a structured and data-driven approach to project and program prioritization. Impact: High Effort: Medium Asset Management Plan Recommendation Estimated Impact and Effort As additional data is collected, develop an updated asset management plan that includes an analysis of all infrastructure assets and the annual requirements necessary to sustain existing infrastructure while minimizing cost and risk to the community. Impact: High Effort: High Update the asset management plan on a regular basis to include newly acquired assets and to assess the progress of the Town’s asset management program. Consider adopting an update schedule that aligns with future compliance requirements for O. Reg. 588/17. Impact: High Effort: Medium Financial Strategies Recommendation Estimated Impact and Effort Support development of Staff knowledge and experience related to grant funding applications. Impact: High Effort: Medium Continue updating the capital forecast plans based on the best information available regarding the actual needs and optimized requirements of the Town’s capital assets. Impact: Medium Effort:Medium General Committee Meeting Agenda Tuesday, October 1, 2019 Item R8 Page 29 of 29 Notice of Motion Mayor Tom Mrakas Date: October 1, 2019 To: Members of Council From: Mayor Mrakas Re: The Never Forgotten National Memorial Whereas The Town of Aurora has a proud tradition of honouring those who made the supreme sacrifice on behalf of Canada in armed conflicts across the world; and Whereas the Never Forgotten National Memorial Foundation has been established to develop commemorative programming, exhibits and monuments at a site on Cape Breton Island as a place of remembrance and thanks for those brave individuals who lost their lives so far from home; and Whereas the foundation is seeking the support of businesses, agencies, government organizations, and individuals across Canada to bring life to this important national memorial; 1.Now Therefore Be It Hereby Resolved That that the Town of Aurora supports efforts to develop the Never Forgotten National Memorial. General Committee Meeting Agenda Tuesday, October 1, 2019 Notice of Motion (a) Page 1 of 1 Public Release September 26, 2019 Town of Aurora Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 7 p.m., Council Chambers • Revised General Committee Meeting Agenda Index • Delegation (a) LCol Ferguson Mobbs, Rtd. representing Never Forgotten National Memorial Foundation Re: Notice of Motion (a) Mayor Mrakas, Re: The Never Forgotten National Memorial • Delegation (b) Matthew Kinsella representing the Charter Family Re: Interim Control By-law Exemption for 126 Wells Street • Replacement Item R6 – Report No. PDS19-053 – Approval of Capital Project No. 81016 – Aurora Promenade Streetscape Design & Implementation • Notice of Motion (b) Councillor Gaertner Re: Helping Urban Pollinators Public Release September 26, 2019 Town of Aurora General Committee Meeting Agenda (Revised) Tuesday, October 1, 2019 7 p.m., Council Chambers Councillor Kim in the Chair 1. Approval of the Agenda 2. Declarations of Pecuniary Interest and General Nature Thereof 3. Community Presentations 4. Delegations (a) LCol Ferguson Mobbs, Rtd. representing Never Forgotten National Memorial Foundation Re: Notice of Motion (a) Mayor Mrakas, Re: The Never Forgotten National Memorial (Added Item) (b) Matthew Kinsella representing the Charter Family Re: Interim Control By-law Exemption for 126 Wells Street (Added Item) 5. Consent Agenda 6. Advisory Committee Meeting Minutes General Committee Meeting Agenda (Revised) Tuesday, October 1, 2019 Page 2 of 5 Recommended: That the following Advisory Committee Meeting Minutes item, A1, be received: A1. Accessibility Advisory Committee Meeting Minutes of September 4, 2019 Recommended: 1. That the Accessibility Advisory Committee meeting minutes of September 4, 2019, be received for information. 7. Consideration of Items Requiring Discussion (Regular Agenda) R1. CS19-024 – Delegation to Staff of Certain Powers, Duties and Functions Recommended: 1. That Report No. CS19-024 be received; and 2. That a by-law that delegates powers, duties and functions to staff be enacted. R2. FS19-028 – 2020 to 2022 Fees and Charges Update Recommended: 1. That Report No. FS19-028 be received; and 2. That a by-law be enacted to set the 2020, 2021 and 2022 Fees and Charges for applications, permits, use of Town property, the sale of documents and for the prescribed service charges for administrative matters as itemized on the attached schedules. R3. FS19-029 – Prudent Investor Standard for Multiple Investments Recommended: 1. That Report No. FS19-029 be received; and General Committee Meeting Agenda (Revised) Tuesday, October 1, 2019 Page 3 of 5 2. That staff undertake further due diligence to determine the best approach to move to the prudent investor standard and report back to Council with a final recommendation. R4. OPS19-021 – Backflow Prevention Bylaw and Request for Budget to Install Backflow Preventers Recommended: 1. That Report No. OPS19-021 be received; and 2. That a by-law to repeal and replace By-law No. 5645-14 – Being a by-law to regulate cross connections and backflow prevention in private plumbing systems – be enacted at a future Council meeting; and 3. That Capital Project No. 43057 – Installation of Backflow Prevention Meters in Town Facilities be approved; and 4. That a total budget of $125,000 be approved for Capital Project No. 43057 to be funded from the Water Reserve. R5. OPS19-022 – Award of Sole Source Contract to Wamco Municipal Products Inc. Recommended: 1. That Report No. OPS19-022 be received; and 2. That a sole source contract in the amount of $750,000, excluding taxes, be approved for the supply of water meters from Wamco Municipal Products Inc. for a five (5) year period; and 3. That Director of Operations be authorized to renew the contract, at the same rate, for three (3) additional one (1)-year terms, pending an annual analysis and performance review by the Director. R6. PDS19-053 – Approval of Capital Project No. 81016 – Aurora Promenade Streetscape Design & Implementation (Added Item - Replacement) General Committee Meeting Agenda (Revised) Tuesday, October 1, 2019 Page 4 of 5 Recommended: 1. That Report No. PDS19-053 be received; and 2. That this report satisfies Council’s conditional budget approval for Capital Project No.81016 – Aurora Promenade Streetscape Design & Implementation in the amount of $570,000. R7. PDS19-084 – Proposed Amendments to the Town’s Parking By-law for Industry Street and Catherine Avenue Recommended: 1. That Report No. PDS19-084 be received; and 2. That a by-law to amend Parking By-law No. 4574-04.T be enacted to: (a) Prohibit parking at any time on the west side of Industry Street from Mary Street to the south limit of Industry Street; and (b) Prohibit parking at any time on the north side of Catherine Avenue from Spruce Street to Walton Drive. R8. PDS19-090 – The State of Maturity Report Recommended: 1. That Report No. PDS19-090 be received for information. 8. Notices of Motion (a) Mayor Mrakas Re: The Never Forgotten National Memorial (b) Councillor Gaertner Re: Helping Urban Pollinators (Added Item) 9. New Business General Committee Meeting Agenda (Revised) Tuesday, October 1, 2019 Page 5 of 5 10. Closed Session 11. Adjournment 7KLV'HOHJDWLRQ5HTXHVWIRUPDQGDQ\ZULWWHQVXEPLVVLRQVRUEDFNJURXQGLQIRUPDWLRQ IRUFRQVLGHUDWLRQE\HLWKHU&RXQFLORU&RPPLWWHHVRI&RXQFLOPXVWEHVXEPLWWHGWRWKH &OHUN¶VRIILFHE\WKHIROORZLQJGHDGOLQH D.m. 2QH () %XVLQHVVDay Prior to the Requested Meeting Date DQG Subject: Name of Group or Person(s) being Represented (if applicable): Brief Summary of Issue or Purpose of Delegation: Please complete the following: +DYH\RXEHHQLQFRQWDFWZLWKD7RZQVWDIIRU &RXQFLOPHPEHUUHJDUGLQJ\RXUPDWWHURILQWHUHVW"<HV ܆܆ 1R ܆ ,I\HVZLWKZKRP"'DWH ܆ ,DFNQRZOHGJHWKDWWKH3URFHGXUH%\ODZSHUPLWVILYHPLQXWHVIRU'HOHJDWLRQV /HJLVODWLYH6HUYLFHV &OHUNV#DXURUDFD 7RZQRI$XURUD -RKQ:HVW:D\%R[ $XURUD21/*- October 1, 2019 7pm Never Forgotten National Memorial, Green Cove, Cape Breton, Nova Scotia LCol Ferguson Mobbs (ret'd) SBStJ CD Never Forgotten National Memorial Foundation The purpose of the delegation is to request the Town of Aurora through a resolution to support the Never Forgotten National Memorial. This request is for support only and not for financial support. ✔ The Mayor Friday September 20, 2019 ■ Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Delegation (a) Page 1 of 1 Delegation Request 7KLV'HOHJDWLRQ5HTXHVWIRUPDQGDQ\ZULWWHQVXEPLVVLRQVRUEDFNJURXQGLQIRUPDWLRQ IRUFRQVLGHUDWLRQE\HLWKHU&RXQFLORU&RPPLWWHHVRI&RXQFLOPXVWEHVXEPLWWHGWRWKH &OHUN¶VRIILFHE\WKHIROORZLQJGHDGOLQH D.m.2QH ()%XVLQHVVDay Prior to the Requested Meeting Date Council/Committee Meeting DQGDate: Subject: Name of Spokesperson: Name of Group or Person(s) being Represented (if applicable): Brief Summary of Issue or Purpose of Delegation: Please complete the following: +DYH\RXEHHQLQFRQWDFWZLWKD7RZQVWDIIRU &RXQFLOPHPEHUUHJDUGLQJ\RXUPDWWHURILQWHUHVW"<HV ܆܆1R ܆ ,I\HVZLWKZKRP"'DWH ܆ ,DFNQRZOHGJHWKDWWKH3URFHGXUH%\ODZSHUPLWVILYHPLQXWHVIRU'HOHJDWLRQV /HJLVODWLYH6HUYLFHV &OHUNV#DXURUDFD 7RZQRI$XURUD -RKQ:HVW:D\%R[ $XURUD21/*- October 1, 2019 126 Wells St: Relief from Interim Control By-law Matthew Kinsella Matthew Kinsella on behalf of the Charter Family at 126 Wells St. The home owners of 126 Wells st are looking to restore & renovate their 1950's bungalow. There was a small detached garage that was removed years earlier. They would now like to add an attached single car garage and need a small variance to the side yard setback. The intent is to save and preserve the historical Bungalow and add to it in a way that is sensitive to the heritage of the neighbourhood. We are asking for the Council to grant us leave from the Interim Control By law so that we can take our application to the CofA. ✔ Councillor Humphreys & Gilliland Sept 24, 2019 Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Delegation (b) Page 1 of 1 Town of Aurora General Committee Report No. PDS19-053 Subject: Approval of Capital Project No. 81016 – Aurora Promenade Streetscape Design & Implementation Prepared by: Anthony Ierullo, Manager, Policy Planning and Economic Development Department: Planning and Development Services Date: October 1, 2019 Recommendations 1. That Report No. PDS19-053 be received; and, 2. That this report satisfies Council’s conditional budget approval for Capital Project No.81016 – Aurora Promenade Streetscape Design & Implementation in the amount of $570,000. Executive Summary This report has been prepared in response to Council’s conditional approval to proceed with Capital Project No. 81016 to initiate streetscape improvements within the historic downtown of the Aurora Promenade. Staff are recommending that Council approve $470,000 in funding to procure the streetscape elements and fund the first year operation of the project. • Proposed Capital Project has been revised to include only removable streetscape improvements • Proposed Capital Project will result in a $55,000 ongoing operating pressure • Project to be completed for 2020 Summer Season Background The Aurora Promenade Streetscape Design & Implementation Plan was presented to Council at the Public Planning Meeting held on January 23, 2013, where Council resolved the following: THAT report PL13-003 regarding the Aurora Promenade Streetscape Design and Implementation Plan be received; and Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 1 of 10 October 1, 2019 Page 2 of 8 Report No. PDS19-053 THAT staff report back with a multi-year capital project for some of the priority projects that staff will further refine and bring forward to Council for further discussion. Following the January 2013 Public Planning meeting, staff evaluated implementation options and phasing with an emphasis on maximizing the potential impact of improvements and minimizing costs and disruptions. Based on this evaluation, the following priority recommendations (as articulated in the Plan) were identified for implementation: • Update all concrete sidewalks with patterned concrete pavers that extend from the curb zone to building face. • Implement year-round hanging baskets on all pedestrian light poles for year- round landscaping. • Install long narrow planters for year-round landscaping where sidewalk widths cannot accommodate street trees (6 metre spacing). • Plant street trees with 6 metre spacing (maximum) where there is adequate setback for the pedestrian zone to borrow sidewalk width from frontage zone. Trees should be planted with heritage style tree grate and tree guard. • Install heritage style furniture throughout the street based on the furniture rhythm recommendations. • Develop historic downtown promotional banners for area, events and seasons. • Relocate traffic signs from rebar poles onto street poles where possible. • Mid-block connections should be landscaped and similar to existing mid-block connection at public library. In February 2014, staff prepared report PL14-010 recommending that the Town focus the planned improvements within the “Main Streets” area as identified on Figure 1. This approach ensured that a critical mass of improvements could be completed within a relatively short timeframe in a focused geographic area. On February 11, 2014, Council approved the following recommendations in response to staff’s recommendations: That the Aurora Promenade Streetscape Design & Implementation Plan be forwarded to the appropriate committees for further comment by June; and That staff address the issues raised with the sidewalks in further report to come back before Council. Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 2 of 10 October 1, 2019 Page 3 of 8 Report No. PDS19-053 In accordance with the above Council resolution, staff circulated the Aurora Promenade Streetscape Design & Implementation Plan to the Economic Development Advisory Committee (EDAC) and the Parks & Recreation Advisory Committee (PRAC) for their information and comment in the spring of 2014. Both EDAC and PRAC received the Plan for information without comment. Staff prepared report PL14-053 to address the issues raised by Council in July 2014. On July 29, 2014, Council approved the following recommendations in response to staff’s recommendations: That Report No. PL14-053 be received; THAT the proposed Multi-year Capital Plan for the Aurora Promenade Streetscape Design & Implementation Plan be incorporated into Town’s 10 Year Capital Plan for Council consideration; That Council endorse in principle the attached Aurora Promenade Streetscape Design & Implementation Plan; and That staff report back on the financial implications of the proposed improvements as part of the 2015 Budget Process. Staff have included the proposed streetscape improvements in subsequent budgets including the 2019 budget as previously directed by Council. Council conditionally approved Capital Project # 81016 subject to additional information, which has been provided herein. On September 24, 2019, Council approved the following resolution directing staff to incorporate the costs associated with “canopy of lights” project within Capital Project #81016: Whereas Goal 3 of the Town’s ”Economic Strategic Plan” identifies establishing downtown Aurora as a destination and focal point for the community; and Whereas creating a unique atmosphere, that would at the same time promote the Town’s built heritage, would advance this goal; and Whereas economically vibrant downtowns are the heart and soul of the community, provide an identity for the Town, and are a point of pride for the community; 1. Now Therefore Be It Hereby Resolved That staff be directed to work with the Aurora BIA (Business Improvement Area) to install a “canopy of lights” on Yonge Street from Wellington Street to Mosley Street; and Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 3 of 10 October 1, 2019 Page 4 of 8 Report No. PDS19-053 2. Be It Further Resolved That the scope of Capital Project No. 81016 – Aurora Promenade Streetscape Design and Implementation be increased to include the installation of the Canopy of Lights at an upset limit of $100,000. Analysis Proposed Capital Project has been revised to include only removable streetscape improvements Although the buildout of the Aurora Promenade is anticipated to occur over a long term time horizon, there is potential for redevelopment in the Main Streets area, as illustrated in Figure 1, based on the recent consolidation of properties on Yonge Street. As a result, staff are recommending that the proposed improvements initially focus on the removable streetscape components that can be relocated in the event that construction occurs. These components include container landscaping, new street furniture and promotional banners that will improve the streetscape without investing significantly in permanent hard infrastructure. As outlined in the Aurora Promenade Streetscape Plan, the majority of the proposed streetscape improvements will occur on Yonge Street and Wellington Street. These activities also align with the initiatives planned by the Aurora Downtown BIA. Staff will be refining the streetscape design to ensure that snow removal services are not impacted during the winter months, on street parking remains accessible and variations in the right of way are properly considered. In areas with wider right of ways, it may be possible to further enhance the streetscape with additional plantings and street furniture. This design will be developed in consultation with the newly formed Downtown Aurora BIA. At the time of approval in 2014, the consultant provided cost estimates associated with the proposed improvements. This budget included street tree plantings, which have been removed from this phase of improvements due to concerns related to the current boulevard’s ability to accommodate the proposed trees. Staff are also requesting that the existing winter season light post decorations be replaced to better align with the proposed streetscape improvements at a cost of $50,000. Since these estimates were completed in 2014, staff have requested that the consultant provide updated costs, which suggest the potential for a $315,000 reduction in the capital budget. The capital costs associated with the project are summarized in Table 1 below: Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 4 of 10 October 1, 2019 Page 5 of 8 Report No. PDS19-053 Table 1: Summary of Proposed 2020 Streetscape Improvements IMPROVEMENTS BUDGETED COSTS (2014) UPDATED COSTS (2019) Implement year-round hanging baskets on all pedestrian light poles for year-round landscaping. $40,000 $50,000 Street Trees $80,000 Removed Install long narrow planters for year-round landscaping where sidewalk widths cannot accommodate street trees (6 metre spacing). $380,000 $95,000 Install heritage style furniture throughout the street based on the furniture rhythm Install heritage style furniture throughout the street based on the furniture rhythm recommendations. $80,000 $145,000 Develop historic downtown promotional banners for area, events and seasons. $150,000 $75,000 Winter Season Decorations (Street Light) Not included $50,000 TOTAL $730,000 $415,000 Proposed Capital Project will result in a $55,000 ongoing operating pressure In addition to the capital costs associated with this project, there will also be an additional ongoing operational pressure associated with managing the new planters, hanging baskets, garbage collection and promotional banners. This is anticipated to cost approximately $55,000 per year, which will need to be considered as part of a future budget process. This includes the cost associated with the hiring of an additional summer student to assist with summer maintenance. The costs for the initial year (2020) of operations have been incorporated in the capital budget, however these operating costs will need to be carried within the Operational Services budget on an ongoing basis, starting in 2021. Project to be completed for 2020 Summer Season In terms of next steps, staff will need to refine the design for the proposed improvements as well as procure the new street furniture elements. Staff will also need to plan for the additional plantings and installations associated with the proposed improvements. This work will need to be coordinated with the downtown Aurora BIA. However, funding for the items that promote the BIA will be captured as part of Capital Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 5 of 10 October 1, 2019 Page 6 of 8 Report No. PDS19-053 Project No. 81016. Staff anticipate that the proposed streetscape improvements will be completed by the summer of 2020 with procurement starting before the end of 2019. Advisory Committee Review Not Applicable Legal Considerations None. Financial Implications If approved, Capital Project No. 81016 Aurora Promenade Streetscape Design & Implementation will be funded from the Capital Budget. The ongoing operating costs will need to be accommodated in future operating budgets. The Total budget for the project is summarized in Table 2 below: Table 2: Summary of Total Project Costs (Year 1 - 2020) Project Component Costs Capital Requirements $415,000 Operating Requirements $55,000 Canopy of Lights $100,000 Total $570,000 Communications Considerations Streetscape improvements will be communicated to the public via Town website, social media and Council Highlights. In addition, Communications will work closely with internal departments and the BIA to ensure any potential impacts to the public and businesses are communicated in a timely manner. Link to Strategic Plan The Aurora Promenade Streetscape Design & Implementation Plan was prepared with the specific goal of accommodating redevelopment and integrating it with the existing historic character of Downtown Aurora. Therefore, implementing the streetscape plan supports the Strategic Plan goals of: Supporting an exceptional quality of life for all and enabling a diverse, creative and resilient economy. The relevant supporting Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 6 of 10 October 1, 2019 Page 7 of 8 Report No. PDS19-053 objectives include: Strengthening the fabric of our community and promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business. Furthermore, the key action item of the Strategic Plan to actively promote and support a plan to revitalize the downtown is realized through the preparation and implementation of The Aurora Promenade Streetscape Design & Implementation Plan. Alternative to the Recommendation 1. That the conditional budget approval for Capital Budget 81016 not be lifted. Conclusions The Aurora Promenade Streetscape Design & Implementation Plan was approved by Council on February 14, 2014. It is recommended that the Town focus the planned improvements in the “Main Streets” area as identified on Figure 1. This approach will ensure that a critical mass of improvements is completed within a relatively short timeframe in a focused geographic area. Staff have adjusted the scope of work and requested updated cost estimates, which suggest a $315,000 reduction in the project costs. Staff are recommending that Council approve $470,000 in funding to procure the streetscape elements and fund the first year operation of the project. Attachments Attachment 1 - Capital Project No. 81016 – Aurora Promenade Streetscape Design & Implementation Budget Sheet Attachment 2 – Figure 1 – “Main Streets” Area Previous Reports Public Planning Report No. PL13-003, dated January 23, 2013 General Committee Report No. PL13-030, dated June 4, 2013 General Committee Report No. PL14-010, dated February 4, 2014. General Committee Report No. PL14-053, dated July 15, 2014. Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 7 of 10 Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 8 of 10 Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 9 of 10 Metcalfe StreetMetcalfe StreetVictoria StreetVictoria StreetTyler StreetTyler Street Machell AvenueMachell AvenueCentre StreetCentre Street Spruce StreetSpruce StreetMosley StreetMosley Street Church StreetChurch Street Irwin AvenueIrwin Avenue Catherine Av e n u e Catherine Av e n u e Mill StreetMill StreetTemperance StreetTemperance StreetAAllee xx GGaa rrdd nn eerrCCiirrcclleeYONGE STREETYONGE STREETWELLINGTON STREET WESTWELLINGTON STREET WEST WELLINGTON STREET EASTWELLINGTON STREET EAST LOCATION MAP Map created by the Town of Aurora Planning & Development Services Department, May 22, 2019. Base data provided by York Region and Aurora - GIS. Air Photos taken Spring 2018, © First Base Solutions Inc., 2018 Orthophotography. 050100 Metres MAIN STREETS AREA FIGURE 1 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive Wellington St W 404 404Leslie StYonge StBathurst StBayview AveBloomington Rd Main Streets Area Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Item R6 Page 10 of 10 Notice of Motion Councillor Wendy Gaertner Date: October 1, 2019 To: Mayor and Members of Council From: Councillor Gaertner Re: Helping Urban Pollinators Whereas all plants require pollination in order to produce seed and fruit; and Whereas insects are the most common pollinators, especially bees and butterflies; and Whereas their natural habitat of meadows, grasslands and rural roadside design is diminishing due to urbanization, pesticides and the increasing effects of severe weather; and Whereas this, and in particular the plight of the monarch butterfly, has caught the attention of our youth; and Whereas Ms. Shillolo’s class from Hartman Public School, in their current investigation of the Role of Government and Responsible Citizenship, is using the plight of the Monarch as an example of how citizens could work with their municipal government to make a difference; and Whereas they have asked our Council to help make a welcoming garden “filled with milkweed and flowers”; and Whereas this would be an wonderful example of political/public co-operation and environmental protection; 1. Now Therefore Be It Hereby Resolved That staff be directed to locate a space for this dedicated garden, to be planted this Fall or next Spring, in one of our parks or around one of our storm water ponds, preferably near Hartman Public School; and 2. Be It Further Resolved That the children be involved by the providing staff with their research from this education unit. Additional Items to General Committee Meeting Agenda Tuesday, October 1, 2019 Notice of Motion (b) Page 1 of 1