AGENDA - General Committee - 20200922Town of Aurora
General Committee
Meeting Revised Agenda
Date:Tuesday, September 22, 2020
Time:7 p.m.
Location:Council Chambers, Aurora Town Hall
Pages
1.Procedural Notes
Note: Aurora Town Council has resumed in-person meetings. For more
information on attending in-person meetings, please email clerks@aurora.ca.
Additional Items are marked by an asterisk*.
Councillor Gallo in the Chair
2.Approval of the Agenda
3.Declarations of Pecuniary Interest and General Nature Thereof
4.Community Presentations
5.Delegations
Individuals who would like to provide comment on an agenda item are
encouraged to visit www.aurora.ca/participation for guidelines on in-person or
electronic delegation.
5.1 Claire Malcolmson representing Rescue Lake Simcoe Coalition; Re:
Lake Simcoe Protection Plan 10-Year Review
1
*5.2 Phiona Durrant, Resident; Re: Getting more involved in the direction of
the Town
2
6.Consent Agenda
7.Advisory Committee Meeting Minutes
8.Consideration of Items Requiring Discussion (Regular Agenda)
8.1 CMS20-023 - Sports Plan Progress Report No. 2 3
Presentation to be provided by Erin Hamilton, Sport and Community
Development Specialist
That Report No. CMS20-023 be received for information.1.
8.2 CMS20-022 - Library Square - Project Monitoring Task Force 11
That Report No. CMS20-022 be received; and1.
That the Terms of Reference for the Library Square Project
Monitoring Task Force be approved; and
2.
That two members of Council be appointed to the Library Square
Project Monitoring Task Force.
3.
8.3 PDS20-024 - Downtown Parking Update - Library Square Precinct 17
That Report No. PDS20-024 be received; and1.
That shared parking agreements with organizations in the area
be considered as short-term parking solution and staff be
directed to continue exploring the medium and long-term parking
solutions; and
2.
That the following intersection improvements be approved by
Council subject to its final review as part of the Town's budget
process which will enhance both vehicular and pedestrian flow:
3.
Installing a new traffic signal at the intersection of Yonge
Street and Church Street (to be funded in the 10-year
Capital Plan); and
a.
Converting the 2-way ‘Stop’ to an ‘All-way Stop’ at the
intersection of Victoria Street and Church Street (to be
funded by the Town’s Operations Department Operating
Budget); and
b.
That staff be directed to coordinate with Chandos to ensure the
compliance of the parking and traffic management strategies
recommended in the Parking Study; and
4.
That the Downtown Parking Working Group continue to monitor
and address parking related issues within the Library Square
precinct during construction and report to Council as required.
5.
8.4 OPS20-015 - DWQMS - Financial Plan 33
That Report No. OPS20-015 be received; and1.
That the ten (10) year Financial Plan for the Town of Aurora
Water System be approved.
2.
9.Notices of Motion
9.1 Councillor Gilliland and Mayor Mrakas; Re: Environmental Advisory
Committee
55
10.New Business
11.Public Service Announcements
12.Closed Session
There are no Closed Session items for this meeting.
13.Adjournment
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September 22, 2020. 7pm
Lake Simcoe protection Plan 10-year review
To discuss environmental issues that are taking place in the lake Simcoe watershed.
The action will be asking council/ committee to commit to clean water and protecting
what matters most in the provincial statutory review of the Lake Simcoe Protection
Plan.
Claire Malcolmson representing Lake Simcoe Coalition
Page 1 of 56
Page 2 of 56
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. CMS20-023
______________________________________________________________________
Subject: Sport Plan Progress Report No. 2
Prepared by: Erin Hamilton, Sport and Community Development Specialist
Department: Community Services
Date: September 22, 2020
______________________________________________________________________
Recommendation
1. That Report No. CMS20-023 be received.
Executive Summary
This report provides a status update on work related to the Sport Plan since the General
Committee, Sport Plan – Progress Report (No. CMS20-009) on March 3, 2020.
A Gender Equity Report has been finalized to guide the Town’s next steps in
addressing the gaps for women and girls in sport with community partners
Resources and guidance developed and delivered to support sport in the
community
Variations in the execution of initiatives have occurred due to the impact of
COVID-19 and meeting Provincial Orders
Evaluating the future delivery of initiatives to ensure individuals can return to
sport and physical activity
Background
Council approved the Sport Plan in 2015 in conjunction with the Parks and Recreation
Master Plan. The plan includes 22 recommendations to be implemented.
In April 2019, Council approved a new two-year contract position, Sport and Community
Development Specialist, to continue with the delivery of the Sport Plan.
This report provides Council work related to the Sport Plan since the General
Committee, Sport Plan – Progress Report (No. CMS20-009) on March 3, 2020.
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September 22, 2020 2 of 8 Report No. CMS20-023
Analysis
A Gender Equity Report has been finalized to guide the Town’s next steps in
addressing the gaps for women and girls in sport with community partners
Inventory of Women and Girls in Sport – The Town of Aurora entered into a partnership
agreement with the Canadian Women & Sport (formerly Canadian Association for the
Advancement of Women in Sport) in November 2019 to develop a formal Women in
Sport plan. The following outlines the key steps that took place since March 3, 2020:
April 2020 – Canadian Women & Sport delivered a Gender Equity Report to the
Town of Aurora. Six priority gaps were identified and include Governance,
Awareness, Promotion of Women in Sport, Innovation Partnerships, Innovative
Programming and Innovative Recruitment & Retention
The Town of Aurora has developed an Implementation Plan to move forward on
the six priority gaps outlined in the Gender Equity Report.
The Town of Aurora has created a Sport Equity & Inclusion Committee which is a
working group that will help guide the execution of the Implementation Plan.
Eight members have been recruited to the Committee and the first meeting took
place on August 26, 2020. Committee members include:
Andrew Backer, Aurora King Baseball Association
Bruce Stafford, Storm Volleyball
Dan Hale, Aurora Diggers Softball Association
Erin Hamilton, Sport & Community Development Specialist, Town of
Aurora
Hailey Milligan-Jones, 20 Female Leaders in 2020 Recipient and
Community Member
Julie Anderson, York Region District School Board
Katie Williams, Central York Girls Hockey Association
Laurie Mueller, Sport Aurora
Nancy Black, Advocate for Women in Sport
Future meetings are scheduled for September and November 2020.
WISE Fund Grant – The Town of Aurora was successful in receiving the Canadian
Women & Sport (formerly Canadian Association for the Advancement of Women in
Sport) WISE Funding. The funding supported the launch of the 20 Female Leaders in
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September 22, 2020 3 of 8 Report No. CMS20-023
2020 program to support females in their pursuit of being a coach, official and board
member.
To date, 16 females have been selected across 11 local sport organizations. The
remaining positions will be filled through ongoing promotion and engagement of local
sport organizations. The selected females will participate in coaching and official
courses as well as professional development training. Each female is being featured
through the Town of Aurora Facebook page and will be engaged in various Town of
Aurora initiatives related to the Sport Plan.
Resources and guidance developed and delivered to support sport in the
community
Collaboration, resource sharing and access to topic experts is integral in moving
forward on addressing unfamiliar topics or enhancing the operations of organizations.
Resource on Working with Persons with a Disability – The Sport & Community
Development Specialist is working in collaboration with Community Programs to
develop a resource about working with persons with a disability. The resource will be
available for Local Sport Organization administrators and volunteers. The resources will
be shared with the Town’s Accessibility Advisory Committee and Accessibility Advisor
for review and input once a draft is complete and be available to Local Sport
Organizations by mid October 2020. Key components of the resource will include:
General education on working with persons with a disability
Funding opportunity to support participation of persons with a disability
Steps to create a welcoming environment for persons with a disability
Frequently Asked Questions
Community directory of local organizations they can reach out to if they have
questions about working with people with disability
Examples of ways to adapt activities (example from each of the four
environments – ice, field, gym and pool)
Scenarios and how to manage
Active posting on social media – In collaboration with the Communications Division, the
Town of Aurora has proactively posted information about sport related topics and Town
initiatives to keep the community informed. Information related to Town led initiatives
on females in sport programs and newcomer in sport initiatives. Further information has
been shared or retweeted about Aurora Sports Hall of Fame nomination process and
Sport Aurora All Kids Can Play.
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September 22, 2020 4 of 8 Report No. CMS20-023
Upcoming in September, the Town of Aurora has proclaimed National Coaches Week in
Aurora, September 19 to 27 where a series of social media posts will take place
encouraging our community say #ThanksCoach to all of the amazing individuals who
contribute countless hours in their role as a sport coach.
On the last Wednesday in September each year Rowan’s Law Day is commemorated to
build awareness of concussion safety. The Town of Aurora will share information
through social media encouraging the community to learn more about concussion safety
in sport.
Business Operations of Sport Through COVID-19 - The Town recognized the
challenging times local sport organizations were facing with a lot of unanswered
questions and uncertain times ahead. To support the organizations, Steve Indig from
Sport Law & Strategy Group joined one of the Mayors Roundtable of Sport Meetings to
provide information and guidance on business operations, employment, insurance,
social media best practices, Annual General Meetings and managing fees and refunds
through the pandemic. Furthermore, Mr. Indig provided a sample Informed Consent
document for minors and Release of Liability for those 19 years plus with additional
recommended language related to contagious diseases. These templates were used
by many sport organizations.
Variations in the execution of initiatives have occurred due to the impact of
COVID-19 and meeting Provincial Order
Adapting and making change to ensure safety of the community and alignment with
Provincial Orders impacted the delivery of Sport Plan initiatives. The Town adjusted
and identified opportunities to move forward for the benefit of the community.
Female Leaders in Sport Summit – The Town of Aurora was not able to move forward
with the Female Leaders in Sport Summit scheduled for September 13, 2020 due to
COVID-19. Work is currently being done to develop alternative delivery model options
for January 2021. Options being considered include a full reschedule of the event,
development of mini in-person events for each of the target markets of coaches, youth
and administrators or full event delivered in a virtual format.
In order to provide the community with information and resources to support women and
girls in sport, the Town of Aurora is hosting a virtual keynote address by Sheilagh
Croxon, 3-time Olympic Coach and one of Canada’s top Artistic Swimming coaches.
Sheilagh’s presentation will focus on Excellence and Retention of Women in Sport on
September 13, 2020. Participants will learn about the high dropout rates of females in
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September 22, 2020 5 of 8 Report No. CMS20-023
sport as well as the vital components to keeping girls engaged, inspired and motivated
for the long term.
Mayors Roundtable of Sport - In Spring 2020, the Mayors Roundtable of Sport was
launched and played a vital role in connecting sports through an unprecedented time.
Starting on April 8, 2020, virtual meetings were hosted bi-weekly with a focus on various
topics specific to returning to sport in the midst of COVID-19. Some of the topics
covered through the virtual meetings included effective communication, engaging
members virtually, risk management, waivers, and supporting volunteers. A total of
seven meetings have taken place with up to 38 participants from local sport
organization plus Town staff and Council members at each meeting.
The Mayors Roundtable of Sport meetings will now be hosted on an as needed basis to
provide sport organizations with an opportunity to engage in discussion with the Mayor
on their needs, current challenges and opportunities for the Town to further support
sport.
Evaluating the future delivery of initiatives to ensure individuals can return to
sport and physical activity
As the Town cautiously moves forward to re-open, an evaluation of some Sport Plan
deliverables has taken place to determine how to ensure the community can return to
sport and physical activity and engage with Sport Plan initiatives in a safe manner.
Engaging with Culturally Diverse Groups - The Town is currently evaluating alternative
options to connect and hear from the community in order to move forward on this
priority in the Sport Plan. Plans to run focus groups at the Welcome Centre Immigrant
Services and students within both School Boards could not proceed. The Town will
engage with all organizations to explore the option of having individuals complete online
surveys about their experience and needs in sport and physical activity.
Play in the Park Program - Staff in Community Services including the Sport &
Community Development Specialist are evaluating the idea of expanding the delivery of
the Play in the Park program to low income neighbourhoods throughout Aurora in
Spring 2021. The Town will be reaching out to York Region District School Board and
York Catholic District School Board to request a meeting in order to share the idea and
obtain feedback on programming, timing and opportunity to promote to families in the
school.
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September 22, 2020 6 of 8 Report No. CMS20-023
Sport Tourism Strategy - A Sport Tourism Strategy was identified as a priority in the
Sport Plan and the Economic Development Strategic Plan. As a result of the pandemic
and the impact on sport tourism, similar to all other tourism industries the development
of a Sport Tourism Strategy was put on hold. All local, provincial, national and
international events came to a halt for a number of months. As some sporting events
start again, majority are at an international level with a very controlled environment.
Many of our local sports organizations have been directed to put on hold any planning
related to events in the upcoming year. As well, in many cases, sport participation is
remaining local with little to no travel permitted.
When the re-opening process continues to progress, the Sport & Community
Development Specialist will work in collaboration with the Economic Development
Department to begin the development of a Sport Tourism Strategy.
Advisory Committee Review
The Accessibility and Community Advisory Committees will be provided with an update
on Sport Plan progress as appropriate.
Legal Considerations
None
Financial Implications
As part of the 2020 budget process, a total of $103,400 in funding was preserved in the
budget for a full time, Sport and Community Development Coordinator and associated
Sport Plan deliverables. Any incremental funding requirements arising from the
implementation of the Sport Plan will be brought to Council for its review and approval in
the year in which they are expected to occur.
Communications Considerations
The Town of Aurora will use ‘Inform’ as the level of engagement for this report. There
are five different levels of community engagement to consider, with each level providing
the community more involvement in the decision making process. These levels are:
Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in
the Community Engagement Policy. These options are based on the International
Page 8 of 56
September 22, 2020 7 of 8 Report No. CMS20-023
Association of Public Participation (IAP2) Spectrum and assist in establishing guidelines
for clearly communicating with our public and managing community engagement. In
order to inform, this report with be posted to the Town’s website.
Link to Strategic Plan
The work on the Sport Plan supports the Strategic Plan goal of Supporting an
exceptional quality of life for all in its accomplishments in satisfying requirements in
the following key objective within these goal statements:
Encourage an active and healthy lifestyle
Alternative(s) to the Recommendation
1. None
Conclusions
The purpose of the Sport Plan is to place focus on increasing participation in sport
through the provision of a safe, supportive and inclusive sport environment. Community
sport builds community vitality and can be a tool for social change, foster greater
inclusion of excluded groups and have a significant impact on the quality of life we all
enjoy.
The eight priority areas that are currently the focus of the Sport and Community
Development Specialist focus on reaching and engaging underrepresented groups in
the community through a safe sport experience.
Staff will report back to Council on the progress of the Sport Plan in Winter 2021.
Attachments
None
Previous Reports
CMS19-004 Sport Plan – Update
CMS19-010 Sport Plan – Recommendation for Implementation
CMS20-009 Sport Plan – Progress Report
Page 9 of 56
September 22, 2020 8 of 8 Report No. CMS20-023
Pre-submission Review
Reviewed by the CAO on September 11, 2020
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 10 of 56
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. CMS20-022
______________________________________________________________________
Subject: Library Square – Project Monitoring Task Force
Prepared by: Phil Rose-Donahoe, Manager of Library Square
Department: Community Services
Date: September 22, 2020
______________________________________________________________________
Recommendation
1. That Report No. CMS20-022 be received; and
2. That the Terms of Reference for the Library Square Project Monitoring Task
Force be approved; and
3. That two members of Council be appointed to the Library Square Project
Monitoring Task Force.
Executive Summary
The Library Square project construction tender has been awarded and in anticipation of
construction mobilization, a Project Monitoring Task Force (“Task Force”) will be
established to monitor and examine all financial and budgetary aspects of Library
Square during the construction phase, including project contingency expenditures.
Terms of Reference were developed to detail the Task Force’s purpose,
objective, composition, responsibilities, term, meeting schedule and agenda
content.
Background
On August 25, 2020, the Library Square construction tender was awarded to Chandos
Construction Ltd. At that time, the main motion to award the tender was amended to
include the following clauses:
“That a Library Square Construction Budget Control Task Force be established to
monitor and examine all financial and budgetary aspects of Library Square during
its construction phase and the spending of the project contingency; and
Page 11 of 56
September 22, 2020 2 of 4 Report No. CMS20-022
That two members of Council be appointed to the Task Force; and
That staff be directed to develop a Terms of Reference for the Task Force for
approval by Council.”
As directed by Council, staff have prepared the Task Force Terms of Reference for
Council’s consideration.
Analysis
Terms of Reference were developed to detail the Task Force’s purpose, objective,
composition, responsibilities, term, meeting schedule and agenda content.
In response to Council’s request to establish a Library Square Project Monitoring Task
Force for the purposes of monitoring and examining all financial and budgetary aspects
of the project during the construction phase, staff developed the attached Terms of
Reference.
The objectives of the Task Force include:
Monitoring of project status, including construction progress, planned activities
and emerging risks as they may inform financial impacts to the project; and
Monitoring of financial and budgetary aspects related to project delivery.
These objectives will be supported by a Task Force comprised of the following
members:
Mayor as an Ex Officio member;
Two (2) Councillors;
Five (5) staff; and
One (1) Project Management consultant.
The Task Force’s first meeting will occur following construction mobilization by the
general contractor and will remain active until building occupancy, or as otherwise
deemed appropriate by the Task Force. Meetings will be scheduled quarterly for the first
twelve (12) months and bi-monthly after that.
The meetings will be conducted during normal business hours and meeting agendas will
generally consist of the following:
Page 12 of 56
September 22, 2020 3 of 4 Report No. CMS20-022
Update on construction activities and project timeline including any challenges or
potential issues;
Update on financial status, including any cost adjustments; and
Task Force requests for information for next meeting.
Meeting minutes will be created and circulated to Task Force members at least one
week prior to each meeting.
Advisory Committee Review
Not applicable
Legal Considerations
None
Financial Implications
As the Library Square Project Monitoring Task Force’s role will be the monitoring and
examination of all financial and budgetary aspects of this project during its construction
phase, no direct financial implications are anticipated. The presented financial status
including any cost adjustments will be as of the time of each scheduled meeting and
may be subject to change.
Communications Considerations
The Town of Aurora will use ‘Inform’ as the level of engagement for this project. There
are five different levels of community engagement to consider, with each level providing
the community more involvement in the decision making process. These levels are:
Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in
the Community Engagement Policy. These options are based on the International
Association of Public Participation (IAP2) Spectrum and assist in establishing guidelines
for clearly communicating with our public and managing community engagement. In
order to inform, this report with be posted to the Town’s website and the Library Square
dedicated web page.
Page 13 of 56
September 22, 2020 4 of 4 Report No. CMS20-022
Link to Strategic Plan
The development of Library Square supports the following Strategic Plan goals and key
objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Encourage an active and healthy lifestyle
Strengthening the fabric of our community
Alternative(s) to the Recommendation
1. Council may provide further direction.
Conclusions
It is recommended that Council approve the Library Square Project Monitoring Task
Force Terms of Reference.
Attachments
Attachment 1 – Library Square Project Monitoring Task Force Terms of Reference
Previous Reports
CMS20-019 – Library Square – Tender Award and Update
Pre-submission Review
Reviewed by CAO on September 4, 2020
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Rachel Wainwright-van Kessel for Doug Nadorozny, Chief
Administrative Officer
Page 14 of 56
Attachment 1 – CMS20-022
Library Square Project Monitoring Task Force
Terms of Reference
Purpose
The Library Square Project Monitoring Task Force (Task Force) has been formed to
monitor and examine all financial and budgetary aspects of Library Square during the
construction phase, including project contingency expenditures.
Objectives
The objectives of the Task Force include:
Monitoring of project status, including construction progress, planned activities
and emerging risks as they may inform financial impacts to the project; and
Monitoring of financial and budgetary aspects related to project delivery.
Composition
The Task Force shall be comprised of the following members:
Role Assignment Responsibility Fulfillment
Chair To be determined at
the first meeting
Oversee meeting
activities and facilitate
effective decision making
Chair meetings; ensure
effective information
distribution
Council
Membership
Two members of
Council plus the
Mayor as Ex Officio
member
Review ongoing budget
status and
financial management
processes to ensure
alignment with bylaws
and standard project
delivery practices
Participate in Task
Force meetings; review
construction and
financial status
progress updates
prepared by Town staff
and Project
Management
consultant
Staff
Membership
CAO
Director of
Community Services
Director of Financial
Services (or
designate)
Ensure that project
objectives are being met
in conjunction with
construction and budget
monitoring
Participate in Task
Force meetings; work
with Project
Management
consultant to prepare
construction and
financial status
progress updates
Page 15 of 56
Library Square Construction and Financial Monitoring Task Force
Terms of Reference
PAGE 2
Manager of Library
Square
Project Manager
Manager of Library
Square to prepare
agendas and meeting
minutes
Consultant
Membership
Senior Project
Manager, Colliers
Project Leaders
Ensure that project
objectives are being met
in conjunction with
construction and budget
monitoring
Participate in Task
Force meetings; work
with Town staff and
other project
consultants to prepare
construction and
financial status
progress updates
Term
The Task Force is to commence after construction mobilization and will remain active
until building occupancy, or as otherwise deemed appropriate by the Task Force.
Meetings
Meetings will be scheduled quarterly for the first twelve (12) months and bi-monthly after
that. Meetings may be held more or less frequently as needed at the call of the Chair.
The meetings will be conducted during normal business hours and meeting agendas will
generally consist of the following:
Update on construction activities and project timeline, including any challenges or
potential issues;
Update on financial status, including any cost adjustments; and
Task Force requests for information for next meeting.
Meeting minutes will be created and circulated to Task Force members at least one
week prior to each meeting.
Page 16 of 56
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. PDS20-024
______________________________________________________________________
Subject: Downtown Parking Update – Library Square Precinct
Prepared by: Michael Bat, Traffic/Transportation Analyst
Department: Planning and Development Services
Date: September 22, 2020
______________________________________________________________________
Recommendation
1. That Report No. PDS20-024 be received; and
2. That shared parking agreements with organizations in the area be considered
as short-term parking solution and staff be directed to continue exploring the
medium and long-term parking solutions; and
3. That the following intersection improvements be approved by Council subject
to its final review as part of the Town's budget process which will enhance
both vehicular and pedestrian flow:
a. Installing a new traffic signal at the intersection of Yonge Street and
Church Street (to be funded in the 10-year Capital Plan); and
b. Converting the 2-way ‘Stop’ to an ‘All-way Stop’ at the intersection of
Victoria Street and Church Street (to be funded by the Town’s Operations
Department Operating Budget).
4. That staff be directed to coordinate with Chandos to ensure the compliance of
the parking and traffic management strategies recommended in the Parking
Study; and
5. That the Downtown Parking Working Group continue to monitor and address
parking related issues within the Library Square precinct during construction
and report to Council as required.
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September 22, 2020 2 of 9 Report No. PDS20-024
Executive Summary
This report presents to Council the findings and conclusions of the Library Square
Parking Study (the Parking Study) prepared by BA Group. It seeks Council’s approval to
proceed with the implementation of the identified short-term options while continuing to
explore medium and long-term parking solutions.
The Parking Study consists of the following key components and discussions:
• The Town retained BA Group to undertake a comprehensive parking analysis for
the Library Square development and concluded there is sufficient parking supply to
support future parking demand assuming all events within the Aurora Cultural
Precinct are not run simultaneously;
• The future parking demand can be accommodated with the implementation of short,
medium and long term options;
• As part of traffic management strategies, the Parking Study recommends signalizing
the intersection of Yonge Street and Church Street and installing an ‘All-way Stop’
control at the intersection of Victoria Street and Church Street;
• Parking and traffic management are both important aspects to minimize impacts
resulting from Library Square construction activities to the adjacent
neighbourhoods; and,
• A Downtown Parking Working Group has been created to discuss and manage
parking related issues for the Downtown area including the Library Square project
parking matters.
Background
Since 2000, Council has directed staff to undertake various studies to address the
parking supply in downtown Aurora. They are summarized below and details are
provided in Attachment 1.
2002 Completed a Master Transportation Operations Study (MTOS) which
included parking demand within the downtown core area;
2007 Retained Marshall Macklin Monaghan (MMM) to update the downtown
parking component of the 2002 MTOS;
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September 22, 2020 3 of 9 Report No. PDS20-024
2010 Approved the Aurora Promenade Urban Design Strategy to guide and
manage growth;
2016 Initiated a Downtown Traffic Management Plan for Library Square; and,
2016 Engaged Fotenn to prepare a vision and concept plan for the Cultural
Precinct as identified in the Aurora Promenade Plan.
Staff report no. PDS19-018 was approved on March 21, 2019 including the following
key elements:
Provide additional on-site parking within the laneway located on the northern
property limit of the Site;
Provide additional on-street parking on Victoria Street; and,
Provide additional on-street parking on Church Street subject to further public
consultation.
A public consultation was held on May 23, 2019 to present the design options for
Church Street. Council subsequently adopted staff report no. PDS19-063 and directed
staff to proceed with the preferred option for the Church Street right-of-way.
In addition, the minimum AODA requirement for barrier free spaces for the Library
Square development is 4 spaces (or 4% of the total parking supply), whereas the site
plan proposes 8 barrier free spaces (or 10% of the total parking supply).
Analysis
The Town retained BA Group to undertake a comprehensive parking analysis for
the Library Square development and concluded there is sufficient parking supply
to support future parking demand assuming all events within the Aurora Cultural
Precinct are not run simultaneously
BA Group completed parking demand surveys for two consecutive weeks on Fridays
(December 7 and 14, 2018) and Saturdays (December 8 and 15, 2018) during the
periods of 10 a.m. to 7:00 p.m. The survey area is generally bounded by Wellington
Street East to the north, Harrison Avenue to the south, Larmont Street to the east and
Yonge Street to the west. It is strategically selected to avoid the needs of crossing major
streets (i.e. Yonge Street and/or Wellington Street East).
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September 22, 2020 4 of 9 Report No. PDS20-024
The Parking Study considered two areas: 1) wider area (i.e. within 500 metres walking
distance) and 2) focus area (i.e. within 250 metres walking distance). The study
concluded that the total parking demand for the focus area was noticeably greater than
the wider area as a result of the land uses within the smaller area.
Future parking demand were estimated based on two scenarios: 1) day-to-day activity
and 2) event activity. The day-to-day activity is anticipated to follow a consistent daily
pattern while the event activity may or may not occur at a regular schedule. The parking
activity for both the Library Square development and the surrounding area is
categorized below:
Day-to-day activity: existing Library, School House and proposed Community
Centre uses; and,
Event activity: proposed Library multi-purpose rooms, proposed Theatre, Town
Park, existing Farmer’s Market and new Armoury uses.
Based on the analysis, the Parking Study concluded the following:
All of the event capacity scenarios will put a strain on the on-street parking
supply when the events are run simultaneously and,
On a weekend mid-day if all events are run simultaneously at 100% capacity, the
study area parking supply cannot satisfy parking demand and the on-street
parking supply will be at capacity. However, this is considered as the ultimate
worst case scenario, the Town will coordinate events to ensure sufficient parking
capacity is available.
Details of the parking surveys and analysis are provided in Attachment 2.
The future parking demand can be accommodated with the implementation of
short, medium and long term options
To address future parking demand for the Library Square development, the Parking
Study provided short, medium and long term alternative options. They are described
below and details are provided in Attachment 3.
Short-term Options:
Option 1 – Use existing area parking supply & proposed 78 Site parking spaces
and proposed 36 on-street parking spaces via the redesigned Church Street and
Victoria Street; and,
Page 20 of 56
September 22, 2020 5 of 9 Report No. PDS20-024
Option 1B – Enhance and encourage use of the existing parking supply (quick
wins).
Medium-term Option:
Option 2 – Build additional parking on-site through acquiring additional property.
Long-term Option:
Option 3A: Consolidated Surface Parking Lot; and,
Option 3B: Below-Grade Parking Structure with Development Above (Off-site).
The Parking Study recommends Option 1B by entering into a shared parking agreement
with either the United Church or Trinity Church, or both, to address short-term parking.
The staff parking demand for the Site would be accommodated by the existing area
parking supply, making more efficient use of available parking and reducing the need to
build excess parking. The reduction in staff parking demand will free up site parking
spaces for visitors.
As part of traffic management strategies, the Parking Study recommends
signalizing the intersection of Yonge Street and Church Street and installing an
‘All-way Stop’ control at the intersection of Victoria Street and Church Street
To enhance vehicular and pedestrian movements with the Library Square development,
the following traffic control amendments were recommended by the Parking Study:
a) Installing a new traffic signal at the intersection of Yonge Street and Church Street;
and,
b) Converting the 2-way ‘Stop’ to an ‘All-way Stop’ at the intersection of Victoria Street
and Church Street.
The potential benefits and drawbacks of the recommended traffic control amendments
are provided in Attachment 4.
Staff recommends to monitor the future vehicular and pedestrian demand when the
Library Square development is constructed and undertake the necessary warrant
analysis prior to considering the above noted traffic control amendments.
Should Council decide to install the proposed traffic signal at the intersection of Yonge
Street and Church Street and implement ‘All-way Stop’ at the intersection of Victoria
Page 21 of 56
September 22, 2020 6 of 9 Report No. PDS20-024
Street and Church Street, appropriate funding should be allocated through the budget
process.
Parking and traffic management are both important aspects to minimize impacts
resulting from the construction activities to the surrounding neighbourhoods
The Parking Study provided a list of possible mitigation strategies to reduce the impact
for all road users on local streets as a result of the construction.
A construction management plan for Library Square will be provided so the public is
aware of the construction activity taking place on-site and the proposed traffic
operations.
In addition, the Town can consider temporarily removing the existing hourly and “No
Parking” restrictions on the east side of Yonge Street in the vicinity of the Site during
construction to increase the parking supply for Library users.
A Downtown Parking Working Group has been created to discuss and manage
parking related issues for the Downtown area including the Library Square
project parking matters
To effectively manage parking related issues within the Downtown area, a working
group has been created including staff from the following departments: Planning and
Development Services, Corporate Services, Community Services and Operation
Services. The initial meeting of the working group was held on September 15, 2020.
Staff will continue to manage, coordinate and communicate any parking matters within
the Downtown area and any construction related concerns from the Library Square
development.
Advisory Committee Review
Not Applicable.
Legal Considerations
None.
Financial Implications
There are no direct financial implications associated with this report.
Page 22 of 56
September 22, 2020 7 of 9 Report No. PDS20-024
However, should Council decide to proceed with the installation of traffic signal at the
intersection of Yonge Street and Church Street and implementation of ‘All-way Stop’ at
the intersection of Victoria Street and Church Street, the estimated costs are provided
below:
1. Installation of traffic signal at the Yonge Street and Church Street intersection:
Approximately $206,040. This is included in the 10-year Capital Plan (project no.
34516) and it will be funded by “Development Charges” and “Growth and New
Reserve”; and,
2. Implementation of ‘All-way Stop’ at the Victoria Street and Church Street intersection:
Approximately $800 and the necessary funds are available from the Town’s
Operations Department Operating Budget.
These improvements represent the incremental Library Square costs which will be
brought to Council for its final review and approval upon further studies.
Communications Considerations
Prior to the construction, Chandos will provide a detailed construction management plan
listing the construction stages, estimated duration for each stage and the expected
impact (i.e. parking restrictions, lane closure, etc.) and this information will be circulated
to the nearby residents and businesses.
In addition, the Town of Aurora will ‘inform’ the public of the study recommendations by
posting this report to the Town’s website on the Library Square page.
There are five different levels of community engagement to consider, with each level
providing the community more involvement in the decision making process. These
levels are: Inform, Consult, Involve, Collaborate and Empower. Examples of each can
be found in the Community Engagement Policy. These options are based on the
International Association of Public Participation (IAP2) Spectrum and assist in
establishing guidelines for clearly communicating with our public and managing
community engagement.
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.
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September 22, 2020 8 of 9 Report No. PDS20-024
Alternative(s) to the Recommendation
1. That Council to provide direction.
Conclusions
This report presents to Council the findings and conclusions of the Library Square
Parking Study. The Parking Study provides short-term, medium-term and long-term
recommendations to address the future parking demand and traffic management
strategies.
The following key recommendations are provided:
It is recommended the Town to consider Option 1B by entering into a shared
parking agreement with either the United Church or Trinity Church, or both, as
short-term parking strategy;
As part of the traffic management strategies, the Parking Study recommends to
signalize the intersection of Yonge Street and Church Street and install ‘All-way
Stop’ control at the intersection of Victoria Street and Church Street; and,
The Parking Study provided a list of mitigation strategies to reduce the impact for
all road users (including pedestrians) as a result of construction.
In addition, a staff working group has been created to discuss, manage and
communicate parking related matters during construction of the Library Square
development. The working group will provide updates to Council during the various
stages of construction.
Attachments
Attachment 1: List of Background Studies
Attachment 2: Detailed Parking Survey and Analysis Results
Attachment 3: Parking Study Short, Medium and Long Term Options
Attachment 4: Benefits and Drawbacks for the Proposed Traffic Control
Amendment
Previous Reports
Staff Report No. PDS19-018, dated March 21, 2019; and,
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September 22, 2020 9 of 9 Report No. PDS20-024
Staff Report No. PDS19-063, dated July 16, 2019
Pre-submission Review
Agenda Management Team review on September 3, 2020
Approvals
Approved by David Waters, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 25 of 56
Attachment 1
List of Background Studies
Background Studies Descriptions
Master
Transportation
Operations Study
In 2002, the Town conducted a Master Transportation
Operations Study that indicated that there was an adequate
amount of both on and off-street parking in the downtown area
to meet demand.
Downtown Core
Area Parking Study
In 2007, the Town retained Marshall Macklin Monaghan
(MMM) to update the parking component of the 2002 study to
assess whether parking supply was still adequate in response
to concerns raised by the Aurora Public Library. The MMM
report reviewed existing parking supply and demand, and
determined that the core area in Downtown Aurora generally
had enough parking and was expected to continue to do so in
the future, with the exception of library parking which was
operating at capacity.
Aurora Promenade
Urban Design
Strategy
In 2010, the Town of Aurora approved the Aurora Promenade
Urban Design Strategy. The purpose of the Urban Design
Strategy was to guide and manage growth in a way that
realizes the Official Plan and Secondary Plan vision for
revitalizing the Yonge and Wellington corridors into a vibrant
place to live, shop, work and play. Key to the strategy is
reinforcing and enhancing the Cultural Precinct by leveraging
cultural assets, enhancing public spaces and promoting a
distinct streetscape.
Downtown Traffic
Management Plan
In 2016, in response to a Council motion, staff initiated a
Downtown Traffic Management Plan for Library Square to
assess a number of issues in the area, including traffic
infiltration, parking demand and a plan to convert on-street
parking to angled parking on the Church Street, Victoria Street
and Mosley Street boulevard, and traffic operation
configuration on these streets to one-way only.
Cultural Precinct
Study
In 2016, Fotenn prepared a vision and concept plan for the
Cultural Precinct as identified in the Aurora Promenade Plan.
This study builds on the foundation established through the
Aurora Cultural Master Plan (2014), the guiding principles for
the Cultural Precinct contextualize the town’s overarching
cultural goals, and set the framework for the development of a
community focused, economically viable and culturally vibrant
district for Aurora.
Page 26 of 56
Attachment 2 Study Area Existing Parking Supply
Locations Parking Supply
Library Parking Lot 77 spaces
School House Parking Lot 15 spaces
Off-street Public Parking Facility 59 spaces
Off-street Private Parking Facilities 410 spaces
On-street Parking 425 spaces
Total (with private parking lots) 986 spaces
Total (without private parking lots) 576 spaces
Note: 1) Since the existing on-street parking is not delineated by markings, the parking counts varies depending on several factors including the size of the vehicles and the distance left between vehicles. Therefore, the on-street parking supply represents an approximate count. Wider Area Existing Parking Demand
Locations Parking Supply Parking Demand Utilization
On-street Parking: 425 spaces 76 spaces (96 spaces) 18% (14%)
Off-street Parking: 561 spaces 323 spaces (237 spaces) 58% (42%)
Total: 986 spaces 399 spaces (333 spaces) 40% (34%)
Parking Available: 587 spaces (653 spaces) 60% (66%)
Notes:
1) 79 off-street parking spaces are demand from the Library and School House; and,
2) Without bracket represent Friday values – e.g. 76 spaces (With bracket represent
Saturday values – e.g. 96 spaces).
Focus Area Existing Parking Demand
Locations Parking Supply Parking Demand Utilization
On-street Parking: 219 spaces 62 spaces (78 spaces) 28% (35%)
Off-street Parking: 151 spaces 119 spaces (117 spaces) 79% (77%)
Total: 370 spaces 181 spaces (195 spaces) 49% (53%)
Parking Available: 189 spaces (175 spaces) 51% (47%)
Notes:
1) 79 off-street parking spaces are demand from the Library and School House; and,
Without bracket represent Friday values – e.g. 62 spaces (With bracket represent
Saturday values – e.g. 78 spaces).
Page 27 of 56
Changes to Focus Area Existing Parking Supply
Locations Supply Removed Supply Replaced Net Supply
Library and school House - 92 spaces + 78 spaces - 14 spaces
Victoria Street (between Church Street and the northern limit of the site) - 7 spaces + 16 spaces + 9 spaces
Church Street (between Yonge Street
and Victoria Street) - 14 spaces + 20 spaces + 6 spaces
Total - 113 spaces + 114 spaces + 1 space
Estimated Event Attendance and Occupancy Capacity
Events Weekday Weekend
Proposed Library Multi-Purpose Rooms 160 people 160 people
Proposed Theatre 246 people 246 people
Existing Aurora Public Park 30 people 70 people
Existing Farmer’s Market - 200 people
New Armoury Uses 240 people 240 people
Total 676 people 916 people
Focus Area Future Day-to-Day Parking Demand
Locations Parking Supply Parking Demand Utilization
On-street Parking: 234 spaces 92 spaces (113 spaces) 39% (48%)
Off-street Parking: 137 spaces 118 spaces (111 spaces) 86% (81%)
Total: 371 spaces 210 spaces (224 spaces) 57% (60%)
Parking Available: 161 spaces (147 spaces) 43% (40%)
Notes:
1) 78 off-street parking spaces are demand from the Library and School House; and,
2) Without bracket represent Friday values – e.g. 92 spaces
(With bracket represent Saturday values – e.g. 113 spaces).
Page 28 of 56
Wider Area Future Event (100% Capacity) Parking Demand
Locations Parking Supply Parking Demand Utilization
On-street Parking: 440 spaces
(395 spaces) 352 spaces (395 spaces) 80% (100%)
Off-street Parking: 157 spaces 142 spaces (157 spaces) 90% (100%)
Total: 597 spaces 494 spaces (552 spaces) 83% (100%)
Parking Available: 103 spaces (0 spaces) 17% (0%)
Notes:
1) 78 off-street parking spaces are demand from the Library and School House;
2) Without bracket represent Friday values – e.g. 352 spaces
(With bracket represent Saturday values – e.g. 395 spaces); and,
3) On-street parking will be reduced by 45 spaces when Farmer’s Market is in operation
on Saturday.
Page 29 of 56
Attachment 3
Short-Term Options
a) Option 1 – Use existing area parking supply & proposed 78 Site parking spaces and
additional 15 on-street parking spaces:
As concluded in the Parking Study, there is sufficient parking supply in the vicinity of the
Site to accommodate the existing and future parking demand for the day-to-day uses
and most of the events.
This option requires no Town intervention except for the current plans to redevelop the
Site. The Town can also provide information at the library and school house that
outlines the location of public parking in the vicinity of the Site, so that visitors to the Site
know the options available to them. The parking demand should be monitored following
the redevelopment of the Site to ensure that the supply is adequate to address the new
parking demand.
b) Option 1B – Enhance and encourage use of the existing parking supply (quick wins):
There are numerous short-term measures that can significantly enhance the existing
parking supply and alter how area residents and visitors utilize the parking supply.
These can be considered ‘quick wins’ that can be implemented prior to medium and
long-term measures in order to maximize the opportunities in the area.
The quick wins are outlined below.
• Maximize use of existing off-street public parking;
• Revisit Yonge Street parking restrictions;
• Encourage long-term parking in less desirable lots (e.g. through agreement with
the United Church located at 15186 Yonge Street and/or the Trinity Church
located at 79 Victoria Street); and,
• Transportation Demand Management (e.g. cycling support, pedestrian
connectivity, carpooling support, area parking management (by pricing and/or
restrictions), transit passes and communication and promotion).
Medium-term Options
a) Option 2 – Build additional parking on-site:
Consideration should be given to constructing surface or structured parking with an
additional 35 parking spaces than what is currently proposed through the
redevelopment of the Site. The 35 parking spaces would accommodate the additional
Page 30 of 56
day-to-day forecast parking demand and the existing demand that cannot be
accommodated by the proposed parking supply on-site. Thus, the existing and
proposed on-street parking supply would not be required to support the day-to-day
parking demand of the Site.
Long-Term Options
a) Option 3A/B – Consolidate area parking:
The area surrounding the Site and the Downtown Area consists of many small, private
surface parking lots that serve individual businesses. Over time, the Town can slowly
transition from private parking lots to larger, shared public parking lots. Consolidated
public lots would increase efficiency, design quality, and access opportunities. This
would also increase the area parking supply, which would be more efficient in
accommodating the existing and future parking demand.
This can be achieved through two options:
• Option 3A: Consolidated Surface Parking Lot; and,
• Option 3B: Below-Grade Parking Structure with Development Above (Off-site).
Similarly to the medium-term options, Option 3A and 3B are long-term strategies that
will address and mitigate the shortfalls of the proposed parking supply. However, these
options do not need to be pursued right away in order to be implemented. The Town
can continue to explore the medium-term options and reevaluate the long-term options
following the redevelopment of the Site in order to determine if it is necessary based on
the observed parking demand for the Downtown Area in the future.
Page 31 of 56
Attachment 4
Installing a new traffic signal at the intersection of Yonge Street and Church Street
Benefits Drawbacks
• Provides enhanced access to and from Church Street, especially
southbound left and westbound left
movements;
• Increased delays for vehicles, especially along Yonge Street;
• Additional pedestrian crossing opportunities along Yonge Street; • Reduces travel speed at an irregular intersection;
• Enhanced pedestrian safety, as it will hopefully reduce the amount of jay-walking at this intersection; and,
• The traffic volumes on Church Street does not warrant a signalized intersection; and
• Longer term potential for the site
adjacent to the intersection should it
be redeveloped.
• The existing driveway on Yonge Street (adjacent to the intersection) makes the signalization of the
intersection less than ideal.
Converting the 2-way ‘Stop’ to an ‘All-way Stop’ at the intersection of Victoria Street and Church Street
Benefits Drawbacks
• Enhanced pedestrian safety, as the ‘All-way Stop will provide a controlled pedestrian crossing of Victoria Street, which is an existing pedestrian
movement that is completed through jay-walking;
• Increased delays for vehicles;
• The intersection is irregular and the additional ‘Stop’ controls will force vehicles approaching the intersection to slow down and stop;
• Potential queuing northbound on Victoria Street, which could block Metcalfe Street; and,
• Will act as a traffic calming measure with the additional traffic resulting
from the Project and area event
spaces; and,
• It does not address the existing offset at this intersection.
• It is a relatively low-cost traffic
management strategy.
Page 32 of 56
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. OPS20-015
______________________________________________________________________
Subject: DWQMS – Financial Plan
Prepared by: Iustina Voinea, Program Coordinator, Water/Wastewater/Sotrmwater
Department: Operational Services
Date: September 22, 2020
______________________________________________________________________
Recommendation
1. That Report No. OPS20-015 be received; and
2. That the ten (10) year Financial Plan for the Town of Aurora Water System be
approved.
Executive Summary
The purpose of this report is to obtain Council approval of a Financial Plan required for
renewing the Municipal Drinking Water License (MDWL), under the Safe Drinking Water
Act, 2002 (the Act). A Municipal Drinking Water License is an approval by the Ministry of
Environment, Conservation and Parks (MECP) for the operation of the municipal
drinking water system for a five (5) year period. The Town of Aurora’s (The Town’s)
current MDWL expires in July 2021. The Town’s distribution system Financial Plan has
been prepared in accordance with Ontario Regulation 453/07 and must be approved by
a resolution of Council and submitted to the MECP with the License application and to
the Ministry of Municipal Affairs and Housing.
Licensing of drinking water system mandated by Provincial Legislation
The requirement for a provincially Approved Financial Plan is focused on the
Province’s long term strategy to ensure financially sustainable drinking water
systems
The Town’s focus on long-term sustainability includes multi-year operating and
capital programs consistent with Provincial requirements
The Aurora water system’s Financial Plan submission is based upon the Town’s
most current multi-year forecast with one exception
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September 22, 2020 2 of 6 Report No. OPS20-015
Financial Plan submission based on current approved Town budget and long
term forecast
Financial Plan meets all legislated requirements and demonstrates sustainable
funding for long term preservation of assets
Background
In Part Two of Justice Dennis O’Connor’s Report of the Walkerton Inquiry, Justice
O’Connor recommended that municipalities plan for the long-term financial sustainability
of their drinking water systems. Municipalities should ensure adequate finances are
available to cover operational costs as well as costs for maintaining and upgrading
municipal water systems in order to ensure the safety of drinking water supplies.
Ontario Regulation 188/07 – Licensing of Municipal Drinking Water Systems, under the
Act, outlines the requirements and timelines for acquiring a License for the Town’s
drinking water system. A Council approved Financial Plan, in accordance with Ontario
Regulation 453/07-Financial Plans, outlining at a minimum six (6) years of operations is
required to be submitted to the Ministry of Environment, Conservation and Parks part of
the application for Town’s Drinking Water System License renewal.
The Town’s due date to apply for the License renewal is December 29, 2020.
Analysis
The requirement for a provincially Approved Financial Plan is focused on the
Province’s long term strategy to ensure financially sustainable drinking water
systems.
The primary purpose for the submission of a Financial Plan to the Province is to support
the Provincial objective of ensuring all drinking water systems are planning for long term
financial needs. The plan is intended to demonstrate that financial commitment. This
commitment is fully supported by staff and Council as demonstrated by the operating
budget process and long term capital planning initiatives undertaken annually.
The Town’s focus on long-term sustainability includes multi-year operating and
capital programs consistent with Provincial requirements.
The Town’s current practice of maintaining a ten (10) year capital and operating plan for
its water program costs and rates compared to its recent historical trends is consistent
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September 22, 2020 3 of 6 Report No. OPS20-015
with Provincial requirements. This program’s capital replacement plan drives the
Town’s reserve adequacy analysis that determines the extent to which its reserve must
be replenished each year in order to ensure its sustainability.
This approach exceeds the minimum Provincial requirement at this time being a six (6)
year financial plan.
The Aurora water system’s Financial Plan submission is based upon the Town’s
most current multi multi-year forecast with one exception.
The presented Aurora water system ten (10) year plan is in alignment with the Town’s
most current multi-year plan and does not commit the Town to any additional
expenditures in any way.
There is only one instance where these plans are not in alignment relating to the
inclusion of the effects of this program’s tangible capital assets on its financial picture.
In an effort to reflect this program’s projected performance based upon a full accrual
basis of accounting, the amortization expenses for all of its existing assets has been
accounted for and funded within the Town’s financial plan in an effort to ensure a
financial sustainable water system. This amortization expense has been captured in the
form of an annual contribution to the water reserve in support of the renewal of existing
infrastructure. It can be observed that the financial plan’s reserve contributions exceed
amortization expenses. This can be expected as an asset’s amortization expense
represents the historical cost for this asset rather than its future replacement cost.
Consequently, the planned contribution to the water reserve is based upon future asset
replacement cost.
The Town’s planned contribution to the water reserve is driven by its identified tangible
capital asset multi-year rehabilitation and replacement capital plan. Annual required
reserve contributions strive to ensure the ongoing financial sustainability of this reserve
in consideration of this plan’s on-going requirements.
Financial Plan meets all legislated requirements and demonstrates sustainable
funding for long term preservation of assets.
The Town has been progressively moving towards sustainable funding of the water
system and this is now being demonstrated to the Province through submission of this
plan. The Financial Plan has been prepared in compliance with Provincial requirements
for reporting and will fulfil licensing requirements.
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September 22, 2020 4 of 6 Report No. OPS20-015
Advisory Committee Review
None
Legal Considerations
The Town must renew its municipal drinking water licence prior to the expiration date
set out in the licence. Subsection 1(2) of O. Reg 453/07 requires that when the Town is
renewing the municipal drinking water licensce under section 32(4) of the Act, Council
must approve a financial plan for the system that applies for a period of at least six (6)
years and which includes, among other things, details of the proposed or projected
financial position and financial operations of the drinking water system.
Financial Implications
As noted previously, the presented financial plan for the Aurora water system is in
alignment with the Town’s most current multi-year financial plan. There are no additional
financial implications of this report beyond the current water system budget plans
previously approved by Council. The most current 2020-30 Financial Plan for the Aurora
water system’s operating and capital budgets can be found under Attachment #1.
Communications Considerations
The Town of Aurora will use ‘Inform’ as the level of engagement for this project. There
are five different levels of community engagement to consider, with each level providing
the community more involvement in the decision making process. These levels are:
Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in
the Community Engagement Policy. These options are based on the International
Association of Public Participation (IAP2) Spectrum and assist in establishing guidelines
for clearly communicating with our public and managing community engagement. In
order to inform, this report with be posted to the Town’s website. Residents will be
notified of the posting under the news and notices section on the website and through
social media.
Link to Strategic Plan
This process supports the Strategic Plan goal of Supporting an Exceptional Quality of
Life for All, through its accomplishment in satisfying requirements in the following key
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September 22, 2020 5 of 6 Report No. OPS20-015
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(s) to the Recommendation
There are no alternative recommendations. Council endorsement and submission of a
Financial Plan is part of the legislated requirements of the drinking water system
licensing process.
Conclusions
The Town of Aurora has successfully completed all the necessary steps to meet the
Safe Drinking Water Act, 2002 and related licensing requirements. Council
endorsement and submission of the Financial Plan is the final step in meeting the
Licensing requirements for the drinking water system.
The License renewal application package including the Financial Plan will be submitted
to the MECP in December, to comply with DWQMS License renewal due date of
December 29, 2020.
Attachments
Attachment #1 - Town of Aurora Distribution System Financial Plan No. 115-301
Previous Reports
OPS20-012 Drinking Water Quality Management System-Management Review, June
16, 2020
Pre-submission Review
Agenda Management Team review on September 3, 2020
Page 37 of 56
September 22, 2020 6 of 6 Report No. OPS20-015
Approvals
Approved by Allan D. Downey, Director, Operational Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 38 of 56
Aurora Water System Financial Plan
As Required by Ontario Regulation
453/07
The Town of Aurora Distribution System
Financial Plan No. 115-301
September 2020
Prepared by: Town of Aurora
Operational Services Department
Attachment 1
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Aurora Water System Financial Plan September 2020
2 of 16
Town of Aurora
Operational Services
Table of Contents1. ................................................................................... Introduction
3
1.1. Ontario Regulation 453/07 .............................................................................. 3
1.2. Sustainable Financial Planning ..................................................................... 4
1.3. Municipal Drinking Water Licence ................................................................. 5
2. Financial Management Practices ............................................................... 5
2.1. PSAB Compliance and full accrual accounting ........................................... 5
2.2. Life Cycle Analysis and 10 Year Capital Plan ............................................... 6
2.3. Impact of Community Growth ........................................................................ 7
2.4. Operating Expenditures .................................................................................. 7
2.5. Reserves and Use of Debt .............................................................................. 8
2.6. Flow Projections and Rate Setting ................................................................ 9
3. Financial Plan ............................................................................................... 9
3.1. Introduction ..................................................................................................... 9
3.2. Opening Position ........................................................................................... 10
3.3. Capital Investment Plan ................................................................................ 11
3.4. Statement of Operations ............................................................................... 11
3.5. Statement of Cash Flow (Direct Method) .................................................... 12
3.6. Statement of Change in Net Financial Assets ............................................ 13
3.7. Reserve Balance ............................................................................................ 13
3.8. Rate Forecast ................................................................................................. 13
3.9. Summary of Financial Position .................................................................... 14
Appendix A- Financial Tables .......................................................................... 15
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Aurora Water System Financial Plan September 2020
3 of 16
Town of Aurora
Operational Services
1. Introduction
1.1. Ontario Regulation 453/07
One of the requirements for licensing of drinking water systems under Ontario
Regulation 453/07 of the Safe Drinking Water Act, 2002, is the development of a
Financial Plan covering a period of at least 6 years. This regulation requires that
the Owner of a drinking water system approves a financial plan that must be
submitted to the Province within the timeline listed in the drinking water system
licence.
The financial plan requirements identified in this regulation are summarized as
follows:
The plan must be approved by resolution of Council that indicates that the
drinking water system is financially viable
The plan must provide for a planning period of at least six years, starting
the last year of the existing licence
The plan must include the current financial position, projected operating
costs, capital plan, and revenues to demonstrate appropriate fiscal
management
The plan must be made available to the public at no cost and the public
must be notified of its availability
A copy of the plan must be submitted to the Ministry of Municipal Affairs
and Housing
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Aurora Water System Financial Plan September 2020
4 of 16
Town of Aurora
Operational Services
1.2. Sustainable Financial Planning
In August 2007, the Ministry of Environment issued a guideline entitled Toward
Financially Sustainable Drinking Water and Wastewater Systems. The Town has
followed this guideline to transform the financial aspects of its water and
wastewater systems into a format that complies with Ontario Regulation 453/07.
The guideline defines principles to aid in developing financial plans. These are:
1. Practice ongoing public engagement and transparency to build confidence in
the financial plans and systems delivering these services
2. An integrated approach to planning among water, wastewater, and
stormwater systems is desirable given the relationship among these services
3. Revenue collected for these services should be used to meet the needs of
these services
4. Life cycle planning with mid-course corrections is preferable to not planning at
all
5. An asset management plan is a key input to the financial plan
6. A sustainable level of revenue is key to meeting legislative requirements and
future repair and replacement needs
7. By ensuring users pay for services provided (through metering), a more
equitable outcome is achieved including increased conservation
8. Financial plans are living documents that require continuous updating and
improvement
9. Financial plans benefit from collaboration with various groups including
engineering, finance, staff and Council
The Department has taken great efforts to incorporate these principles into the
development of financial plans and the annual budget process.
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Aurora Water System Financial Plan September 2020
5 of 16
Town of Aurora
Operational Services
1.3. Municipal Drinking Water Licence
The Town of Aurora received its current drinking water licence in July 2016. The
licence is valid for 5 years with the requirement to submit a renewal application
before December 29, 2020.
The licence requires that a financial plan be submitted with the renewal
application.
2. Financial Management Practices
2.1. PSAB Compliance and full accrual accounting
Public Sector Accounting Board (PSAB) compliance relates to the identification
and amortization of capital assets so that they are recognized as an investment
rather than the previous municipal practice of expensing capital projects in the
year the expenses were incurred. This approach results in recognizing the long
term nature of infrastructure and accounting for its future replacement through
the annual consumption of its value as determined by appropriate asset
amortization rates. The principle supports the notion that investments in the
system should be at least equal to the annual amortization amount which should
lead to a sustainable state for infrastructure condition.
Full accrual accounting is the principle of recognizing all costs related to the
operation of the system. The principle components of the full cost side of accrual
accounting include operating expenses, interest expenses (if any), and
amortization of the tangible capital assets. In principle, the sum of these costs
represents the full cost of the water system and represents a sustainable funding
model. However, in reality, the water system’s amortization expense is not an
accurate indication of the true cost of replacing the system’s existing assets due
to two factors; it does not reflect community growth and is based upon the
historical cost of the original assets rather than their future replacement costs.
Supporting the growth of a community requires additional funding beyond what is
generated from the existing infrastructure. As a community grows, so too does its
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demand for water resulting in a requirement to expand the community’s water
network in order to accommodate this demand. The funding necessary for the
construction of this new infrastructure must be raised in addition to the funds that
are used to maintain and operate the Town’s existing network. Most commonly,
new infrastructure funding is raised through other avenues such as development
charges. Future new infrastructure needs are identified through master plans that
are reviewed and updated on a regular basis.
As the amortization expense is based upon the historical cost of the water
system’s existing assets, these costs do not consider Inflation and therefore
undervalues the replacement cost of an asset. To compensate for this it is
necessary to develop an asset replacement plan that considers the future
replacement cost of each asset.
PSAB accounting ensures that financial reporting complies with the legislation on
a historic reporting basis, however does not ensure that sufficient funding will be
available even with the full accrual accounting methodology. To compensate for
this, the development of a detailed asset growth and replacement plan which
considers the system’s future demand and future asset replacement costs is a
necessity to ensure that its has a in sustainable funding strategy for the Town’s
water system. Under this methodology the system’s future investment needs will
exceed its amortization costs to ensure a truly sustainable system. For the
purposes of this financial plan, asset amortization has been factored into the
contribution to reserves line item under the system’s operating expenses. Also,
the included contributions to reserves have been validated against the water
system’s asset management plan to demonstrate and its amortization expense.
2.2. Life Cycle Analysis and 10 Year Capital Plan
The life cycle approach is an appropriate method of determining long term
system capital needs and funding for those needs in a systematic and
sustainable manner. The Town uses a 10 year planning horizon for capital
planning.
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The Aurora water system’s 10 year capital plan is built upon its asset
management Plan foundation. This 10 year plan identifies all the necessary
works including all required asset repair, replacement, enhancement and risk
mitigation. This plan is intended to be fully funded from its reserve account which
is replenished on an annual basis through water rates which are set in an effort
to meet long term target reserve balances.
2.3. Impact of Community Growth
The Town completed a review of its water system development charge
requirements as part of the Town’s recent 2019 background study. As of this
development chart study, the Town’s projected a total population growth of
13,163 over its planning horizon of 2019-2031, with a total projected population
of 70,900 at the end of this period.
The majority of Town’s green field development is nearing completion. Once
these developments have been serviced, minimal further infrastructure growth is
anticipated for the next ten years.
2.4. Operating Expenditures
Operating expenses are derived from the following areas:
Staff salaries
Materials and supplies
Fleet charges
Contracted services
Bulk purchase of water from York Region
Interdepartmental charges for meter reading and billing services
Contribution to reserves
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The total of operating expenses is intended to provide for a full cost accounting
picture that meets both the annual operating needs and the long term capital
requirements of maintaining the system.
The Clean Water Act, 2006 is an act focused on protection of drinking water
supplies through source water protection plans. Within York Region, the regional
upper tier government has the responsibility for water production and treatment
and has been taking the lead role in fulfilling the requirements of the Clean Water
Act. The Town has played an active role through participation, data collection
and evaluation of the plans and is a partner in the process. However, under the
current structure, the Town’s impact on the operations of the overall water
system is limited.
Lead service connections have been a priority for the Province with mandatory
testing and development of lead service replacement programs. The Town is
conducting regular lead testing and has not uncovered any issues with lead
presence in its water to date. The Town was offered relief in its sampling and
testing of residential properties until December 2021 based upon its past test
results showing no lead in the drinking water. The Town continues with its
sampling and testing for lead in the distribution system. The financial implications
of this program have been incorporated into its annual operating budget.
2.5. Reserves and Use of Debt
The contribution to reserves operating expense item represents the forecasted
amount that is needed to sustain the longer term capital rehabilitation and
replacement program for the Aurora water system. This contribution is
established based on the 10 year capital plan and is adjusted periodically as
required to meet the long term reserve balance target of two times the typical
annual capital program forecast costs. This reserve balance target is based on
providing sufficient funds to account for larger expenditure years over the long
term capital plan. This target is currently $1.5M. Should the reserve balance be in
a deficit position in any given year, the resultant funding shortfall is addressed
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through internal borrowing as arranged through the Finance Department and is
assumed to be charged an annual interest rate of 4.64 percent. The Town has
not required external debt to maintain the system and does not anticipate a
requirement for external debt based on the current capital forecast.
2.6. Flow Projections and Rate Setting
The responsibility for water production resides with York Region as the upper tier
municipality. All of the Town’s water requirements are provided by York Region
through water that is purchased from Peel Region and the City of Toronto, as
well as, water sourced from groundwater wells. An arrangement of regional
meters are in place to determine how much water is purchased by the Town.
The Town’s consumer rates are determined based on its need to generate
sufficient funds to recover the Aurora water system’s estimated total annual
operating costs which include its required contribution to reserve. In the
calculation of these rates, unbillable water loss is considered. The Town water
system’s current water loss rate is estimated to be11 percent; this estimate is
reviewed and assessed on an annual basis.
3. Financial Plan
3.1. Introduction
This plan is based on the Town’s most current information available as derived
from the Town’s capital and operating budget process as well as from its historic
asset valuations based on PSAB requirements. This plan provides a 10 year
forecast of expected cash flows and asset valuations and is subject to change
from time to time. The format and information presented in these tables is in
conformance with guidelines set out by the Ministry of Environment,
Conservation and Parks.
The Financial Plan requires a forecast for the following financial areas:
Total financial assets
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Total liabilities
Net Debt
Total non-financial assets
In addition, it requires projections of cash flows over time including system
projected gross cash receipts and gross cash payments arising from:
Operating activities
Capital activities
Financing activities
Investing activities
The key objectives of the funding plan are as follows:
1. To avoid large fluctuations in rates from year to year
2. Manage the level of debt (Internal)
3. Establish an appropriate level of cash reserves that reflects current and
future needs of the system
The following sections provide a description of each report and the reports are
located in Appendix A.
3.2. Opening Position
The information in Table 1 provides a start point for the financial plan and is
based on the 2020 operating year.
Table 1
Opening Position 2020
Description Amount
Revenue $11,951,166
Operating Expenses $2,641,648
Reserve Contribution $1,700,000
Cash Reserve $7,772,838
Fixed Assets $57,639,739
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3.3. Capital Investment Plan
The capital investment plan establishes the water system’s future investments
that are required to maintain its existing infrastructure as well as accommodate
for future growth and changes in water demand. The plan is derived from several
sources including:
Asset renewal forecasts identified through the PSAB process
Condition assessments performed through various programs
Coordination of reconstruction with other key projects such as roads and
sewers
Coordination with York Region projects where infrastructure shares
common locations
Forecast of future needs based on planned development and growth in
the community through the Development Charges Background Study
Table 2 summarizes the annual expected investment to 2030 and demonstrates
a reasonably balanced annual investment rate with a higher than normal
expenditure in 2020. This anomaly is primarily driven by a necessity to
coordinate water system with road network rehabilitation and replacement capital
planning in order to minimize overall project costs. The presented rehabilitation
and replacement capital investment plan is financially feasible as per the
presented plan. There are no significant anomalies in the project portfolio in the
long range forecast beyond 2030.
3.4. Statement of Operations
The statement of operations provides a profile of the direct costs related to the
operation of the water system. A key element of this financial plan is the
incorporation of the system’s tangible capital asset amortization expense into the
statement of operations to reflect the minimum level of capital rehabilitation and
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replacement expenditure that is required annually to maintain the system. Table
3 presents the statement of operations.
The plan generates an annual surplus of funds on an annual basis primarily
relating to the difference between the planned contributions to the reserve which
are based on replacement value and amortization which is lower. A significant
cost driver in the operations is the wholesale purchase of water from York Region
which is primarily influenced by 2.9% rate increase projections from 2021 and
beyond. Over the 10 year planning horizon the total operating costs increased by
35% percent with 87% of this increase being driven by the system’s wholesale
water cost. This cost is projected to increase by 47 percent over the next ten year
period. This change is also impacted by the consideration of future growth in
water demand.
3.5. Statement of Cash Flow (Direct Method)
The cash flow statement identifies the flow of cash in and out of the operation
and also incorporates the effects of changes related to asset activity through
capital project investments, growth and development charges. The statement is
broken down into operating, investing, and financing activities. The purpose of
the statement is to provide information on solvency, changes in assets liabilities
and equity, and indicate the amount and probable timing of future cash flows.
The direct method of reporting is used. This method reports major classes of
cash receipts and payments under the categories of:
Operating Transactions
Capital Transactions
Finance Transactions
This is a simpler report to interpret compared to the indirect method which uses
net-income as a starting point.
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From the statement in Table 4, it can be seen that cash receipts from operations,
which exclude amortization as it is a non cash item, are essentially at breakeven
reflecting both growth in consumption and rate increases required to sufficiently
fund the program.
3.6. Statement of Change in Net Financial Assets
The statement of change in net financial assets indicates whether sufficient
revenue is available to offset the operating, capital asset cost, and other non-
financial asset costs. Table 5 presents the statement of change in net financial
assets.
3.7. Reserve Balance
Table 6 represents the forecasted reserve balance for the planning period 2020 -
2030. In comparing the reserve contributions to the amortization rates shown in
Table 5, it is demonstrated that reserve contributions are exceeding the system’s
capital asset amortization expense resulting in improving reserve health. It is
estimated that the reserve should be adequate to address the water system’s
future replacement needs for at least the next years. Further increases to reserve
contributions will be contemplated on an annual basis to achieve the preferred
reserve balance of two time’s annual capital requirement which is set at a current
target of $1,500,000.
3.8. Rate Forecast
Table 7 presents the water rate forecast as a cost per cubic meter. The rate
reflects full costs to be recovered relative to expected net volumetric sales after a
deduction of un-billable water use and loss.
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3.9. Summary of Financial Position
The financial plan for the Town of Aurora has been prepared to incorporate all
the required elements and demonstrates a commitment to move to full cost
accounting and a sustainably funded water system. As the Town’s water
system’s infrastructure ages, its capital rehabilitation and replacement
requirements will continue to grow which will continue to subject the system’s
required contribution to upward pressure.
Over the coming ten years, the Town will reach build out resulting in a
stabilization in demand on the system. All anticipated growth requirements for the
water system for the past ten years has been captured in the Town’s recent
development charge study. Through its study, the Town strives to address the
timing and funding of these noted requirements while adhering to the principle of
“growth pays for growth”. This plan strives to ensure that the system’s growth
requirements have no net impact on the annual operating budget.
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Appendix A- Financial Tables
Description 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Repair and replacement 2,818 523 984 792 558 456 408 238 243 200 -
S&O - - - - 200 - - - - - -
Growth and New - - - - - - - - - - -
Total 2,818 523 984 792 758 456 408 238 243 200 -
Capital Investment Plan ('000)
Table 2
Description 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Revenues 11,951 12,327 12,631 12,721 13,010 13,480 13,982 14,307 14,641 15,197 15,770
Expenses - - - - - - - - - - -
Operating Costs 2,682 2,713 2,774 2,820 2,856 2,894 2,941 2,980 3,019 3,070 3,111
Wholesale purchase of water 7,570 7,914 8,157 8,401 8,653 9,086 9,540 9,827 10,121 10,628 11,159
Interest - - - - - - - - - - -
Amortization 1,334 1,342 1,357 1,369 1,380 1,387 1,393 1,396 1,400 1,403 1,403
Gross Expenses 11,585 11,969 12,288 12,590 12,890 13,366 13,875 14,203 14,541 15,100 15,673
Annual Surplus/(deficit) 366 358 343 131 120 113 107 104 100 097 097
Accum. Surplus beginning of of period 7,773 8,139 8,497 8,840 8,972 9,092 9,205 9,312 9,415 9,515 9,612
Accum. Surplus end of period 8,139 8,497 8,840 8,972 9,092 9,205 9,312 9,415 9,515 9,612 9,709
Statement of Operations ('000)
Table 3
Description 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Operating Transactions
Cash received from:
Water Operations 11,951 12,327 12,631 12,721 13,010 13,480 13,982 14,307 14,641 15,197 15,770
Cash paid for: - - - - - - - - - - -
Operating costs 10,251 10,627 10,931 11,221 11,510 11,980 12,482 12,807 13,141 13,697 15,770
Cash provided from operating transactions 1,700 1,700 1,700 1,500 1,500 1,500 1,500 1,500 1,500 1,500 -
Capital Transactions
Acquisition of tangible capital assets 2,818 523 984 792 758 456 408 238 243 200 -
Cash applied to capital transactions (1,118) 1,177 716 708 742 1,044 1,092 1,262 1,257 1,300 -
Finance Transactions
Cash from Reserves - - - - - - - - - - -
Increase/(Decrease) in cash and equivalents (1,118) 1,177 716 708 742 1,044 1,092 1,262 1,257 1,300 -
Cash and equivalents beginning of period 7,773 6,655 7,831 8,547 9,255 9,997 11,041 12,134 13,395 14,652 15,952
Cash and equivalents end of period 6,655 7,831 8,547 9,255 9,997 11,041 12,134 13,395 14,652 15,952 15,952
Statement of Cash Flow (Direct Method) ('000)
Table 4
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Description 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Annual Surplus/(deficit) 366 358 343 131 120 113 107 104 100 097 097
Add: Amortization of capital assets 1,334 1,342 1,357 1,369 1,380 1,387 1,393 1,396 1,400 1,403 1,403
Less: Acquisition of capital assets 2,818 523 984 792 758 456 408 238 243 200 -
Disposal of tangible capital assets - - - - - - - - - - -
Change in net financial assets (debt) (1,118) 1,177 716 708 742 1,044 1,092 1,262 1,257 1,300 1,500
Net financial asset (debt) position beginning of period 7,773 6,655 7,831 8,547 9,255 9,997 11,041 12,134 13,395 14,652 15,952
Net financial asset (debt) position end of period 6,655 7,831 8,547 9,255 9,997 11,041 12,134 13,395 14,652 15,952 17,452
Statement of Change in Net Financial Assets ('000)
Table 5
Description 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Opening Reserve Balance 7,773 6,655 7,831 8,547 9,255 9,997 11,041 12,134 13,395 14,652 15,952
Contribution to Reserve 1,700 1,700 1,700 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500
Capital Investments (2,818) (523) (984) (792) (758) (456) (408) (238) (243) (200) -
Rate Stabilization Draw - - - - - - - - - - -
Closing Reserve Balance 6,655 7,831 8,547 9,255 9,997 11,041 12,134 13,395 14,652 15,952 17,452
Reserve Balance ('000)
Table 6
Description 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Total Costs to be Recovered ('000) 11,546 12,052 12,336 12,419 12,700 13,162 13,656 13,973 14,299 14,847 15,410
Volumetric Sales Forecast ('000) 5,296 5,316 5,370 5,402 5,423 5,445 5,467 5,489 5,511 5,533 5,555
Annual Blended Retail Rate (Jan 1) 2.18 2.27 2.30 2.30 2.34 2.42 2.50 2.55 2.59 2.68 2.77
Actual Rate for Billing Period (May1) 2.18 2.45 2.48 2.52 2.56 2.60 2.64 2.68 2.72 2.76 2.80
Rate Forecast
Table 7
Description 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Financial Assets
Cash 6,655 7,831 8,547 9,255 9,997 11,041 12,134 13,395 14,652 15,952 15,952
Liabilities - - - - - - - - - - -
Debt - - - - - - - - - - -
Net financial assets 6,655 7,831 8,547 9,255 9,997 11,041 12,134 13,395 14,652 15,952 15,952
Non Financial Assets - - - - - - - - - - -
Tangible Capital Assets 58,084 57,266 56,893 56,317 55,694 54,764 53,779 52,620 51,463 50,260 48,857
Accumulated Surplus/ (Deficict) 64,739 65,097 65,440 65,572 65,692 65,805 65,912 66,016 66,116 66,212 64,809
Statement of Financial Position ('000)
Table 8
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100 John West Way Aurora, Ontario L4G 6J1 (905)727-3123Aurora.ca
Town of Aurora Notice of Motion
______________________________________________________________________
Re: Environmental Advisory Committee
To: Members of Council
From: Councillor Rachel Gilliland and Mayor Tom Mrakas
Date: September 22, 2020
______________________________________________________________________
Whereas the Town of Aurora declared a Climate Emergency for the purposes of naming
and deepening our commitment to protecting our eco systems by identifying key criteria
to help reduce our carbon footprint and protect our community from the impacts of
climate change; and
Whereas the Town of Aurora is prioritizing the process of creating a Climate Action Plan
for the Town of Aurora, focused on reducing emissions and adaptation at the
community level; and
Whereas staff have been directed by Council to look for opportunities for economic
growth, stimulation in the low-carbon economy, and cost benefits for all who consume
energy; and
Whereas local governments around the world have recognized the extreme emergency
that climate change embodies and have expedited their own actions, and have called
on provincial and national governments to strengthen action on climate change; and
Whereas the Town would benefit from a dedicated committee to address environmental
and climate adaptation at a community level to discuss ongoing climate change,
protections, energy conservation, education, environmental matters and contribute
comments to the Climate Action Plan and Community Energy Plan; and
Whereas the Town of Aurora is committed to taking meaningful action to address the
environment and climate change in Aurora;
1.Now Therefore Be It Hereby Resolved That a dedicated “Environmental Advisory
Committee” be re-established to address ongoing climate change and adaptation
initiatives, energy conservation, environmental matters and contribute comments to
the Climate Action Plan.
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2.Be It Further Resolved That the “Environmental Advisory Committee” be comprised
of one (1) member of Council and five (5) citizen members; and
3.Be It Further Resolved That staff be directed to advertise, in accordance with the
provisions of the “Policy for Ad Hoc/Advisory Committees and Local Boards”, for
applications from members of the public for appointment to the “Environmental
Advisory Committee”; and
4.Be It Further Resolved That the Chief Administrative Officer be directed to appoint
one appropriate staff liaison to support the work of the “Environmental Advisory
Committee”; and
5.Be It Further Resolved That the terms of reference for the Community Advisory
Committee be amended to remove the mandate for environmental initiatives.
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