Loading...
AGENDA - General Committee - 20201103Town of Aurora General Committee Meeting Revised Agenda Date:Tuesday, November 3, 2020 Time:7 p.m. Location:Video Conference Pages 1.Procedural Notes This meeting will be held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. Mayor Mrakas in the Chair. *Additional Items are marked by an asterisk. 2.Approval of the Agenda 3.Declarations of Pecuniary Interest and General Nature Thereof 4.Community Presentations 5.Delegations Note: At this time, the Municipal Offices are closed. This meeting will be live streamed at https://www.youtube.com/user/Townofaurora2012/videos. Anyone wishing to provide comment on an agenda item is encouraged to visit www.aurora.ca/participation for guidelines on electronic delegation. *5.1.Allan Scully, EVP, Development, SmartCentres; Re: Item 8.4 - PDS20- 067 - Applications for Official Plan Amendment and Zoning By-law Amendment, 1623 Wellington Street Development Ltd., 1623 Welling Street East 1 *5.2.Rebecca Beaton, representing Regency Acres Ratepayers Association; Re: Item 8.2 - PDS20-068 - Stable Neighbourhood Policy Review - Urban Design Guidelines 19 6.Consent Agenda 7.Advisory Committee Meeting Minutes 7.1.Finance Advisory Committee Meeting Report of October 13, 2020 20 That the Finance Advisory Committee meeting minutes of October 13, 2020, be received for information. 1. 8.Consideration of Items Requiring Discussion (Regular Agenda) 8.1.CS20-020 - Workplace Diversity and Inclusion 24 That Report No. CS20-020 be received for information.1. 8.2.PDS20-068 - Stable Neighbourhood Policy Review – Urban Design Guidelines 214 That Report No. PDS20-068 be received;1. That the revised Urban Design Guidelines for Stable Neighbourhoods as attached to this report be approved; and, 2. That Staff present an annual report to Council on Minor Variance application activity within the Town’s Four Stable Neighbourhood Study Areas. 3. 8.3.CMS20-025 - Aquatic Feasibility Study - Update 350 That Report No. CMS20-025 be received for information.1. 8.4.PDS20-067 - Applicants for Official Plan Amendment and Zoning By-law Amendment, 1623 Wellington Street Development Limited, 1623 Wellington Street East 356 Concession 3, Part Lot 10, File Numbers: OPA-2020-02 and ZBA-2020- 02, Related File Numbers: SP-2018-05 and C-2020-01 That Report No. PDS20-067 be received; and1. That Official Plan Amendment application OPA-2020-02 be approved to: 2. Amend Schedule ‘AA’ of OPA 30 and revise Schedule ‘H’ of the Town of Aurora Official Plan in accordance with Figures 6 and 7 attached to this report, respectively; and a. Revise the policies of Section 3.5.3 of OPA 30, and Section 16.36 of the Town’s Official Plan in accordance with the proposed changes as listed in Appendix ‘B’ to this report; and b. That Zoning By-law Amendment application ZBA-2020-02 be approved to rezone the subject lands from “Business Park (E- BP) Zone”, “Business Park [E-BP(398)] Exception 398 Zone” 3. and “Holding Provision Business Park [(H)E-BP(398)] Exception 398 Zone”, to “Business Park [E-BP(XX)] Exception XX Zone”; and That the implementing Official Plan and Zoning By-law Amendments be brought forward to a future Council Meeting for adoption. 4. 8.5.CMS20-026 - Library Square - Governance Review 391 That Report No. CMS20-026 be received for information.1. 8.6.CMS20-027 - Cultural Master Plan Status Report 400 That Report No. CMS20-027 be received; and1. That Council approve the expansion of the Cultural Master Plan Collaborative Leadership Team by up to three (3) additional members. 2. 8.7.PDS20-061 - Update on Legislative Changes to Planning Act, Development Charges, and Growth Plan for the Greater Golden Horseshoe 405 That Report No. PDS20-061 be received for information.1. 8.8.PDS20-066 - Application for Site Plan Approval, Luxury Railings Ltd., 125 Engelhard Drive 413 File Number: SP-2019-11 That Report No. PDS20-066 be received; and1. That Site Plan Application File SP-2019-11 to permit the development of a new industrial building, be approved in principle, subject to the following conditions: 2. Resolution of all outstanding comments and requirements from internal departments and external agencies including the Region of York and the LSRCA, to the satisfaction of the Director of Planning & Development Services, prior to execution of a site plan agreement; and a. Execution of a site plan agreement.b. 9.Notices of Motion 10.New Business 11.Public Service Announcements 12.Closed Session There are no Closed Session items for this meeting. 13.Adjournment 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Delegation Request Legislative Services This Delegation Request form and any written submissions or background information for consideration by either Council or Committees of Council must be submitted to Legislative Services. Council or Committee Meeting Date: Subject: Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable): Brief Summary of Issue or Purpose of Delegation: Have you been in contact with a Town staff or Council member regarding your matter of interest?Yes տտ No տտ If yes, with whom? Date: տ I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. I wish to submit my delegation by (select one): տ Video/audio* տ Phone*܈ In Writing տ In Person** *Must attend electronic meeting.Please click here for more information. **Subject to meeting format and submission of Screening Registration Form November 3, 2020 Presentation for OPA-2020-02 and ZBA-2020-02 Allan Scully, EVP, Development, SmartCentres The purpose of the delegation is to make a presentation for the applications (OPA-2020-02 and ZBA-2020-02). Mayor Mrakas, Deputy Mayor Kim, Councillor Humphryes, Councillor Gilliland, Councillor Thompson, David Waters ✔ ✔ ✔ Page 1 of 430 AURORA SW GENERAL COMMITTEE MEETING November 3, 2020 FILE NUMBERS: OPA-2020-02, ZBA-2020-02 Page 2 of 430 AURORA SW | PUBLIC MEETING | JUNE 9, 2020 2 ABOUT PENGUIN GROUP OF COMPANIES •The Penguin Group of Companies (“Penguin”) is a real estate company owned by Mitchell Goldhar, the founder and Executive Chairman of SmartCentres. •Penguin has ownership in over 75 properties across Canada, including two properties totaling approximately 54 acres in the Town of Aurora at the intersection of Highway 404 and Wellington Street East. •Penguin has enlisted SmartCentres REIT to lead the redevelopment of the property at the southwest corner of Highway 404 and Wellington Street East. Page 3 of 430 Penguin and SmartCentres have been part of the community for over 20 years. Combined, we have developed 575K SF of retail spaces across our 4 properties. The properties, totaling 111 acres, represent significant redevelopment potential in Aurora. Combined they have generated over $2.7 million in property taxes in 2019. We are proud of our ongoing partnership and are honoured to support your vision to become a progressive community with small town charm. Through our ongoing community-focused development plans, we can also help support your mission of providing exceptional services that make people proud to call Aurora home. WORKING TOGETHER IN AURORA ●PROPERTY NAME ACRES SF 1 Aurora (14760 Yonge St)7 50,000 2 Aurora N (135 First Commercial Dr.)50 525,000 3 Aurora N (Wellington St. E. and Hwy 404)22 – 4 Aurora SW (Wellington St. E. and Goulding Ave.)32 – AT A GLANCE 4 properties 111 ACRES 575K SF $2.7M In property taxes 3 Page 4 of 430 AERIAL VIEW SUBJECT PROPERTY GOULDING AVE EXTENSION 4 SMARTCENTRES NORTH Page 5 of 430 AURORA SW | PUBLIC MEETING | JUNE 9, 2020 CONCEPTUAL PLAN 5 Page 6 of 430 Master Plan Rendering 6 Page 7 of 430 AURORA SW | PUBLIC MEETING | JUNE 9, 2020 SMARTSTOP CONCEPTUAL ELEVATION 77 Page 8 of 430 AURORA SW | PUBLIC MEETING | JUNE 9, 2020 8 BMW AURORA PROPOSED ELEVATION Page 9 of 430 Q&A Page 10 of 430 Street Level Rendering 10 Page 11 of 430 Street Level Rendering 11 Page 12 of 430 AURORA SW | PUBLIC MEETING | JUNE 9, 2020 PROPOSAL DETAILS CURRENT LAND USE DESIGNATION AND ZONING •Designated Business Park and subject to Site Specific Policy Area 36 within the Town Official Plan. •Partially zoned Business Park Holding (H) BP-398 Exception Zone (E-BP(398)) and Business Park (E-BP) Zone. •Both Official Plan and Zoning By-law permit 18,120 SM of retail and commercial uses, with 7,020 SM subject to phasing requirement. DEVELOPMENT PROPOSAL •A self-storage facility located within Area C with a GFA of 12,530 SM and a height of 4-storeys. •Two automotive dealerships located within Areas A and B, each with a GFA up to 4,646 SM and a height of 2-storeys. •Three office buildings located within Area D with a total combined GFA of 24,397 SM and heights up to 7-storeys. PROPOSED OFFICIAL PLAN AND ZONING BY-LAW AMENDMENTS •Permit a self-storage facility with site specific parking rates within Area C. •Permit motor vehicle sales establishments within Areas A and B. •Permit all Employment Business Park uses within Area D. •To maintain the existing GFA cap of 18,120 SM for retail and commercial uses •Require the development of Employment Business Park uses prior proceeding with remaining 7,020 SM of retail uses. •Amending various development standards to allow the development to proceed. 12 Page 13 of 430 AURORA SW | PUBLIC MEETING | JUNE 9, 2020 ABOUT SMARTSTOP SmartStop is an established owner and operator of self-storage facilities in North America with over 15 existing locations in Ontario. SmartStop is committed to building and operating high quality self-storage facilities that are strategically designed to fit harmoniously with the surrounding environment. Its primary customers include small businesses, start-ups and local residents. The design of self storage facilities has evolved to meet the increasingly strict municipal zoning and urban design requirements, as well as to blend-in with neighboring buildings and communities.Facilities are often located in highly visible prime commercial areas with large management offices and full retail areas. 1313 Page 14 of 430 AURORA SW | PUBLIC MEETING | JUNE 9, 2020 CONCEPTUAL PLAN 14 Page 15 of 430 AURORA SW | PUBLIC MEETING | JUNE 9, 2020 1515 FROM SHOPPING CENTRES… •Founded 30 years ago on the belief that all Canadians deserve access to affordable retail. •Currently 165 strategically-located properties at key intersections across all Canadian provinces. •Industry-leading 98% occupancy rate; 73% anchored by Walmart. •3,500 acres of land. 34.1 million square feet. $10.4 billion in assets. TO CITY CENTRES… •Focused on developing master planned communities, primarily on owned land. •Core principles include: Pedestrian-friendly communities with green spaces, amenities, and access to public transit. •$12.1 billion intensification program includes apartments, condos, seniors’ residences, offices, self storage facilities, retail and hotels. ABOUT SMARTCENTRES Page 16 of 430 SMARTVMC –100 acres, 20 million square feet MIXED USE MASTER PLANNED COMMUNITIES •Placeholder The SmartCentres approach includes strong proven partnership with local municipalities, integrating private and public planning with a shared vision. SmartVMC in Vaughan, Ontario and Laval Centre in Québec, are prime examples of SmartCentres’ emerging mixed-use intensification communities. TRANSIT CITY CONDOS 4 & 5 & A PURPOSE BUILT RENTAL TOWER PWC-YMCA TOWER & TRANSIT CITY CONDOS 1, 2, 3 16 Page 17 of 430 Thank You! Page 18 of 430 ☐☐☐☐ ܆ ܆ ܆ ܆ 1MFBTFDMJDLIFSFGPSNPSFJOGPSNBUJPO &MFDUSPOJD%FMFHBUJPO3FRVFTU November 3, 2020 General Committee meeting Item 8.2 - PDS20-068 - Stable Neighbourhood Policy Review – Urban Design Guidelines Rebecca Beaton on behalf of the Regency Acres Ratepayers Association To address the Stable Neighbourhoods Design Guidelines staff report ✔ ✔ ✔ Page 19 of 430 1 Town of Aurora Finance Advisory Committee Meeting Minutes Date: Time: Location: Tuesday, October 13, 2020 5:45 p.m. Video Conference Committee Members: Mayor Tom Mrakas Councillor Michael Thompson Members Absent: Councillor John Gallo (Chair) Other Attendees: Doug Nadorozny, Chief Administrative Officer Rachel Wainwright-van Kessel, Director, Finance Jason Gaertner, Manager, Financial Management Tracy Evans, Advisor, Financial Management Suzanne Haines, Executive Director, Aurora Cultural Centre Eric Acker, President, Aurora Cultural Centre Board Laura Hostick, Treasurer, Aurora Cultural Centre Heidi Franken, Past Treasurer, Aurora Cultural Centre Ishita Soneji, Council/Committee Coordinator _____________________________________________________________________ 1. Procedural Notes This meeting was held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. Councillor Thompson was appointed Chair for the meeting. The Chair called the meeting to order at 5:48 p.m. 2. Approval of the Agenda Moved by Mayor Mrakas Seconded by Councillor Thompson That the agenda as circulated by Legislative Services, be approved. Page 20 of 430 2 Carried 3. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50. 4. Receipt of the Minutes 4.1 Finance Advisory Committee Meeting Minutes of September 15, 2020 Moved by Mayor Mrakas Seconded by Councillor Thompson That the Finance Advisory Committee meeting minutes of September 15, 2020, be received for information. Carried 5. Delegations None 6. Matters for Consideration 6.1 Memorandum from Manager, Financial Management; Re: Aurora Cultural Centre (ACC) Detailed Budget Review The Committee inquired about the impact of COVID-19 on the 2020 budget and its related challenges anticipated for next year. Ms. Suzanne Haines, Executive Director of the Aurora Cultural Centre provided a response noting that the primary impacts are due to the changes in program offering with more virtual and reduced in-person offerings, lenient cancellation policies, and reduced fundraising opportunities. She noted that efforts to mitigate marketing and program expenses are ongoing with some pressures being offset by any Provincial funding and projected that the Aurora Cultural Centre would finish 2020 in roughly a break even financial position. She further mentioned that the Centre is planning towards maintaining continuity of its programs, events, and community involvement throughout next year in addition to accommodating to the new Cultural Centre space due to the Library Square project relocation. Moved by Mayor Mrakas Seconded by Councillor Thompson Page 21 of 430 3 1. That the memorandum regarding the Aurora Cultural Centre (ACC) Detailed Budget Review be received; and 2. That the comments and suggestions of the review of the detailed financial information for the Aurora Cultural Centre be received and referred to staff for consideration and action as appropriate. Carried 6.2 Memorandum from Manager, Financial Management; Re: 2021 Budget Process Staff provided an overview of the upcoming budget process including details of the Budget Committee meeting schedule noting that the Budget Committee will review the proposed operating budget first and then the capital budget. Staff noted that the capital budget framework has been revised and a report outlining the details will be provided at Budget Committee. Moved by Mayor Mrakas Seconded by Councillor Thompson 1. That the memorandum regarding the 2021 Budget Process be received for information. Carried 6.3 Memorandum from Manager, Financial Management; Re: Operational Services Department Budget Materials Moved by Mayor Mrakas Seconded by Councillor Thompson 1. That the memorandum regarding the Operational Services Department Budget Materials be received; and 2. That the detailed financial information for the Operational Services’ Department be received and deferred for discussion and detailed review at the November 10, 2020 meeting of the Finance Advisory Committee. Carried 7. New Business Page 22 of 430 4 Councillor Thompson inquired about the possibility of York Region reverting to a modified Stage 2 due to the increase in COVID-19 cases, and the Mayor provided a response noting that there are no changes at this time. 8. Adjournment Moved by Mayor Mrakas Seconded by Councillor Thompson That the meeting be adjourned at 6:11 p.m. Carried Page 23 of 430 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CS20-020 ______________________________________________________________________ Subject: Workplace Diversity and Inclusion Prepared by: Demetre Rigakos, Manager, Human Resources Department: Corporate Services Date: November 3, 2020 ______________________________________________________________________ Recommendation 1. That Report No. CS20-020 be received; Executive Summary The purpose of this report is to respond to Council’s direction which requested that staff provide research information on workplace diversity and inclusion strategies from public, private and non-for-profit organizations, as well as any initiatives currently under way and recommendations on how to enhance diversity and inclusion at the Town.  Staff have completed a jurisdictional scan of private, public and non-for-profit organizations in the areas of diversity and inclusion with a focus on Canada’s Best Diversity Employers as recognized annually.  Building a diverse and inclusive workforce is aligned with The Corporation of the Town of Aurora Council’s approved 2011-2031 Town of Aurora Strategic Plan.  The Town is committed to a diverse and inclusive workplace and there are several initiatives underway that will identify opportunities and add value to an enhanced environment  Staff are recommending retaining a consultant to assist in the delivery of a Workplace Diversity and Inclusion Strategy. Page 24 of 430 November 3, 2020 2 of 10 Report No. CS20-020 Background Council, at its meeting on January 28, 2020, (attachment #1) passed the following motion; 1. That staff investigate municipal workplace diversity and inclusion strategies and work plans as well as other similar strategies across Ontario (public, private and non-for-profit organizations) and report to Council on the state of diversity and inclusion in the Town of Aurora and any current initiatives underway; and 2. Be It Further Resolved That staff in its report provide recommendations on how to enhance the Town’s current workplace diversity and inclusion strategy; and 3. Be It Further Resolved That this motion be forwarded to the Premier of Ontario and all York Region municipalities for their consideration. Analysis Staff have completed a jurisdictional scan of private, public and non-for-profit organizations in the areas of diversity and inclusion with a focus on Canada’s Best Diversity Employers as recognized annually. Canada's Best Diversity Employers is an annual event that recognizes employers across Canada that have exceptional workplace diversity and inclusiveness programs. This competition, now in its 13th year, recognizes successful diversity initiatives in a variety of areas, including programs for employees from five groups: a) women; b) members of visible minorities; c) persons with disabilities; d) Indigenous peoples; and e) lesbian, gay, bisexual and transgender/transsexual, questioning plus other (LGBTQ+) peoples. The 2020 top employers were announced earlier this year and they include a number of private, public and municipal employers including our very own Regional Municipality of York. These Diversity Champions, as referred to in the attached report, have taken proactive steps to create both a more diverse workforce and an inclusive environment where everyone feels they belong. Page 25 of 430 November 3, 2020 3 of 10 Report No. CS20-020 Some of the various programs/activities that these top employers were recognized for include:  A law firm in Vancouver has committed to improving the diversity of its senior leadership tea and board of directors, with 45 per cent of its Canadian board identifying as female.  A law firm has created a diverse talent pipeline by requiring diverse representation on shortlists when hiring lawyers as well as providing unconscious bias training for lawyers that are involved in the selection process for law student interviews.  A Canadian airline held listening groups with its female employees who work in male dominated environments. The feedback received was used to make progressive changes in the workplace such as updating the washroom facilities and partnering with local women’s organizations to promote women’s participation in trades and technology.  A large hardware retailer launched a mental health strategy under the pillars of awareness, care and access, and workplace support.  A large Canadian public sector employer launched a Safe Spaces initiative to to create awareness of LGBT issues in the workplace.  A large Canadian bank has committed to hiring 500 people with disabilities annually. Please visit Canada’s Best Diversity Employers 2020 webpage to get a complete list of winners. The publication includes highlights of the various programs and initiatives these employers have developed and implemented to achieve their diversity and inclusion goals. Building a diverse and inclusive workforce is aligned with The Corporation of the Town of Aurora Council’s approved 2011-2031 Town of Aurora Strategic Plan. The Strategic Plan outlines the Town’s Vision 2021 as follows: “Our Vision for Aurora 2031 is: An innovative and sustainable community where neighbours care and businesses thrive” The importance of diversity and inclusiveness is also embedded in the guiding principles of the strategic plan: Page 26 of 430 November 3, 2020 4 of 10 Report No. CS20-020  Principle #3 - Broad community outreach and engagement with partners, businesses, newcomers and community groups to ensure inclusiveness.  Principle #6 - Respect and integrity  Principle #7 - Progressive corporate excellence, innovation and continuous improvement Achieving Council’s Vision 2031 requires a diverse and inclusive workplace that mirrors the community it serves. The benefits of a diverse and inclusive workplace are numerous including:  Improved understanding of the needs of the public we serve  Enhanced innovation and creativity which leads to a more productive and efficient workforce  Supporting a more resilient workforce that can adapt to a changing environment  Ensures that all communities have equitable access to participate in the Town’s decision making. The Town is committed to a diverse and inclusive workplace and there are several initiatives underway that will identify opportunities and add value to an enhanced environment. The Town continues to engage in activities that will support and enhance diversity and inclusion. Below is an outline of initiatives underway and a roadmap that will support diversity and inclusion in our workplace and community as a whole. The Inclusion Charter for York Region In October of 2018 the Town of Aurora signed The Inclusion Charter for York Region. The Charter is a community initiative that brings together businesses, community organizations, municipalities, police services, hospitals school boards, conservation authorities and agencies with a common commitment to create an inclusive environment with equality for all who work, live and play in York Region. Each representative who participates on the Municipal Diversity and Inclusion Group adopted a broad statement but also adopted their own Charter Commitment statement specific to their vision. The Town of Aurora (Charter Commitment) – (Attachment #2) “Together with other participating organizations, The Town of Aurora is committed to taking action to achieve the Charter’s vision in our organization and community we serve. The Charter supports The Town of Aurora’s vision Page 27 of 430 November 3, 2020 5 of 10 Report No. CS20-020 to promote diverse neighborhoods to create a vibrant community. The Town celebrates its growing and diverse population as a source of strength, vitality and economic opportunity and is committed to creating an inclusive organization that attracts and retains passionate employees, promotes innovation and provides an excellent customer experience”. An assessment of the Town’s current workplace demographics is currently underway through the employee engagement survey Gathering employee demographic data is widely considered a basic practice and a first step for organizations dedicated to diversity and inclusion. Understanding the demographics in our organization is instrumental in identifying gaps in representation, and determining inclusion issues and barriers to advancement, so that we can set goals, establish appropriate programs and initiatives, and measure results. Some municipalities have done this effectively and have seen great results from such an endeavor. They have an ability to compare their workforce to the Canada census data to determine if certain constituency groups are missing from the municipal staff. They can track representation, hiring, promotion, and turnover rates to determine if certain groups are experiencing fewer promotions or greater turnover. And they can cut employee survey results by group affiliation to determine if different constituencies are experiencing the workplace differently. Some examples of basic metrics of diversity and inclusion are:  Representation of diverse/under-represented groups by job level  Recruitment, promotion, and turnover statistics by demographic group  Employee engagement scores by demographic group  Diversity-related or inclusiveness questions on employee surveys  Human rights, harassment, or discrimination complaints  Participation in training on diversity, inclusiveness, equity and/or human rights  Participation in employee resource/networking groups The Town of Aurora collects basic demographic data from its employees during the hiring process, such as age, gender (limited to male or female), but we do not have comprehensive data related to diversity, as this type of data is not legally required during the hiring process. However, staff efforts are well under way to deploy an employee engagement survey that will include self-identification, race/ethnic identity, place of origin, disability, religious or spiritual affiliation, sexual orientation, gender identity and interest in Page 28 of 430 November 3, 2020 6 of 10 Report No. CS20-020 joining an employee resource group. We need to keep in mind that this is the first time ever that the Town has requested of staff to disclose this information on a voluntary basis, so the success of collection of the data depends on the employee’s comfort level in disclosing this information through the confidential employee engagement survey process. This initial step will help us create a baseline to understand our current workforce makeup from a diversity and inclusion perspective. The data will be analyzed to help us understand the current workforce makeup and how that compares to our Town, Regional, Provincial and Canadian demographics. With the results of the analysis we will develop diversity and inclusion goals and objectives and corresponding plans to achieve those. The Town began its Excellence Canada journey in 2010 and is well on its way to achieving Gold certification by the end of 2022 which has a strong focus on demonstrating diversity and inclusion are embraced in the organizational culture Utilizing the Excellence Canada1 roadmap for continuous organizational improvement, the Town of Aurora continues its progress towards Gold certification2 across five nationally recognized organizational drivers: Leadership, Planning, Customers, Processes and People. To accomplish Gold certification, The Town of Aurora must demonstrate evidence to Excellence Canada3 that diversity and inclusion are embraced in the organizational culture (Attachment #3-Diversity and Inclusion Excellence Canada Standards). Evidence must include:  The prioritization of demographic representation of employees that reflect the client and community base  That people from diverse ethnic cultures and with differing beliefs and values are comfortable working for the organization, feel valued and are encouraged to participate in development opportunities. 1 Founded in 1992 by Industry Canada as the National Quality Institute (NQI), then rebranded as Excellence Canada in 2011, is an independent, not-for-profit corporation that is dedicated to advancing organizational performance across Canada. It is a Canadian ‘service driven’ organization. Based on the Principles and Drivers of Excellence, the Excellence, Innovation and Wellness® Standard, is a holistic strategic framework, which helps organizations reduce redundancies, waste and costs while improving productivity and competitiveness. There are four levels of certification in this framework. Starting with the foundational level (Bronze), advancement level (Silver), role model level (Gold) and finally, sustained world class performance level (Platinum). 2 The Town of Aurora accomplished Bronze certification in 2014, Silver in 2019 and is expected to apply for Gold certification in late 2022 3 The verification process includes a comprehensive written submission substantiated through evidence and focus group interviews with all levels of the organization to ensure the standard is embedded and practiced in the organizational culture Page 29 of 430 November 3, 2020 7 of 10 Report No. CS20-020  The organization demonstrates respect for diversity by accommodating employees accordingly (e.g. personal time provided for religious holidays) and through such things as cultural history months, multicultural food buffets, stories on the intranet, celebrations recruiting from sources that advocate for diverse individuals (i.e. new Canadians, people with disabilities, Aboriginals, etc.). Space is allocated and time is allowed for personal contemplation and relaxation (e.g., quiet rooms, prayer rooms, etc.).  Employees are asked about their cultural preferences and preferences are respected.  Employees feel valued and essential to the success of the organization.  There are programs in place, e.g., cultural celebrations, quiet rooms, prayer rooms, where employees feel a need for them.  The organization develops and offers diversity and freedom from discrimination and harassment training to all employees, management, and non-management. This may be in the form of modules or integrated into current training and orientation programs. The training should reference the applicable federal or provincial human rights acts and align to the core values of the organization.  The organization monitors employee perceptions of the degree to which personal beliefs and choices are respected within the organization. Monitoring may be through surveys or focus groups. To further support Gold certification, a comprehensive Human Resource Plan that is aligned with the Town’s Strategic Plan must be developed and include as focus areas:  Diversity and inclusion  Strategies for recruitment, retention, succession planning,  Capacity building,  Organizational development and training,  Compensation and benefits,  Union relations and;  Rewards and recognition. A comprehensive assessment of the Town’s diversity and inclusion efforts against the Excellence Canada Gold standard will help identify gaps and opportunities for improvement. The first step in assessing the Town’s Diversity and Inclusion efforts includes the recommendation to invest in a comprehensive assessment of how we measure up against this standard and what the gaps are. While the Employee Engagement Survey deployed in October 2020 will assist in this assessment, it will only Page 30 of 430 November 3, 2020 8 of 10 Report No. CS20-020 provide diversity baseline information to be used as part of an overall assessment of our diversity and inclusion practices against the above noted standard. Once we understand the gaps staff will develop multi-year plans to ensure we meet and exceed the standard with a view towards Gold certification under the Excellence Canada initiative. Our work will not end there as we will continue to strive for excellence towards sustainable world class performance and Platinum certification under the Excellence Canada initiative. Staff are recommending retaining a consultant to assist in the delivery of a Workplace Diversity and Inclusion Strategy. The following next steps provide a high-level plan towards achieving Council’s vision, improve organizational performance and enhance diversity and inclusion in the workplace. Staff will continue their implementation efforts and specifically: 1. Staff to continue with the assessment of the Town’s policies and programs as it relates to the Gold standard, specifically for diversity and inclusion with an expected completion by Q2 of 2021. The sourcing of the consultant as mentioned in the Financial section of this report relates to this step. The consultant will support staff in assessing the organizations performance as it relates to the diversity and inclusion standards (Gold) in Excellence Canada, documenting the gaps, and prioritizing a multi-year plan with a view to meet and exceed the Gold standard in the area of diversity and inclusion by the end of 2022. The consultant will also support the development and implementation of unconscious bias training and establishment of employee resource groups. Staff will share with Council the multi- year workplace diversity and inclusion plan. 2. Gaps and opportunities identified through the engagement of a specialized consultant will lead to a list of action items that will be developed, prioritized and incorporated in the multi-year Human Resources Plan to be submitted to the leadership team for approval by end of Q2, 2021. 3. Concurrently with the above recommendations staff will be developing and implementing an inclusive hiring framework across the Human Resources division. The framework will provide tools and resources to support the Human Resources Consultants as well our all staff involved in recruitment efforts in sourcing and growing a diverse talent pipeline and developing practices and processes to attract and retain top talent from underrepresented groups. Page 31 of 430 November 3, 2020 9 of 10 Report No. CS20-020 4. Staff will continue with the implementation of a new Human Resources Information System, already under way, which will assist staff in implementing various modules including an Applicant Tracking System. This technology will help us assess talent from a diversity and inclusion lens and further enhance our recruitment efforts to attract and retain diverse talent. Advisory Committee Review None. Legal Considerations A workplace diversity and inclusion strategy is designed to promote fundamental human rights as set out in the Ontario Human Rights Code and the Canadian Charter of Rights and Freedoms. It also reflects the principles identified in the Accessibility for Ontarians with Disability Act, 2005 and the York Region Inclusion Charter. By adopting a workplace strategy or work plan, Council would be promoting the integration of equity, diversity and inclusion throughout the corporation. Financial Implications A capital project to engage a Diversity and Inclusion Strategy Consultant to assist the Town in its development of a workplace diversity and inclusion strategy at a total estimated cost of $30,000 has been included in the Town’s 2021 capital budget for Council’s consideration and approval. Communications Considerations None. Link to Strategic Plan The link to the Strategic Plan has been identified in the analysis section of this report. Page 32 of 430 November 3, 2020 10 of 10 Report No. CS20-020 Alternative(s) to the Recommendation None. Conclusions The Town recognizes that building a diverse and inclusive workforce that reflects the population it serves at all levels within the organization will promote public confidence and ensure that its decision-making processes include diverse perspectives. While much progress has been made by the Town in terms of improving its organizational performance and achieving Silver certification under the Excellence Canada initiative, there is work ahead of us to be completed such as assessing our current practices, identifying gaps and preparing a multi-year plan that will support the achievement of Gold standard under the Excellence Canada initiative in the next two years. The result will be a more inclusive and diverse workforce that is innovative and high performing and reflects the citizens the Town serves. Attachments Attachment #1 – Motion (a) Kim-Workplace Diversity-Inclusion-Strategy Attachment #2 – Municipal Diversity and Inclusion Charter Aurora Attachment #3 – Diversity and Inclusion Excellence Canada Standards Previous Reports Not applicable. Pre-submission Review Agenda Management Team review on October 22, 2020 Approvals Approved by Techa Van Leeuwen, Director, Corporate Services Approved by Doug Nadorozny, Chief Administrative Officer Page 33 of 430 EXTRACT/CORRESPONDENCE ROUTING INFORMATION External Correspondence was sent by Council Secretariat: YES X NO External Correspondence to be sent by: Page 1 of 2 8.Motions (a)Councillor Kim Re: Workplace Diversity and Inclusion Strategy Moved by Councillor Kim Seconded by Councillor Gaertner Whereas diversity has always been an important characteristic in Canada’s history and today Canada is one of the most diverse countries of the world; and Whereas one-fifth of Canada’s population was born outside Canada and represents the highest foreign-born proportion of the population in the G7 countries; and Whereas immigration accounts for two-thirds of Canada’s population growth and by 2031 one-third of the population are expected to be visible minorities, and in the Greater Toronto Area (GTA) itself more than 50% are currently considered in this group; and Whereas, depending on which source is referenced, 5%-13% of the population identifies themselves as LGBTQ; and Whereas the indigenous population is growing naturally at a rate four times that of the non-indigenous population; and Whereas one in seven people consider themselves as having a disability and approximately 26% of these people classify themselves as having a severe disability; and Whereas women are still challenged in equitable representation in the senior ranks and on public company boards; and Whereas the most successful organizations in the world recognize that diversity and inclusion: 1) spur innovation; 2) increase productivity; and 3) create a healthy, respectful workplace; and Extract from Council Meeting of Tuesday, January 28, 2020 Attachment 1Page 34 of 430 Council Extract – Tuesday, January 28, 2020 Page 2 of 2 Whereas public organizations embrace opportunities to foster a more inclusive organizational culture that engage, develop and celebrate its people, and attract a diverse workforce; and Whereas employees of the Town of Aurora and indeed other York Region municipalities come from all over the GTA and not just from the home community; and Whereas, based on the 2016 Census, 22.3% of the Canadian population are visible minorities and the federal government employment of visible minorities makes up 15.7%; and 29.3% of Ontarians are visible minorities and the provincial government employment of visible minorities makes up 22.6%; 1. Now Therefore Be It Hereby Resolved That staff investigate municipal Workplace Diversity and Inclusion Strategies and Work Plans as well as other similar strategies across Ontario (public, private and non-for-profit organizations) and report to Council on the state of diversity and inclusion in the Town of Aurora and any current initiatives underway; and 2. Be It Further Resolved That staff in its report provide recommendations on how to enhance the Town’s current workplace diversity and inclusion strategy; and 3. Be It Further Resolved That this motion be forwarded to the Premier of Ontario and all York Region municipalities for their consideration. Carried Page 35 of 430 CLUSION HARTER OUR COMMITMENT TO WELCOMING AND INCLUSIVE COMMUNITIES The Inclusion Charter for York Region is a community initiative that brings together businesses, community organizations, municipalities, police services, hospitals, school boards, conservation authorities and agencies with a common commitment to create an inclusive environment with equality for all who work, live and play here. Together our organizations share the vision of York Region as a welcoming and inclusive community where diversity is celebrated and where everyone can develop to their full potential, participate freely in society and live with respect, dignity and freedom from discrimination. The Charter reflects an evolving approach in support of existing federal and provincial legislation that promotes human rights and accessibility. By endorsing this Charter we affirm our commitment to inclusion, whereby all people feel they belong and have access to the same opportunities. THE TOWN OF AURORA Together with other participating organizations, The Town of Aurora is committed to taking action to achieve the Charter's vision in our organization and community we serve. The Charter supports The Town of Aurora's vision to promote diverse neighbourhoods to create a vibrant community. The Town celebrates its growing and diverse population as a source of strength, vitality and economic opportunity and is committed to creating an inclusive organization that attracts and retains passionate employees, promotes innovation and provides an excellent customer experience. Endorsed by: Geo rey Dawe Mayor of Aurora This� day of Oc±o be .... f"'�-, 2018. United Nations Institute for Training and Research ��D��,n Chief Administrative Officer � AuR.ORA Attachment 2 Page 36 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 1 2017 VERSION January 30, 2017 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD Implementation Guide Attachment 3 Page 37 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 2 Excellence Canada Contact: Bonita Savard, Manager, Certification and Awards Excellence Canada 1-800-263-9648 Ext. 233 bonita@excellence.ca Page 38 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 3 Table of Contents ACKNOWLEDGMENTS .............................................................................................................................. 5 TESTIMONIALS ABOUT THE EXCELLENCE, INNOVATION AND WELLNESS® STANDARD ............................. 6 EXCELLENCE CANADA ............................................................................................................................... 7 CANADA AWARDS FOR EXCELLENCE (CAE) ............................................................................................................7 INTRODUCTION TO THE EXCELLENCE, INNOVATION AND WELLNESS® STANDARD ................................... 8 IMPLEMENTATION GUIDE ...................................................................................................................................9 EXCELLENCE, INNOVATION AND WELLNESS® DRIVERS ............................................................................................11 OVERVIEW OF THE EXCELLENCE, INNOVATION AND WELLNESS® STANDARD ...............................................................12 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD.........................................................................................12 BRONZE ................................................................................................................................................. 15 1.1 LEADERSHIP .......................................................................................................................................17 1.2 PLANNING .........................................................................................................................................21 1.3 CUSTOMERS ......................................................................................................................................23 CUSTOMERS.................................................................................................................................................23 PARTNERS ...................................................................................................................................................25 1.4 PEOPLE .............................................................................................................................................26 1.5 PROCESSES ........................................................................................................................................29 PROCESS IMPROVEMENT ................................................................................................................................29 PROJECT MANAGEMENT ................................................................................................................................30 PROCUREMENT ............................................................................................................................................30 SILVER .................................................................................................................................................... 32 2.1 LEADERSHIP .......................................................................................................................................34 GOVERNANCE ..............................................................................................................................................34 LEADERSHIP .................................................................................................................................................35 2.2 PLANNING .........................................................................................................................................40 2.3 CUSTOMERS ......................................................................................................................................46 CUSTOMERS.................................................................................................................................................46 PARTNERS ...................................................................................................................................................49 2.4 PEOPLE .............................................................................................................................................50 2.5 PROCESSES ........................................................................................................................................56 PROCESS IMPROVEMENT ................................................................................................................................56 PROJECT MANAGEMENT ................................................................................................................................58 CHANGE MANAGEMENT ................................................................................................................................58 PROCUREMENT ............................................................................................................................................59 GOLD ..................................................................................................................................................... 60 3.1 LEADERSHIP .......................................................................................................................................62 GOVERNANCE ..............................................................................................................................................62 LEADERSHIP .................................................................................................................................................63 3.2 PLANNING .........................................................................................................................................69 3.3 CUSTOMERS ......................................................................................................................................72 CUSTOMERS.................................................................................................................................................72 PARTNERS ...................................................................................................................................................75 3.4 PEOPLE .............................................................................................................................................78 3.5 PROCESSES ........................................................................................................................................86 PROCESS IMPROVEMENT ................................................................................................................................86 PROJECT MANAGEMENT ................................................................................................................................88 CHANGE MANAGEMENT ................................................................................................................................89 PROCUREMENT ............................................................................................................................................90 Page 39 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 4 PLATINUM ............................................................................................................................................. 92 4.1 LEADERSHIP .......................................................................................................................................94 GOVERNANCE ..............................................................................................................................................94 LEADERSHIP .................................................................................................................................................95 4.2 PLANNING .........................................................................................................................................98 4.3 CUSTOMERS ................................................................................................................................... 101 CUSTOMERS.............................................................................................................................................. 101 PARTNERS ................................................................................................................................................ 102 4.4 PEOPLE .......................................................................................................................................... 104 4.5 PROCESSES ..................................................................................................................................... 108 PROCESS IMPROVEMENT ............................................................................................................................. 108 PROJECT MANAGEMENT ............................................................................................................................. 108 CHANGE MANAGEMENT ............................................................................................................................. 109 PROCUREMENT ......................................................................................................................................... 110 PLANNING AND KEY PERFORMANCE INDICATORS ............................................................................... 111 GUIDE TO SELF-ASSESSMENT ............................................................................................................... 143 PURPOSE ................................................................................................................................................... 143 WHEN TO CONDUCT A SELF-ASSESSMENT ........................................................................................................ 143 THE SELF-ASSESSMENT TEAM ........................................................................................................................ 144 PLANNING THE SELF-ASSESSMENT .................................................................................................................. 145 CONDUCTING THE SELF-ASSESSMENT .............................................................................................................. 146 REVIEWING THE SELF-ASSESSMENT RESULTS ..................................................................................................... 146 SCORING GUIDELINES .......................................................................................................................... 147 10 POINTS ................................................................................................................................................. 147 20 POINTS ................................................................................................................................................. 147 30 POINTS ................................................................................................................................................. 148 40 POINTS ................................................................................................................................................. 148 SCORING CHART: BRONZE ............................................................................................................................. 149 SCORING CHART: SILVER ............................................................................................................................... 151 SCORING CHART: GOLD ................................................................................................................................ 154 SCORING CHART: PLATINUM .......................................................................................................................... 157 CERTIFICATION ..................................................................................................................................... 160 CERTIFICATION STEPS ................................................................................................................................... 160 ON-SITE VERIFICATION ................................................................................................................................. 160 CANADA AWARDS FOR EXCELLENCE RECOGNITION (CAE) ................................................................................... 161 TERMS AND DEFINITIONS .................................................................................................................... 162 OTHER SERVICES .................................................................................................................................. 175 COACHING SERVICES .................................................................................................................................... 175 CERTIFIED EXCELLENCE PROFESSIONAL® (CEP) PROGRAM ................................................................................... 176 PARTNERS IN EXCELLENCE ............................................................................................................................. 176 RESOURCES .......................................................................................................................................... 177 Page 40 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 5 Acknowledgments Excellence Canada would like to thank the following individuals for their contribution in the development of the Excellence, Innovation and Wellness® (EIW) Standard and Implementation Guide. Development Committee Catherine Neville, Excellence Canada Kathryn Cestnick, Excellence Canada Advisory Committee British Columbia Pension Corporation – Cameron Elford Calian – Lynn Stevens Canadian Forces Housing Agency – Carol Robinson, Chantale Lortie Ceridian Canada – Ben Lemire Heads Up Leadership - Lori Topp PowerStream Inc. – Barb Gray, Daniella Cogliano, Louise Gauthier Ricoh Canada Inc. – Kevin Braun Saint Elizabeth – Pat Malone, Anita Keyes Sun Life Canada – Erin Dick University of Carleton – Cindy Taylor University of Waterloo – Dr. Marilyn Thompson, Nancy Collins Excellence Canada – Allan Ebedes, Adam Stoehr, Janice Smith, Karen Jackson Excellence Canada also wishes to acknowledge Sun Life Financial and University of Waterloo for their funding contribution which made the development of this newly revised Excellence, Innovation and Wellness® Standard and Implementation Guide possible. Page 41 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 6 Testimonials about the Excellence, Innovation and Wellness® Standard Sun Life is proud to be the Champion of the Excellence, Innovation and Wellness® Standard. The EIW principles and framework have guided our company over many years. As a result of our continued focus on excellence, innovation and health, we are better positioned to meet the needs of our clients now and into the future. KEVIN DOUGHERTY, CEO, SUN LIFE CANADA The EIW Standard provides us with a common language for embedding excellence, innovation and wellness principles and processes in decision making at all levels. We are better able to integrate the many initiatives that we’re already undertaking under a corporate strategy, identifying what is working well and what opportunities exist for improvement. It allows us to use a consistent framework to inspire excellence through our policies, principles and practices. DR. MARILYN THOMPSON, ASSOCIATE PROVOST HUMAN RESOURCES, UNIVERSITY OF WATERLOO Our organization has used the Excellence Canada Quality Frame work for over a decade to help drive improvement in all the key areas of our business. We have enjoyed excellent results in both financial and non-financial areas of the company providing a stronger market position while supporting our employee well-being. More importantly, this approach to Quality helps expose key areas of opportunity for us to focus on, and maintain our journey to continuous improvement. KEVIN BRAUN, DIRECTOR, QUALITY & SERVICES SUPPORT, RICOH CANADA The EIW Standard has given Ceridian external criteria to validate our strengths, and to identify opportunities for improvement. The feedback from Excellence Canada, along with the network of professionals associated with them, helps us to identify innovative strategies to apply best practices. BEN LEMIRE, BUSINESS ANALYST, CERIDIAN HCM Our organizational strategy is both a plan for business transformation as well as a path for internal organizational excellence. It is our made in and made for BC Pension Corporation excellence journey, guided and informed by the Canada Awards for Excellence Program and the EIW Standard. CAMERON ELFORD, DIRECTOR OF CHANGE AND CORPORATE COMMUNICATIONS BRITISH COLUMBIA PENSION CORPORATION Working with Excellence Canada since 2007 has helped Saint Elizabeth to continually evolve our quality focus. The progressive program is well suited to any organization that is serious about continuous quality improvement and integrating that focus throughout the organization. The process itself, is a terrific opportunity to engage individuals from all levels in identifying strengths and opportunities and provides a comprehensive framework to ensure a coordinated approach. PAT MALONE, CORPORATE INTEGRITY OFFICER, SAINT ELIZABETH Excellence Canada’s EIW Standard provided a credible and useful framework under which to guide my organization through a company-wide continuous improvement journey. The Standard illustrated the fundamental building blocks and bite-size progression roadmap, which were helpful for leaders to gain confidence in committing to action plans on top of their already full agendas. Bottom line: it helped us identify, prioritize, and accomplish focused improvements! LORI TOPP, PRESIDENT, HEADS UP LEADERSHIP Page 42 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 7 Excellence Canada Mission The Mission of Excellence Canada is to Help Improve Organizational Performance and Recognize Excellence. Vision The vision of Excellence Canada is to Promote and Enable Excellence in Every Organization in Canada. Excellent organizations continually improve performance; they are innovative, competitive, and customer focused; they are healthy, inclusive, and sustainable; and they are economically, socially, and environmentally responsible. Values PRIDE: People, Relationships, Integrity, Dedication, Excellence Excellence Canada Excellence Canada is an independent, not-for-profit organization committed to enhancing Canada’s national well-being and global leadership through the adoption of management principles and practices that reinforce and sustain excellence in all sectors of our economy. The Excellence Canada Board of Governors is comprised of a diverse group of leaders from many sectors across Canada. Canada Awards for Excellence (CAE) Her Excellency the Right Honourable Julie Payette, C.C., C.M.M., C.O.M., C.D., Governor General of Canada is the Patron of the Canada Awards for Excellence Program, which is owned and adjudicated by Excellence Canada. Organizations that successfully achieve the Excellence, Innovation and Wellness® Silver, Gold, and Platinum certification levels will receive Canada Awards for Excellence recognition. Page 43 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 8 Introduction to the Excellence, Innovation and Wellness® Standard Excellence Canada’s four levels of the Excellence, Innovation and Wellness® Standard are progressive in scope, successively building to ensure that organizations can implement and sustain, in a manageable and practical manner, a focus on organizational excellence. Every organization focused on excellence charts its own course in order to demonstrate progress. This Standard provides an overall implementation model that complements and supports existing frameworks and accreditation systems, while providing a key overall strategic umbrella for continual improvement. This strategic approach helps connect the various frameworks and improvement initiatives in place, assisting in the application of practical and manageable ways of building and sustaining a culture of excellence. The Excellence, Innovation and Wellness® Standard serves as a roadmap for organizations in any sector that wish to improve performance in all aspects of the organization. The Excellence, Innovation and Wellness® Standard was developed by Excellence Canada in association with Excellence Canada partners and professionals from across Canada. The Standard’s design is based on research and knowledge pertaining to success factors in the workplace and the experiences and outcomes of successful organizations. It has also been reviewed against other standards such as the Malcolm Baldrige (U.S) and Deming (Japan/Australia) Awards Programs, and Canada’s National Standard for Psychological Health and Safety. ❑Sustain a high level of outstanding performance in your organization. ❑Act and think strategically. ❑Plan, perform, measure and get great results. ❑Create innovative ideas and solutions. ❑Improve bottom line results. ❑Engage and retain the best customers and employees. ❑Build strong teams of motivated employees. ❑Improve the physical and mental health of your employees. Whether your organization is large or small, private sector, public sector or not-for-profit, the Excellence, Innovation and Wellness® Standard will help you to: Page 44 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 9 Implementation Guide This Implementation Guide offers organizations a planned and progressive approach to establishing outstanding performance in the areas of excellence, innovation and wellness. There are four Excellence, Innovation and Wellness® levels. Below each Requirement, comments are provided to help organizations interpret the statement. (Comments are not part of the Standard and are for guidance purposes only.) This Guide also covers the self-assessment process with practical tips and techniques for each assessment step. The self-assessment process helps organizations plan effectively for an assessment in a reasonable time frame against the Excellence, Innovation and Wellness® Standard (all levels). This Guide is not meant to be prescriptive in terms of how things are done; rather it outlines what is required, and suggests approaches and methods that may help stimulate ideas. Content is derived from submission reviews and from findings at on-site verifications for certification and from the Canada Awards for Excellence program over a number of years, and reflects proven successful approaches and effective methods. REMEMBER: The comments in italics following each Requirement are for guidance purposes and may not apply to every organization. Coaching Tips Going on a journey requires research on the destination and careful planning to be successful. This journey is no different. We strongly recommend that you take advantage of the experience our Coaches have in assisting with the implementation of many journeys across many sectors. It is vital that you begin with a strong Charter approved by senior leadership. Once engaged, we recommend an engagement presentation with your senior team, followed by the preparation of an implementation path to cover the first stage of your journey together with an effective communication strategy. As they say, you only have one chance to make a good first impression! As you read the Guide we will offer some coaching tips which will assist you at the Bronze, Silver, Gold and Platinum levels to help ensure your efforts produce excellence at each level the first time! Page 45 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 10 Excellence, Innovation and Wellness® Standard Excellence – includes all aspects of quality and continual improvement across all drivers Innovation – includes using innovation and collaboration to improve services, products, and relationships Wellness – includes both the physical and psychological wellness of key stakeholders, as well as the development of people Page 46 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 11 Excellence, Innovation and Wellness® Drivers Leadership The focus for this driver is on creating the culture, values and overall direction for success. It includes demonstrating good governance and innovation, and fulfilling the organization’s legal, ethical, financial and societal obligations. Planning Planning incorporates developing strategic, business and improvement plans across all drivers, and it requires monitoring, evaluating and reporting on the progression in meeting defined strategic goals, as well as goals within all plans. All plans are linked to the organization’s Strategic Plan. Customers The Customer driver examines how the organization engages its customers and partners for satisfaction and success. The term customers may refer to clients, citizens, students, internal services, etc. This driver includes listening, acting and reporting on Voice of the Customer feedback, as well as using collaboration and innovation to improve products, services and relationships. People The People driver examines how people are treated, encouraged, supported and enabled to contribute to the organization’s overall success. It includes the wellness of employees and their families including both physical and psychological health and safety. Processes This driver focuses on the management of processes and projects. It requires a disciplined and common approach toward analyzing and solving process problems and project management across the organization. This facilitates a prevention-based (rather than correction-based) approach to process and project management. The use of change management techniques is an important aspect of this driver. Also included in this driver is the effective management of relationships with suppliers. Page 47 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 12 Overview of the Excellence, Innovation and Wellness® Standard Excellence, Innovation and Wellness® Standard The Excellence, Innovation and Wellness® Standard has been developed in four levels to make it easier for organizations to implement improvement using a staged approach. Organizations may apply for certification as the requirements of each level have been achieved. Organizations also have the option of applying directly for the Silver, Gold or Platinum levels. Materials can be provided if this is the case for Going-for-Silver, Going-for-Gold, or Going-for- Platinum and these materials include previous levels in the requirements. To apply for certification, Excellence Canada requires a submission describing how the organization meets the Standard’s Requirements at that level; as well as an anonymous Excellence Canada survey completed by employees. The intention of this brief survey is to ensure broader participation to support the verification process. The organization will send a submission for review against the Standard. Upon successful review, a site visit will be arranged for a team of professional verifiers to visit the organization for one to three days, depending on the scope and size of the submission. Following the on-site verification, a report will be provided which outlines the verification team’s findings. In summary, all Levels require: • A written submission (one hard copy plus an electronic version) • An Excellence Canada self-assessment included with the submission (either conducted by the organization itself, or facilitated by an Excellence Canada coach) • An anonymous on-line employee survey will be conducted by Excellence Canada • A site visit will be required by an Excellence Canada team of professionals for 1-3 days depending on scope and size of the application Page 48 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 13 ______________________________________________________________________________ Bronze Level demonstrates a clear commitment to excellence, innovation and wellness. The organization is in the early stages of implementing a long-term strategic focus on excellence, innovation and wellness that promotes good principles and practices as outlined in this Standard. There is a visible commitment to continual improvement in the organization. The key outcomes of Bronze are: ❑ Broad organizational support of the vision, mission, and values ❑ Recognition of the importance of embedding excellence, innovation and wellness principles in decision-making at all levels of the organization ❑ Leadership commitment to key operating principles of excellence, innovation and wellness ❑ Strategic and operational plans are in development. Silver Level builds on the commitment and foundation established in Bronze. A long-term plan which reflects the Excellence, Innovation and Wellness® Standard has been implemented in key areas. The organization is in transition from a focus on “reacting” to issues to a more “proactive” approach, and positive results are being achieved from improvement efforts in key areas. The key outcomes of Silver are: ❑ Enhanced employee involvement in planning and improvement initiatives. ❑ A wider understanding by employees of the organization’s strategic approach to excellence, innovation and wellness. ❑ Strategic and annual operating plans are in place. ❑ Establishment of baseline indicators, measures and related goals for excellence, innovation and wellness. Page 49 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 14 ______________________________________________________________________________ Gold Level builds on the solid implementation of excellence, innovation and wellness established in Silver. There is a comprehensive approach to excellence, innovation and wellness in place, with widespread involvement in the development and implementation on related strategies. The key outcomes of Gold are: ❑ Positive achievements in meeting and exceeding strategic goals. ❑ An organization-wide focus on excellence, innovation and wellness issues. ❑ Positive results are being achieved across all drivers, across all areas/departments of the organization. ❑ Widespread quantifiable improvement as a result of moving from reactive to proactive approaches and practices. Platinum Level builds on the achievements and outcomes from the previous three levels with a focus on establishing sustainable practices and excellent outcomes. The organization has achieved excellent results and sustained positive trends from its efforts for overall improvement in excellence, innovation and wellness, and can clearly identify sustained improvements against specific objectives and goals. The key outcomes of Platinum are: ❑ Sound systemic approach to excellence, innovation and wellness. ❑ Continual improvement is a “way of life” with full integration into culture and systems. ❑ Sustained positive improvements in all areas over at least three years (trend data required for some requirements). ❑ The organization is viewed as a leader within its sector regarding excellence, innovation and wellness, in terms of knowledge sharing, industry and benchmark leadership and best practices. Page 50 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 15 Bronze B R O N Z E Page 51 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 16 Coaching Tips We strongly recommend you engage a Coach to assist you with: ❑ Establishing a charter, implementation path and communication strategy. ❑ Defining roles and responsibilities and building your Excellence team. ❑ Conducting an initial self-assessment and building a related action plan. ❑ Identifying your key processes. ❑ Providing guidance throughout your journey. ❑ Conducting a mock verification before the Excellence Canada verification. Excellence Canada has consistently provided Saint Elizabeth with an effective and easy to use framework for measuring success of our continuous quality improvement focus. Thank you to the team for your passion, commitment and continued partnership. ANITA KEYES, RISK MANAGEMENT CONSULTANT, SAINT ELIZABETH B R O N Z E Page 52 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 17 1.1 LEADERSHIP a) It is important that the senior leadership team endorses and supports the following values and principles: ❑ Leadership involvement • Leadership establishes unity of the organization’s purpose and direction, and facilitates and supports the changes necessary for improvement. • Leadership at all levels consistently “walks the talk” and is engaged in the development of a healthy working environment. • Leadership at all levels is accessible and visible. • Leadership at all levels involves employees when possible in decisions that impact them. ❑ Transparency and agility • Leaders at all levels demonstrate openness with no hidden agendas or conditions • Information required for collaboration, cooperation and collective decision-making is provided as appropriate. • Leaders adjust and adapt to new innovative ideas and use these ideas to create and improve products and/or services. ❑ Respect for diversity and inclusion • Leaders at all levels support diversity in the workplace. • Leaders at all levels engage each individual to ensure people feel valued and essential to the success of the organization. • Employees are included in important decision-making processes as appropriate, and discrimination is not tolerated. ❑ Effective planning • Leaders use effective strategic and operational planning to achieve desired results, and follows through, e.g., the plan, do, check, act cycle. ❑ A primary focus on the customer experience • The primary aim of everyone in the organization is to understand and meet the needs of internal and/or external customers. • Leaders work collaboratively with teams and customers to enhance quality and innovation while contributing to the well-being of employees. ❑ Co-operation, teamwork, and people development • The organization nurtures cooperation and recognizes teamwork as a corner stone for developing win/win relationships. • Employees are given the opportunity to develop their individual potential. B R O N Z E REMEMBER: The bullet points in italics following each Requirement are for guidance purposes and may not apply to every organization. Page 53 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 18 ❑ A focus on continual improvement and innovation • The organization is focused on continual improvement. No matter how much improvement has been accomplished, it is recognized that there are always practical and innovative ways of doing even better. • Teams are organized to produce the best results. These teams reflect on how to become more effective as they learn together to continually deliver working innovations. • Keeps it simple and focused to ensure priority actions are implemented. ❑ Commitment to fact-based decision-making through the use of data and measurement • Decisions are made using actual data, not simply on the basis of instinct, authority or anecdote. b) There is a vision, mission and/or values statement that has had input from key stakeholders. These statements are communicated broadly. ❑ The organization develops, communicates, and reviews statements establishing its fundamental aim. It acknowledges the importance of employees, and their contribution to the organization’s success. ❑ The mission statement is a declaration of what the organization is, what it does and for whom it provides its services. It is designed through discussions with people at all levels of the organization. It is a clear reflection of the organization’s core values and high expectations. ❑ The vision, mission and policies of the organization form the foundation for a healthy culture by acknowledging the value and well-being of employees. Appropriate organization-wide involvement goes into developing and reviewing these statements. Once developed, commitments to these statements should be visible in all areas, and supported and reinforced by all levels of management. Policies, procedures, processes, and decisions are made and developed based on these commitments. ❑ The organization, at all levels, communicates and reinforces vision, mission, and/or values statements. These statements guide daily practice. c) A continual improvement policy or statement has been shared within the organization. ❑ A policy or statement demonstrating the organization’s commitment to continual improvement in excellence, innovation and wellness has been developed and communicated. B R O N Z E Page 54 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 19 d) In the decision-making process, the organization considers the wide-spread impact of decisions on customers and employees. Impacts include quality, physical and psychological health and safety, ethical behaviour and societal issues. ❑ When making decisions, leadership and line managers are careful to ensure that excellence and wellness issues are factored in as part of their decision-making criteria.  Employee examples could include: monitoring overtime involved when new systems are being implemented, ensuring employee involvement in purchasing of new equipment, or other changes that affect the way employees work.  Potential new initiatives and/or changes could include analyzing decisions as to their impact on customers and society before the decisions are finalized.  There is a clear process in place that guides these decisions. e) There is a method to review and ensure compliance with relevant provincial and national legislation, regulations and standards, including human rights, privacy, health and safety, disability, accessibility, employment standards etc. ❑ A method is established to identify all relevant provincial and federal regulations pertinent to its sector. ❑ The organization demonstrates compliance with identified regulations and standards. ❑ There are processes in place to ensure privacy rights are adhered to, e.g., ensuring an individual’s personally identifiable information is not accessed or divulged. ❑ The organization is aware of the legal responsibilities for physical and psychological health and safety related issues. ❑ There are processes to ensure materials are accessible to employees with a disability, e.g., alternate formats, building accessibility B R O N Z E Page 55 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 20 f) The organization has begun to demonstrate its commitment to corporate social responsibility (CSR). ❑ The organization has identified its priorities and discussed these with appropriate employee groups. ❑ Work has begun on a CSR plan. g) Senior management has communicated that innovation is a priority. ❑ A policy or statement has been developed to communicate that innovation is a priority for the organization. ❑ Employees understand that innovation is a priority and how it will be implemented in the organization. ❑ Senior management encourages self-directed employee teams, and, customer- driven innovation. B R O N Z E TIP: The People Access division of Excellence Canada can provide valuable insight and guidance when developing policies, practices, and procedures that will integrate accessibility and human rights excellence with the overall journey to excellence. Accessibility for people with disabilities improves customer service and employee engagement for over 15% of the population and makes good business sense. (www.peopleaccess.ca) Page 56 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 21 1.2 PLANNING a) A baseline assessment to this Excellence, Innovation and Wellness® Standard has been conducted and the identified opportunities built into an improvement plan. ❑ Very early in the process, the organization conducts a self-assessment for the EIW Bronze requirements to identify strengths and opportunities (gaps) and develop a prioritized action plan to address the gaps. b) Work on a planning process is underway covering areas such as strategic goals, financial management, operations, enterprise risk management, knowledge management, wellness, and innovation. ❑ Work has begun on developing a comprehensive planning approach that cascades from strategic planning through operational planning at all levels. ❑ This work identifies key planning requirements for all areas cited above. ❑ It also identifies other planning resources available to help you meet goals, e.g. Human Resources, Technology. 1 1 York Region Slide B R O N Z E TIP: Many organizations find that third-party facilitation by Excellence Canada is helpful, especially at the early stages of your journey. Page 57 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 22 c) Appropriate financial and human resources are allocated to activities and initiatives related to excellence, innovation and wellness. ❑ There is dedicated budget, employee time and related resources such as meeting space, allocated to the various activities and initiatives related to excellence, innovation and wellness. ❑ Excellence, innovation and wellness improvements are reflected in employee performance plans. d) Organizational risks have been identified. ❑ A risk assessment plan is under development (see Planning section for more guidance). ❑ Risks include areas such as political, economic, social, technological, legal and environmental (PESTLE); and may also include operational, human resources, and physical and psychological health & safety risks. e) The organization uses a variety of methods to communicate its various policies and plans. ❑ Various methods are used to communicate and disseminate plans and policies to employees and other stakeholders, e.g., manager-staff meetings, blogs, TV screens, newsletters, emails, intranet, town hall meetings, staff meetings, huddles, podcasts, memos. ❑ Two-way communication exists to ensure employees understand the key policies and plans. ❑ There is a formal communication strategy under development (see Planning section for more guidance). ❑ Key stakeholders are involved in developing the strategy. GOOD PRACTICES: Excellence, innovation and wellness activities and deliverables are part of operating plans and not side projects. A documented and organized communications strategy ensures consistency in cascading timely information through the organization. B R O N Z E Page 58 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 23 1.3 CUSTOMERS CUSTOMERS a) The organization identifies and segments its current customer groups based on needs. Segmentation includes both internal and external customers. ❑ Customers are defined as both internal and external to the organization and can (1) be direct recipients of products and/or services, e.g., external customers, clients or consumers; (2) serve as a distribution channel, e.g., retailers, dealers; (3) be internal departments that provide services to each other, e.g., human resources, communication, information technology. ❑ The organization has a process to define who its customers are and what their needs are. This information is shared with employees. b) A customer experience ‘promise’ exists and has been communicated clearly and consistently to all customers and employees. ❑ A ‘promise’ has been developed and shared with customers and employees. ❑ New employees are informed of the ‘promise’ as part of their onboarding. Ceridian Customer Promise INTERNAL CUSTOMERS COULD BE DEPARTMENTS THAT PROVIDE SERVICES TO EACH OTHER, E.G., HUMAN RESOURCES, FINANCE, I.T., BUILDING MAINTENANCE, AND/OR OPERATIONAL DEPARTMENTS. B R O N Z E Page 59 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 24 c) The organization communicates with its customer groups using a variety of relevant methods. ❑ Communication methods could include, but not restricted to internet, social media, newsletters, letters, email, and meetings. ❑ A plan for communication is underway. d) Employees understand the importance of contributing to a positive customer experience. ❑ Employees clearly put the customer first in everything they do and understand how their role impacts the customer experience. ❑ The Customer Experience ‘promise’ is communicated effectively and regularly, and is made visible in the working environment, and is clear for all to understand. ❑ Employees receive customer experience training. e) A customer feedback process/mechanism is in place with identified feedback measures. ❑ Opportunities exist for customers to easily provide feedback, e.g., surveys, phone, service reps, Internet, call centers, etc. ❑ Initial work has begun to establish a formal process to track and act upon feedback. B R O N Z E Page 60 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 25 PARTNERS f) The organization identifies its key partners. ❑ Define the categories of partners you have (usually not also vendors). Sometimes it is difficult to differentiate between vendors and partners as sometimes an organization could be both. It is up to the Organization to determine where they fit best. Partners could include financial (e.g. CCAC’s) and non-financial partners (e.g. volunteers, community partners. ❑ The organization has a process to identify its key partners and individual needs. ❑ People throughout the organization know who the organization’s key partners are. ❑ Partnership criteria is established. For instance, volunteers may be required to go through a criminal record check. Partners should further the goals of the organization. TYPES OF PARTNERS There are at least two types of partners: (1) financial partners (e.g., win/win financial partners i.e., profit sharing, commissions, royalties, etc.), and (2) non-financial partners (e.g., volunteers, agencies, charities, etc.) B R O N Z E Page 61 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 26 1.4 PEOPLE a) A comprehensive healthy workplace policy including physical and psychological health and safety is in place, and has been shared with employees. ❑ This policy has been developed in collaboration with the appropriate internal committee, e.g. Wellness Committee. ❑ The policy is shared with all employees. ❑ There is wide-spread involvement in developing and reviewing these statements. Once developed, commitments to these statements should be visible in all areas, and supported and reinforced by all levels of management. ❑ Policies, procedures, processes, and decisions are made and developed based on these commitments. ❑ The organization, at all levels, communicates and reinforces the vision, mission, and/or value statements. These statements guide daily practice. ❑ The senior leadership demonstrates commitment to an integrated and systematic approach to managing physical and psychological health and safety in the workplace (management system). b) The leaders actively promote a culture of work/life balance. ❑ Policies/statements related to work/life balance, e.g. flexibility, working hours, work-at-home, are in the process of being developed. ❑ Leaders need to “walk the talk” as role models and support employees and their families in their need for work/life balance. ❑ Issues such as workload are assessed. Related issues are addressed in a timely manner and communicated to employees. ❑ The senior leadership team reinforces the importance of employee health issues by providing support for the development and provision of related programs, initiatives and services. ❑ Leaders demonstrate support for the physical as well as the psychological health and safety of employees. ❑ The organization’s leadership team demonstrates that employee health and well-being is an important priority for the organization. ❑ The organization encourages employees to take their entitled breaks, e.g., lunch, vacation, earned days off, and parental leave. ❑ Family issues are considered when employees need assistance, accommodation and/or support. B R O N Z E Page 62 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 27 c) Awareness training is provided for employees, covering the organization’s excellence journey. ❑ Employees at all levels have an opportunity to hear about the organization’s focus on excellence, innovation and wellness. ❑ An awareness module on excellence, innovation and wellness has been developed and delivered. ❑ A communications strategy has been developed to ensure consistency in cascading timely information throughout the organization. d) Human resources policies have been developed and are easily accessible to all employees. These policies should reflect compliance with relevant human rights legislation, issues to protect against harassment, discrimination and bullying in the workplace, and address diversity and inclusion. ❑ Some examples include, but are not limited to the following: • Human resources policies should include general employment benefits and practices e.g., performance management, recruitment, compensation and benefits, hours of work, vacation. • In addition to legislated human rights, policies should include diversity and inclusion, e.g., sexism, racism, heterosexism, ableism, ageism, and classism. • Policies should also address such things as psychological health, (including workload issues), flexible work arrangements where feasible, physical health, and safety. NOTE: Diversity includes cultural (e.g. language, religious affiliation, traditions, race), socio-economic (e.g. social origin, residence, education, professional experience, income, family status), political (e.g. national origin, world view), and physical factors (e.g. age, mental and physical abilities), and is critically increased by gender which intersects with each of the aforementioned determinants. Source: http://www.lbs.ac.at/academic-programs/research- development/working-definition-of-interculturality (Lauder Business School) B R O N Z E Page 63 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 28 e) A baseline employee engagement survey is conducted and plans are in development to address key identified issues. ❑ A baseline employee engagement survey could address things such as: • Engagement • Satisfaction • Security and safety • Trust and confidence in management • Management support • Stress levels • Co-worker cohesion • Learning and development • Commitment and loyalty • Healthy work environment • Diversity • Innovation • Inclusion • Rewards and recognition • Work Life Balance • Job security • Loyalty • Communication ❑ Survey results are reviewed and key opportunities prioritized. A related plan to address these opportunities is in development. f) Employees clearly understand their roles and responsibilities as outlined in current position descriptions. ❑ Current position descriptions are in place and shared with appropriate employees. ❑ A good practice would be that everyone’s job description, with identified competencies, be available to all employees for career development. ❑ Practices are in place and monitored to ensure employees at all levels are aware of how their role impacts the strategic direction of the organization. GOOD PRACTICES: Celebrate employee appreciation days! Create CEO Webcasts and/or Blogs to endorse programs and priorities. Have coffee with the CEO Put PEOPLE first! B R O N Z E Page 64 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 29 1.5 PROCESSES PROCESS IMPROVEMENT a) There is a commitment to better manage and improve key processes and/or procedures, in the organization, including a focus on prevention-based process management. ❑ A method exists to design, document, and report on processes and/or procedures that are developed in line with the organization’s priorities and mandate. b) Key processes and process owners have been identified. ❑ Key processes are those that are essential to achieve the organization’s mission (without them you wouldn’t be you). c) Training for process management and related tools is planned and/or underway for involved employees. ❑ Initial training has been undertaken (or planned) to assist the organization to establish a consistent and common approach to process management. ❑ This training should include how to effectively measure and analyze key processes with a goal of continual improvement. TIP: Excellence Canada provides courses for process management. www.excellence.ca/en/training-and-consulting/ B R O N Z E GOOD PRACTICE: A good practice would be to document how to develop and communicate a process and/or procedure in a consistent way across the organization. Page 65 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 30 PROJECT MANAGEMENT d) Key projects have been identified. ❑ Key projects, those that help achieve strategic goals, have been identified using a consistent method e) Training for project management and related tools is planned and/or underway for involved employees. ❑ Initial training has been undertaken (or planned) to assist the organization to establish a consistent and common approach to project management. ❑ This training should address desired outcomes and key milestones PROCUREMENT f) A list of key suppliers is available for employees as required. ❑ The organization has a process to define its key suppliers (e.g. defined as comprising 80% of annual procurement spend – typically 20% of an organization’s suppliers). ❑ A list of key suppliers is accessible by appropriate employees g) A procurement policy has been established and shared with employees, as required. ❑ A procurement policy should address areas which include things such as: ❑ The process to purchase ❑ Signing authorities by level of spend ❑ EOI (Expression of Interest) ❑ RFI (Request for Information) ❑ RFB (Request for Bid) ❑ RFP (Request for Proposal) ❑ Purchase order process ❑ Single-sourcing ❑ The policy is kept current and shared with appropriate employees. B R O N Z E Page 66 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 31 h) Appropriate information and criteria is used to select capable suppliers. ❑ Selection criteria have been developed and are used to select capable suppliers. ❑ Selection criteria could include track record and references of potential suppliers including meeting performance standards, e.g., quality level, on-time delivery, on-budget, customer satisfaction. GOOD PRACTICE: Develop an on-boarding process with new vendors that includes security, Quality & Environmental standards (e.g. ISO 9001) and privacy reviews as well as legal contracts. B R O N Z E Page 67 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 32 Silver S I L V E R Page 68 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 33 Coaching Tips We strongly recommend you engage a Coach to assist you with: ❑ Updating your charter, implementation path and communication strategy based on Lessons Learned at Bronze Level. ❑ Conducting a self-assessment and building a related action plan. ❑ Assisting with implementation. ❑ Building process and project management capacity in your organization as you document your processes and begin to improve them. ❑ Conduct a mock verification before the Excellence Canada verification. S I L V E R Page 69 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 34 2.1 LEADERSHIP GOVERNANCE a) Governance framework policies applicable to the organization’s mandate and goals have been established, and such policies have been communicated across all areas. ❑ The organization has a clear understanding of the regulatory environment in which it operates. Organizational policies ensure compliance, for which a designated executive is responsible. ❑ The organization has in place a set of financial controls that can be audited and complies with current standards for accounting principles, e.g., GAAP (Generally Accepted Accounting Principles), IFRS (International Financial Reporting Standards) or equivalent. ❑ The organization can demonstrate a sound internal control environment. ❑ The organization has a comprehensive policy in place for physical and cyber security. Auditors or other external bodies validate the effectiveness of security that protects sensitive assets. The organization has a privacy policy in place. The policy has appropriate validations, such as internal privacy audits, or privacy audits of vendors who handle personal information for the organization. ❑ Other policies could include CEO compensation and performance, composition of Board members, financial disclosure, code of ethics, legal and regulatory requirements. ❑ The effectiveness of the organization’s controls and auditing procedures can be demonstrated through successive years of positive results associated with: • Composition of Board members, which reflects a balance of community diversity and stakeholder interests • Roles, responsibilities and rights of Board • Documented mandates and roles of all board committees • Board effectiveness, e.g., due diligence, adherence to policies and standards, no undue influence, conflict of interest and conflict resolution • CEO compensation and performance • Adherence to privacy regulations • Protection and security of privileged information • Financial performance and disclosure • Legal and regulatory requirements • Internal controls, e.g., control of assets, technology, signing authority, enterprise risk management • Adherence to code of ethics. S I L V E R Page 70 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 35 b) Indicators of effectiveness of leadership have been established and measured for both Board of Directors and senior management. ❑ Indicators of effectiveness have been identified for both personal and organizational leadership and a method for measurement established. ❑ Effectiveness could be measured through things like: • Organizational results against strategic goals • Achievement of individual goals • Customer survey results • Employee survey results, specifically trust in leadership • 360-degree feedback results • Customer and/or Employee Focus group results • Additional feedback mechanisms may assist in gathering input, including town halls, forums, blogs • Effectiveness of succession planning. ❑ The performance development goals for people leaders should include leadership effectiveness, (e.g. in one organization 25% of the goals related to leadership effectiveness for managers). LEADERSHIP c) There is clear accountability and cascading of responsibility for excellence, innovation and wellness. ❑ Leaders at all levels are accountable for implementing and supporting the principles outlined in 1.1a, and for planning and related activities associated with excellence, innovation and wellness. ❑ There is evidence of a clear cascade of responsibility throughout the management structure. ❑ Responsibility and accountability are reflected in job descriptions and the individual performance plans of management employees. S I L V E R Page 71 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 36 d) A leadership development program is in place that focuses on improving leadership, management and supervisory skills and abilities. ❑ There is a leadership development program in place focused on improving the interpersonal skills and abilities for people leaders. This program should include experiential learning, e.g. mentoring, job-shadowing, job rotation, and 180 feedback (and possibly 360). It also includes the development of soft skills, such as communications, coaching, change leadership, emotional intelligence, resolving conflict and interpersonal relations. ❑ Leaders serve as role models through their active participation in internal training programs and mentoring. ❑ There is consistency across the organization by people leaders in the application of effective interpersonal skills in managing and leading employees. ❑ Education and development may be provided internally, e.g., in-house seminars, mentoring, on-the-job training; and externally, e.g., conferences, learning institutions, professional associations. ❑ Performance management training includes the development of skills needed to respond to signs of burnout and emotional distress among employees. ❑ Training on mental health should be a priority. ❑ Management training includes information about instituting accommodations for employees with identified needs. ❑ Leadership competencies have been identified and agreed upon, and gaps addressed. ❑ The organization evaluates the effectiveness of its leadership skills training. ❑ Managers are provided with the necessary support to carry out their responsibilities. S I L V E R Page 72 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 37 e) Leaders at all levels influence, and are held accountable for, strengthening organizational culture. ❑ The organization assesses and reviews its culture, and communicates assessment outcomes in a systematic manner. The assessments and reviews are done, for example, through surveys, focus groups, and interviews with senior management. ❑ Ethical behaviour is reinforced at all levels of the organization. ❑ Methods of removing negative influences on organizational culture are incorporated into the performance management plans. ❑ There is a goal to reinforce formal work-life balance plans. This is supported by a communication strategy, and with training and coaching to assist line management to implement the plan. ❑ There is a facilitated process where employees can discuss and make suggestions on the culture-change process. ❑ The organization evaluates the effectiveness of its management-skills training through such things as employee engagement surveys, succession planning effectiveness, performance development programs, and focus groups. ❑ Training on “soft” skills is a high priority (e.g., communications, coaching, interpersonal relations) and is included in core management training. ❑ The comprehensive nature of what excellence, innovation and wellness means (all elements) is part of management and supervisory training. ❑ Leaders are held accountable to model expected behaviours. ❑ People are treated in a fair and equitable manner. f) Leaders at all levels promote and nurture innovation, and successes and lessons learned are shared and celebrated. ❑ A system has been developed to nurture innovation and successes. ❑ Leaders are trained on how to promote and nurture innovation. This includes a focus on orchestration to address large-scale risk in a way that does not hamper innovation. Leaders encourage diffusion across and through the organization and everyone agrees to greater visibility and accountability for innovation. 2 ❑ It is easy to contribute an innovative idea, e.g. through meetings, blogs, intranet. Contributions are acknowledged with thanks and appropriate action taken using the PDCA continual improvement cycle (Plan-Do-Check-Act). ❑ Lessons learned are captured and shared. ❑ Successes are recognized and celebrated. This could be accomplished with small awards, recognition at events, posting on the intranet or privately. 2 p 62. Note: Several guidance comments on innovation throughout this Guide have been sourced from Agile Innovation, by Langdon Morris, Moses MA and Po Chi Wu, PhD; ©2014 by Innovation Labs LLC. S I L V E R Page 73 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 38 g) Efforts are made to reduce silos through methods such as transparency, knowledge sharing and effective communication. ❑ Work has begun to ensure that communication flows up, down and across the organization. This may be done through venues such as town halls, sharing of best practices/stories on the intranet, TV screens, and bulletin boards. ❑ Opportunities are created to bring people together from across the organization. These may include departmental open houses, annual show and tells, and social events. ❑ There is a true open door policy at all levels to encourage sharing of information. h) The corporate social responsibility (CSR) plan demonstrates the organization’s commitment to its community and society. ❑ The organization recognizes its responsibility towards society, community and the environment. ❑ In developing the plan, the organization considers what is important to stakeholders. ❑ The CSR plan demonstrates ways the organization is involved in the community and how this improves the health and well-being of employees, their families and other members of the community. ❑ The organization supports and promotes CSR activities that are voluntary and seen as going above and beyond what is legislated or required. The CSR plan may include things like: • Waste reduction • Community clean up days • A corporate philanthropic budget • Participation in charity events • Employee volunteerism in the community, e.g. some organizations allow 1 day for each employee to contribute to the community • Exceeding legislative requirements, such as implementing voluntary controls over pollutants including air and water releases from the organization. • Supporting environmental initiatives to reduce greenhouse gases and carbon footprint, e.g., bike to work, employee commuting programs, etc. • Supporting community development projects (Habitat for Humanity, business development, anti-litter campaigns, etc.). • Being a role model for community leadership and advocacy. • Supporting literacy programs, child care programs, etc. S I L V E R Page 74 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 39 i) Management fosters an open and transparent work environment, as assessed by employees. ❑ Employees feel comfortable and safe to speak their minds, good or bad, and are encouraged to do so ❑ Management demonstrates respect for all input, e.g. Don’t shoot the messenger ❑ There are no hidden agendas ❑ Management is always true to their word when communicating good and bad news ❑ Employees say that they trust their managers at all levels, e.g. via surveys S I L V E R Page 75 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 40 2.2 PLANNING a) An organization-wide strategic plan, including Key Performance Indicators and a dashboard, e.g., a balanced scorecard, has been developed and implemented with input from all stakeholders. ❑ Typical strategic plans span three years or more and are usually revisited and updated annually or as required. Some organizations have “rolling” three-year plans. ❑ A balanced scorecard has been developed to track achievement to key performance indicators. One example is the Kaplan Norton model, which includes four quadrants, one each for Customers, Financial, Internal Business Processes, and Learning and Growth. (See Planning & Metrics Section at back of Guide) ❑ While this is a senior management and/or Board level responsibility, stakeholder input (including some employees) is important to ensure buy-in across the organization and successful implementation. ❑ The strategic plan includes an environmental scan, SWOT analysis, high level goals with measurements and linkages to operational plans. Work has begun to cascade goals down to the employees and their personal goals for complete alignment. ❑ Once the strategic plan is understood and approved by the Board, the annual operating plan is then developed with clear linkage to the strategic plan. • The objective of the annual plan is to translate the strategic plan into tactical, operational, and/or departmental plans and improvement priorities (improvement plan). This linkage assists the organization in establishing a clear direction, while balancing the priorities, commitments, and specific goals (short-term and long-term) of various departments. Key customers and partners may be integral in the development, execution, and refinement of organizational plans. They may assist in prioritizing objectives, initiatives, and improvement projects. ❑ Financial management: Monthly and quarterly analyses of budget variances and reports are provided to the senior management team. ❑ Key performance measures are identified and baselines established, e.g., customer satisfaction, employee engagement, wellness metrics, and financial results. S I L V E R PLEASE NOTE THAT THERE ARE EXAMPLES OF PLANS AND METRICS TO ASSIST YOU AT THE BACK OF THIS GUIDE Page 76 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 41 b) An assessment to this Excellence, Innovation and Wellness® Standard is conducted regularly and the identified opportunities are built into improvement plans. ❑ Self-assessments (check-ins) continue to be conducted to assess progress to EIW Silver. ❑ Strengths and opportunities are identified and scores assigned for calibration and prioritization purposes. ❑ The organization continues to build and sustain identified strengths. ❑ Opportunities are built into improvement plans, which are implemented and monitored for success. c) Flowing out of the strategic plan, an annual operating plan, with key priorities and clear goals, has been developed that relates to excellence, innovation and wellness. The operational plan is: ❑ Established with input from key stakeholders • Key stakeholders are involved in helping to establish SMART, or at a minimum clear, goals. • A cross-functional approach is used to develop and share goals. ❑ Aligned with the operating budget • Sufficient operating budget is allocated for the achievement of the goals. ❑ Communicated across the organization to build awareness. • The organization acknowledges that it is beneficial for employees to have a common understanding of the organization’s strategic direction and improvement goals. The organization also acknowledges the role of employees in helping to achieve these goals. • Communication approaches (notably on goals) are multi-faceted and may include: o Bulletins o Emails o Meetings (e.g., discussions, informational updates, and committee meetings) o Newsletters o One-on-one discussions o Videos. • The organization tracks progress of the improvement plan. There also is a process for communicating the progress. S I L V E R Page 77 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 42 d) A financial management system has been developed to track financial performance.  The financial management system should include both short-term and longer- term planning. Short-term planning is generally concerned with profit planning or budgeting. Long-term planning is generally strategic, setting goals for growth and sustainability over a minimum of three to five years.  The plan describes each of the activities, resources, equipment and materials that are needed to achieve these objectives, as well as the timeframes involved.  Departmental budgets have been developed and shared with employees.  Regular financial reporting is a part of the normal organizational reporting performance management process. e) An enterprise risk management (ERM) plan has been developed to address identified risks. ❑ The plan identifies particular events or circumstances relevant to the organization's objectives (risks and opportunities), assessing them in terms of likelihood and magnitude of impact, determines a response strategy, and monitors progress. ❑ It also includes key metrics for how the plan will be monitored and evaluated for progress. ❑ Risks can include technology, cyber security, business continuity, pandemic, environmental, operational, people’s safety and health, disaster, crisis, customers, etc. S I L V E R Page 78 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 43 f) An innovation plan has been developed and shared. ❑ There is an innovation plan that relates to key strategic goals. The Plan answers the following questions such as 3: ✓ Why innovate? i.e. how it links to your overall strategic plan ✓ What to innovate? i.e. designing and developing your innovation portfolio (what you choose to work on based on strategic priorities and capacity) ✓ How to innovate? i.e. your innovation process, e.g. team-based, leadership orchestrated, documentation to approve go-forward ✓ Who innovates? i.e. who is going to do what in terms of research and development and beyond to operations and/or sales ✓ Where to innovate? i.e. infrastructure, support systems and tools required (e.g. Velocity Garage – University of Waterloo) ❑ Key steps in the plan include envisioning, engaging, evolving, evaluating and executing. See The Five Sub-processes for innovation management chart in the Plans and Key Performance Indicators Section at the back of this Guide. ❑ Employees are aware of the innovation plan and understand what innovation means to them, and how they can be involved and participate. ❑ Resources are set aside (e.g., space, time) to enable innovation, and innovation objectives are reflected in employee performance plans. ❑ The organization encourages advancements in process improvement, project management, technology and services using creative thinking and collaboration. 4 3 Morris, Ma, Wu, Agile Innovation, 2014, page 68 4 York Region S I L V E R Page 79 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 44 g) A knowledge management system that aligns to a workforce plan is in place. The plan includes capturing and sharing of lessons learned. ❑ There is a formal system designed to capture and retain knowledge and internal expertise. ❑ The system is based on two critical activities: (1) capture and documentation of individual explicit and tacit knowledge, and (2) its dissemination within the organization. ❑ There are different levels of knowledge: • enterprise intelligence, • information creation, sharing and management, and • document management. ❑ Strategies and processes are designed to identify, capture, structure, value, leverage, and share an organization's intellectual assets to enhance its performance and/or competitiveness. ❑ An effective practice could include documenting critical knowledge that resides in people’s heads. This will ensure that as people leave the organization, the knowledge does not “walk out the door.” h) An information technology plan has been developed to support the operational goals. ❑ An Information Technology (IT) strategy has been developed with input from appropriate stakeholders ❑ The linkage of corporate business strategy and technology strategy plays an important role in organization’s success. Technology forecasting, technology assessment and product planning are integrated by road-mapping. ❑ Employees understand the priorities for implementation of new technologies ❑ Technology supports the operation of all other plans TIP: You may wish to consider integrated technology road-mapping which provides a practical instrument for middle- and long-range technology development and corporate business strategy formulation by aligning internal and external resources and social marketing factors. Technology roadmaps help you to identify new business opportunities, validate internal knowledge and communicate ideas, improve your technology portfolio decisions, and develop effective technology strategy. S I L V E R Page 80 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 45 i) A communication plan has been developed for both internal and external stakeholders. ❑ A communication plan is a written document that describes • the business outcomes that the communication plan will support • what you want to accomplish with your organization’s communications (your objectives), • ways in which those objectives can be accomplished (your goals or program of work), • to whom your organization communications will be addressed (your audiences), • how you will accomplish your objectives (the tools and timetable), and • how you will measure the results of your program (evaluation). ❑ The communication plan should provide strategies for both internal and external stakeholders. ❑ Multiple channels (e.g., newsletters, bulletins, intranet, updates and face-to-face opportunities for discussion) are used to communicate with employees at all levels. ❑ Internet, social media, are often used to communicate with external stakeholders ❑ Internal and external communications should relate to one another Strong planning helps to “connect the dots” across the organization to ensure effective alignment in planning and subsequent implementation. S I L V E R Page 81 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 46 2.3 CUSTOMERS CUSTOMERS a) Linked to the strategic plan, a customer experience plan or strategy is in place that defines the customer experience, with a plan of how to execute the plan and measure results. (See planning section after the Platinum requirements for more guidance.) ❑ A typical customer experience plan includes strategies for optimizing such things as loyalty, satisfaction, retention, life cycles, products and services, market share, growth, and new markets. ❑ A customer experience plan reflects a strategic process to manage the customer’s entire experience through feedback, analysis and customer participation in the corporate culture in order to improve overall performance. ❑ Measures have been established to monitor ongoing improvement. ❑ There is evidence that this plan/strategy links to the strategic plan. b) Customer requirements are identified, analyzed and embedded in the customer experience plan. ❑ There is a process in place for gathering, identifying and analyzing customer requirements. This process defines what information is to be collected, how it is to be collected, by whom and by when. ❑ The organization has a good appreciation of customer requirements, which are well communicated to appropriate employees across the organization. ❑ There is a process in place to ensure effective customer services are provided. c) Service standards exist at key customer contact points and have been communicated to relevant stakeholders. ❑ Key customer contact points have been identified for both internal and external customers. ❑ Service standards have been developed and applied at key customer contact points, and these service standards are integrated into team or individual performance plans. ❑ Customers rate performance against the standards through methods such as surveys, meetings and focus groups, and results are measured, monitored and shared with all appropriate employees. ❑ Accountability for meeting the customer service standards is assigned, communicated and monitored. S I L V E R Page 82 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 47 d) Mechanisms are in place for customers to: ❑ Provide input on their requirements; ❑ Seek assistance; and ❑ Give feedback on measures that are relevant to them. • Avenues are provided which make it easy and comfortable for customers to inquire, seek assistance, and express concerns or comments. • The organization has a system that gathers and analyzes customer input, e.g., complaints, dialogues, general inquiries, survey responses, compliments. ✓ The information is forwarded to the appropriate employees for timely action and follow- up as needed. ✓ A report on progress is provided back to the customer. ✓ Compliments are placed in the employee’s file and shared with his/her manager. ✓ The Company has a process to communicate, recognize and acknowledge compliments with the identified employee. • All interactions with the customer base are courteous, accurate, timely, and respectful. e) Baseline voice of the customer feedback measures for both internal and external customers have been implemented. Results have been collected, and used to inform planning and innovation. ❑ Baseline feedback measures have been identified. ❑ Regular feedback mechanisms are in place to measure customer feedback against baseline measures e.g., surveys, focus groups and meetings. ❑ There is evidence that feedback results have been addressed, communicated to relevant stakeholders, and used for ongoing planning for improvement and innovation. ❑ Customer engagement and feedback as you progress is also vital to successful innovation. ❑ The voice of the customer is monitored, engaged and/or managed through traditional direct channels, e.g., call centres, retail outlets, face-to-face interactions, as well as indirect channels, e.g., social media and lobbying. GOOD PRACTICE: Create a formal tracking system for complaints, compliments and comments. S I L V E R Page 83 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 48 f) The value of the organization’s services has been communicated to its stakeholders. ❑ A statement regarding the value of the organization’s services and/or products has been developed and communicated broadly to its stakeholders. This communication includes a value proposition, addressing such things as competitive advantage, financial benefit, quality, and reliability. It links the product and/or service characteristics to the customers’ requirements, needs, and expectations. ❑ The organization communicates its marketing goals, strategies, and plans to appropriate employees and partners. ❑ The organization has established a process to communicate the value of its product and/or service externally (e.g., customers, partners, society, market) and to employees. Communication may include these methods: Internet, advertising, conferences, newsletters, emails, testimonials, tradeshows, meetings, discussions, etc. GOOD PRACTICE: When surveying your customers, ask them what they would like to see in the future. Form customer focus groups to assist you improve your processes. GOOD PRACTICE: Develop an internal customer survey with questions that directly link back to external customer service standards. S I L V E R Page 84 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 49 PARTNERS g) Partnership agreements are in place that define the relationship, roles and responsibilities and desired outcomes. ❑ Strategic priorities and values of both parties have been reviewed and updated. ❑ Roles and responsibilities have been reviewed and updated as required. ❑ Partnership goals and objectives are reviewed and updated as required. S I L V E R Page 85 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 50 2.4 PEOPLE a) A human resources (HR) plan and a wellness plan are in place, and clearly link to the overall strategic plan and related operational plans. ❑ Human resource planning identifies the skills and competencies needed to achieve the broad objectives in the strategic plan. ❑ A typical Human Resources Plan would include strategies for recruitment, retention, workforce planning, capacity building, organizational development and training, compensation and benefits, union relations, diversity and inclusion, and rewards and recognition. ❑ A typical Wellness Plan would address the needs of employees and strategies to address physical environment and occupational health and safety, health and lifestyle practices, workplace culture and supportive environment and mental health. ❑ A typical Voice of the Employee strategy would include collection of data for employee engagement and satisfaction. ❑ There is evidence that these plans link to the overall Strategic Plan and related operational plans. b) A workforce plan is in place to support attraction, talent management, succession planning and retention strategies. ❑ A workforce plan encompasses many aspects of managing human resources, and links to other plans as well, e.g., • Talent identification and development of leaders • Coaching, mentoring strategies • Analysis of competencies and organizational future/current needs • Learning plans and strategies to meet organizational needs • Analysis of fluctuations in workload and needed workforce levels, e.g. overtime required • Analysis of historical trends in scheduled and unscheduled leave • Recommended policies for scheduling vacations • Systems for tracking and managing leaves • Analysis of absenteeism and interventions to reduce it • Flexible staffing strategies • There should be a link to risk management and knowledge management, i.e., as people retire or leave are systems and procedures documented and talent not just walking out the door? S I L V E R Page 86 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 51 c) There is a system in place for recruitment, selection and on-boarding of employees. ❑ The organization has an effective recruitment and selection process. ❑ Recruitment and selection approaches include internal postings, referral programs, and partnering with local universities, colleges, and other learning institutions, as well as traditional external recruitment avenues, including recruitment firms, new Canadian placement centres, Aboriginal communities, and community centres. ❑ There is a formal on-boarding process including orientation for new employees. ❑ Some organizations have an internal referral system with rewards associated with hiring someone external that an employee has put forward. d) There is a system in place for managing employee performance and development in line with departmental, operational and strategic goals. ❑ Performance management approaches and systems provide objective feedback to people on how they are doing. It also helps identify areas where education and/or training would provide opportunities for individual growth and advancement. ❑ Performance management reviews can include: • Performance against identified goals and objectives • Job description review • Career expectations • Developmental and learning needs • Support for ethical behaviour and organizational values. ❑ Performance management reviews could also include identification and appraisal of the processes within which an individual works to identify opportunities to enhance performance and roadblocks that hinder performance. e) Training and development requirements are determined with employee input, and employees are assisted in acquiring and implementing new skills. ❑ The organization considers what is needed to achieve the organization’s strategic objectives. The individual’s needs to learn and grow are also considered. ❑ The identification of education and development needs is assisted by using performance reviews by supervisors, peers, subordinates, clients, and partners, as well as through discussions with employees. Fulfilling these needs is encouraged, and necessary resources are provided where possible. ❑ Employees have access to education and development opportunities where feasible. ❑ Training needs could be linked to the knowledge management plan. S I L V E R Page 87 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 52 f) Human resources indicators are identified, measured and analyzed, and the results are used to inform planning. ❑ Human resource indicators are developed, monitored and measured and the results shared with appropriate stakeholders. ❑ Examples of human resources measures include training and development, absenteeism, EAP usage, accident, injuries, turnover/retention rates, short-term and disability rates, extended health benefits usage. ❑ Examples of wellness indicators include high level risk factors identifed in aggregate through conducting a Health Risk Assessment as well as a “needs assessment” to identify employees needs and wants with regard to the four elements of wellness: physical environment and occupational health and safety, health and lifestyle practices, workplace culture and supportive environment and mental health. Measures could also include participation in wellness programs. ❑ Information identified from assessments and results of baseline measures are used to inform ongoing planning and employee wellness programs. g) Employee engagement and innovation is measured, results are shared and employees are involved in developing and implementing action plans. ❑ Examples of voice of the employee indicators include: • Engagement • Satisfaction • Security and safety • Trust and confidence in management • Management support • Stress levels • Co-worker cohesion • Learning and development • Commitment and loyalty • Healthy work environment • Diversity • Innovation • Inclusion • Rewards and recognition • Work Life Balance • Job security • Loyalty • Communication ❑ The organization fosters participation and actively solicits ideas and suggestions from employees across the organization. ❑ A suggestion process is in place that encourages people to provide their ideas and suggestions for improvement. Suggestions are reviewed in terms of merit and their relevance to the strategic and/or improvement plans. ❑ Ideally all suggestions receive a response in a timely manner – those accepted and those rejected. Response needs to happen quickly, because people often withhold ideas and suggestions when response is slow or indifferent. S I L V E R Page 88 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 53 ❑ The organization has methods in place to encourage, support and measure innovation. These include scheduled brainstorming sessions, as well as ways of reporting: • Innovation balance sheet (ROInnovation) • Innovation velocity (I feel the need for speed! – Top Gun movie) • Innovation success rates • Sharing effective practices • Celebrating results • Reinforcing lessons learned. h) A wellness assessment has been conducted and its results, as well as reviews of data such as benefit claims, are used to identify physical and psychological health and safety hazards and risks. ❑ This Requirement has a direct link to a wellness plan, as the content and development of the plan should be based on the outcomes of an assessment. ❑ Assessments cover the four elements that influence and have an effect on employee health and well-being: physical environment, health practices, workplace culture and corporate social responsibility. ❑ Assessment(s) include the identification of strengths, opportunities and physical and psychological health and safety risks and hazards of the workplace culture. ❑ Risks include both physical and psychosocial factors that impact financial, operational, human resources (including policy), and legal responsibility. ❑ The assessment(s) include identification of opportunities to promote physical and psychological health and safety in the workplace. ❑ Various methods are used to complete the employee needs assessment (for example, questionnaire, health risk appraisal, focus groups, or a combination of various methodologies). ❑ Health Risk Assessment (HRA) will include screening for health biometrics, ergonomic needs, immunization and other health needs and interests of the employees. ❑ There is awareness and understanding of tools available to identify risks in the workplace, e.g., psychosocial risk factors (i.e., Guarding Minds @ Work), health risk assessments, employee satisfaction and engagement surveys, Excellence Canada’s “Healthy Workplace Check-up,” etc. ❑ A broad cross section of employees and key stakeholders (including offsite, shift workers or workers on extended leave) are involved in the needs assessment and in validating the findings. ❑ There is awareness of existing organizational practices that promote a physical and psychologically healthy workplace. S I L V E R Page 89 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 54 i) Management provides various avenues for employees to provide feedback, and to put forward innovative ideas and suggestions for improvement. ❑ Methods are in place to ensure employees at all levels have an opportunity to provide input and feedback, e.g., focus groups, surveys, staff forums, meetings and committees, suggestion boxes, etc. ❑ The organization can demonstrate that the methods are working effectively. ❑ Employees’ ideas for planning and assessment of programs as well as for monitoring progress on agreed programs are reviewed. j) A rewards and recognition program is under development, ensuring both individual and team (functional and cross functional) approaches, with a focus on rewards and recognition initiatives. ❑ Recognition systems are in place, both informal and formal. ❑ Recognition, or reward for suggestions, is perceived by employees as fair and consistent throughout the organization. ❑ There is a process to determine how individuals prefer to be recognized. There are options to personalize the recognition given. Employees like to be asked what kind of recognition suits them best, and it can be tailored by department, by person, etc. ❑ The recognition system links to the goals of the organization. ❑ Recognition is based on individual performance, team performance or both. ❑ Although recognition may differ across departments, the culture and application of providing recognition should be consistent in all areas, e.g., should not be dependent on the manager’s style. S I L V E R SAINT ELIZABETH Saint Elizabeth introduced a new program called “Soapbox” where employees can electronically submit ideas, and other employees vote on or “like” the idea. Once the idea gets a certain number of “likes” it is elevated for consideration. Feedback is provided on progress, and it is a transparent process. Page 90 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 55 k) Policies for diversity and inclusion are well understood as reflected in daily practice. ❑ The organization’s leadership (i.e., Board of Directors and senior leaders) prioritizes demographic representation of employees that reflects the client and community base. ❑ Diversity is understood in terms of dimensions that include but are not limited to race, age, place of origin, religion, ancestry, aboriginal status, skin colour, citizenship, sex, gender, identity, sexual orientation, ethnic origin, disability/ability, marital, parental or family status, same-sex partnership status, creed, language, educational background, literacy level, geographic location, income level, cultural traditions and work experience. ❑ People from diverse ethnic cultures and with differing beliefs and values are comfortable working for the organization, feel valued and are encouraged to participate in development opportunities. ❑ Employees feel valued and essential to the success of the organization. ❑ There are programs in place, e.g., cultural celebrations, quiet rooms, prayer rooms, where employees feel a need for them. ❑ Employees are asked their preferences and preferences are respected. ❑ The organization develops and offers diversity and freedom from discrimination and harassment training to all employees, management and non-management. This may be in the form of modules, or integrated into current training and orientation programs. The training should reference the applicable federal or provincial human rights acts and align to the core values of the organization. ❑ The organization monitors employee perceptions of the degree to which personal beliefs and choices are respected within the organization. Monitoring may be through surveys and/or focus groups. ❑ The organization demonstrates respect for diversity by accommodating employees accordingly (e.g. personal time provided for religious holidays) and through such things as cultural history months, multicultural food buffets, stories on the intranet, celebrations recruiting from sources that advocate for diverse individuals (i.e. new Canadians, people with disabilities, Aboriginals, etc.). Space is allocated and time is allowed for personal contemplation and relaxation (e.g., quiet rooms, prayer rooms, etc.). CARLETON UNIVERSITY Carleton introduced a “Dragon’s Den” for departments to “pitch” ideas. S I L V E R Page 91 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 56 2.5 PROCESSES PROCESS IMPROVEMENT a) Key work processes and/or procedures are documented using a consistent, continual improvement methodology across the organization, and are easily accessible by employees. ❑ Following a review of customer-facing activities, key processes are identified: • With input from people directly involved with the work, and • Through a review of the materials and information needed. ❑ These key processes are mapped, communicated, and understood by those affected. ❑ Work procedures are documented and accessible to everyone who needs them. ❑ There is a consistent methodology for documentation utilized across the organization. b) Key internal stakeholders across organizational levels are involved in process improvement activities with demonstrated input from employees directly impacted by any changes in an environment that encourages innovation. ❑ Cross functional and cross level teams are used to analyze and improve processes and procedures. ❑ Those employees or their representatives that are directly impacted by a process change are involved in any changes to work processes. ❑ Incremental innovations are often small changes to existing products or services and related processes. Kaizen (small changes for the better) is often employed by employees at all levels to improve the effectivenss of their processes for internal and external customers. S I L V E R Page 92 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 57 c) Key processes are assessed for their impact on the physical and psychological health and safety of employees, customers, partners and suppliers, as applicable. ❑ Procedures covering work processes and systems can have a positive or negative impact on employee and customer health and safety, and on the environment. These procedures are fully documented, understood, and monitored for any non- conformances. ❑ The organization evaluates work procedures and processes for their impact on the health and safety of employees, customers, partners and suppliers, as appropriate, e.g., ergonomic design and testing prior to introduction of processes or procedures. ❑ The organization assesses and addresses potential impacts on mental and physical health and safety when new technologies and/or work systems are planned for introduction. There also is an assessment after implementation. d) Key measures have been identified and data is actively being collected and used to measure and monitor key process stability. ❑ Key processes are often cross-functional. Selected measures for all key processes should be established with input and review from the people and/or functions impacting the process flow. Note that not all process stages are measured – only those selected as being important to keep track of process flow in a practical manner. ❑ Process performance measures are used to improve processes. ❑ For each key process, there is documentation of: • What is to be measured • How it is to be measured • At what stage of the process the measurement should occur. • The results and who has been advised ❑ Among other positive benefits, it is evident that process improvements have resulted in one or more of the following: • Improved cycle times • Reduced waste • Higher productivity and/or yields • Reduced operating costs • Number of design iterations • Less re-work • Fewer errors • Innovation • Efficiency • Attainment of standards • Indicators of reliability • Reduced costs related to re-work. ❑ Process performance measures and results are openly and regularly communicated in an understandable format throughout the organization. Measures may be communicated by a variety of means, such as direct discussions or meetings (preferably), internal mail, bulletin boards, and e-mail. Charts, graphs, and other visuals assist the understanding of performance measures. S I L V E R Page 93 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 58 PROJECT MANAGEMENT e) A standardized methodology is in place for managing key projects. ❑ A standardized method is in place for identifying and managing projects which is consistently applied across identified areas of the organization. ❑ Projects are identified on established criteria including such things as strategic goals and priorities, return on investment, and ease of completion. ❑ All types of innovation could be considered for projects (like processes) depending on risk appetite, resources etc. These include5: • Incremental innovations (e.g. small changes to services, products and/or processes). • Breakthrough innovations (typically higher-risk and longer-term (e.g. iPod, etc.). • Business model innovations (those that provide better customer experiences, e.g. Apple App Store, Uber, eBay. • New venture innovations (those that take an organization into an entirely new area or market like Nokia entry in the mobile phone business). CHANGE MANAGEMENT f) Change management principles and activities have been introduced into improvement plans, processes and projects. ❑ A methodology to manage change has been developed, and change management principles and strategies are in place to provide transition support to employees during change. ❑ The change management system addresses changes such as new technology, equipment, products, services, work procedures, job design, organizational structure, policies and health, safety and legal requirements. ❑ Employees are provided the opportunity to be involved in enterprise wide change initiatives. ❑ The change management system includes communication to stakeholders about the change, training and other supports, as needed. ❑ Plans, processes and projects have incorporated change management elements as part of normal procedure. 5 Morris, Ma, Wu, Agile Innovation 2015, pp 125-127 S I L V E R Page 94 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 59 PROCUREMENT g) Prior to procurement and whenever possible, employees are involved in assessing products or services that impact their health, safety and/or productivity. ❑ The purchase of services and/or products may have a positive or negative impact on employee and customer health and safety, and on the environment. ❑ The organization evaluates the impacts of services and/or products on the health and safety of employees, customers, partners and suppliers, as appropriate. ❑ Wherever possible, relevant employees are also involved in assessing the potential impacts when purchasing new products or services. h) Baseline supplier performance measures are identified and collected. ❑ Performance measures are identified and collected. ❑ Examples could include satisfaction levels with key partners and suppliers on identified measures. This could include measures identified in contracts, e.g., quality of services and products, on-time delivery, costs as promised. ❑ Feedback mechanisms are in place to gauge performance and any related issues, e.g., surveys, focus groups, meetings. ❑ Any issues identified are documented, shared and addressed between the parties in a timely fashion. NOTE: Excellence Canada has published Criteria for Project Management, offers related training and provides recognition through the Canada Awards for Excellence. S I L V E R Page 95 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 60 Gold G O L D Page 96 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 61 Coaching Tips We recommend you engage a Coach to assist you with: ❑ Updating your charter, implementation path and communication strategy based on lessons learned at Silver Level. ❑ Conducting a self-assessment and building a related action plan that also addresses opportunities from Silver Level. ❑ Assisting with implementation. ❑ Focusing on widespread adoption of excellence across your organization, along with related communication. ❑ Conducting a mock verification before the Excellence Canada verification. G O L D Page 97 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 62 3.1 LEADERSHIP GOVERNANCE a) Governance framework policies are being met throughout the organization, e.g., accountability for management actions, fiscal control, privacy, security and ethics. ❑ Policies established at Silver Level, are in effect and reviewed for ongoing compliance and improvement. ❑ The ongoing effectiveness of the organization’s controls and auditing procedures can be demonstrated through successive years of positive results associated with: • Composition of Board members, which reflects a balance of community diversity and stakeholder interests • Roles, responsibilities and rights of Board • Board effectiveness e.g., due diligence, adherence to policies and standards, no undue influence, conflict of interest and conflict resolution • CEO compensation and performance • Adherence to privacy regulations • Protection and security of privileged information • Financial performance and disclosure • Legal and regulatory requirements • Internal controls, e.g., control of assets, technology, signing authority, enterprise risk management • Adherence to code of ethics. b) The Board of Directors assesses its effectiveness and makes required adjustments as needed. ❑ The Board has a process for assessing its effectiveness. This could be conducted by an internal audit control or an external third party. ❑ When done effectively, board evaluations provide a forum for directors to review and reinforce appropriate board and management roles and ensure issues that may lie below the surface are identified and addressed promptly. In short, evaluations give the board an opportunity to identify and remove obstacles to better performance and to highlight best practices. G O L D Page 98 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 63 ❑ Boards derive the highest value from a board assessment that is shaped by five key principles6 (see text box below): LEADERSHIP c) Values and principles as outlined in 1.1 (a), are fully embedded in the organizational culture. ❑ Leadership involvement • Leadership establishes unity of purpose and direction, and facilitates and supports the changes necessary for improvement. • Leadership at all levels consistently “walks the talk” and is engaged in the development of a healthy working environment. • Leadership at all levels is accessible and visible. • Leadership at all levels involves employees when possible in decisions that impact them. ❑ Transparency and agility • Leaders at all levels demonstrate openness with no hidden agendas and conditions. • Information required for collaboration, cooperation and collective decision-making is provided as appropriate. • Leaders at all levels adjust and adapt to new innovative ideas and use these ideas to create and improve products and services. 6 www.spencerstuart.com/research-and-insight/improving-board-effectiveness G O L D GOOD PRACTICE: BOARDS DERIVE THE HIGHEST VALUE FROM A BOARD ASSESSMENT THAT IS SHAPED BY FIVE KEY PRINCIPLES: • THE BOARD HAS CLEAR OBJECTIVES FOR THE EVALUATION. • A BOARD LEADER DRIVES THE PROCESS. • THE PROCESS INCORPORATES PERSPECTIVES FROM SENIOR MANAGERS WHO REGULARLY INTERACT WITH THE BOARD. • THE ASSESSMENT PROCESS GOES BEYOND COMPLIANCE ISSUES TO EXAMINE BOARD EFFECTIVENESS ACROSS A BROAD RANGE OF MEASURES. • DIRECTORS COMMIT TO REVIEWING THE RESULTS OF THE ASSESSMENT TOGETHER AND ADDRESS ISSUES THAT EMERGE. Page 99 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 64 ❑ Respect for diversity and inclusion • Leaders at all levels support diversity in the workplace. • Leaders at all levels engage individuals and make people feel valued and essential to the success of the organization. • Employees are included in important decision-making processes as appropriate, and discrimination is not tolerated. ❑ Effective planning • Leaders use effective strategic and operational planning to achieve desired results, and follows through, e.g., the plan, do, check, act cycle. ❑ A primary focus on the customer experience • The primary aim of everyone in the organization is to understand and meet the needs of internal and/or external customers. • Leaders work collaboratively with teams and customers to enhance quality and innovation, while contributing to the wellbeing of employees. ❑ Co-operation, teamwork, and people development • The organization nurtures cooperation and recognizes teamwork as a corner stone for developing win/win relationships. • Employees are given the opportunity to develop their individual potential. ❑ A focus on continual improvement and innovation • The organization is focused on continual improvement. No matter how much improvement has been accomplished, it is recognized that there are always practical and innovative ways of doing even better. • Teams are organized to produce the best results. These teams reflect on how to become more effective as they learn together to continually deliver working innovations. • Keeps it simple and focused to ensure priority actions are implemented. ❑ Commitment to fact-based decision-making through the use of data and measurement • Decisions are made using actual data, not simply on the basis of instinct, authority or anecdote. G O L D There are many ways to assess the effectiveness of senior leadership. Page 100 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 65 d) The senior leadership team assesses its own effectiveness. ❑ Achievement of the goals in the strategic plan and “balanced scorecard” are key indicators of effectiveness. ❑ Surveys conducted specifically for leadership effectiveness are common. These would address issues such as management styles, openness, transparency, etc.  Town halls and intranet suggestion blogs where leaders openly solicit employee feedback are other examples of ways to gauge effectiveness.  There are processes for routinely measuring and monitoring leadership effectiveness.  Examples of indicators (as measured by employee surveys) to gauge leadership effectiveness include: • Management support • Trust • Fairness • Respect • Interpersonal skills • Communications skills  Methods of removing negative influences on organizational culture are incorporated into the performance management plans. e) There is evidence that the leadership development program is effective.  The organization evaluates the effectiveness of its management-skills training and leadership competencies through such things as behavioural improvement as assessed by employee engagement surveys and focus groups  Training on “soft” skills continues to be a high priority, e.g., communications, coaching, change management, and interpersonal relations, and is included in core management training.  Roles and responsibilities are clearly defined for leadership accountability.  Leaders role model expected behaviours.  People are treated in a fair, respectful and equitable manner.  Trend data indicates that levels of involvement in leadership development is increasing.  The leadership development plan is linked to the workforce management plan. G O L D Page 101 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 66 f) Responsibility and accountability for the overall management of excellence, innovation and wellness are reflected in the individual performance plans of management employees. ❑ There is a clear link from the strategic goals to team and individual goals. ❑ Key Performance Indicators in performance plans include all aspects, e.g., excellence (quality), wellness, innovation. ❑ This includes a focus on orchestration to address large-scale risk in a way that does not hamper innovation. Leaders encourage diffusion across and through the organization, and everyone agrees to greater visibility and accountability for innovation.7 g) There is evidence of consistency of management practices across the organization to sustain the culture. ❑ The organization assesses and reviews its culture, and communicates assessment outcomes in a systematic manner. The assessments and reviews are done, for example, through surveys, focus groups, and interviews with senior management. ❑ Ethical behaviour is reinforced at all levels of the organization. ❑ Methods of removing negative influences on organizational culture are incorporated into the performance management plans. ❑ There is a goal to reinforce formal work-life balance plans. This is supported through a communication strategy, and with training and coaching to assist line management in how to implement the plan. ❑ There is a facilitated process where people can discuss and make suggestions on the culture-change process. ❑ The organization evaluates the effectiveness of its management-skills training through such things as employee engagement surveys and focus groups. ❑ Training on “soft” skills continues to be a high priority, e.g., communications, coaching, interpersonal relations, and is included in core management training. ❑ The comprehensive nature of what excellence, innovation and wellness means (all elements) is part of management and supervisory training. ❑ Leaders are accountable to model expected behaviours. ❑ People are treated in a fair and equitable manner. 7 Morris, Ma, Wu, Agile Innovation 2014, p 62 G O L D Page 102 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 67 h) Leaders continue to promote and nurture innovation, and successes continue to be celebrated. ❑ The system developed at Silver level to nurture innovation and successes is working well. ❑ Training on how to promote and nurture innovation has progressed to all levels of management. ❑ There is increasing promotion and usage of the innovation program. ❑ Lessons learned continue to be captured and shared. ❑ Successes are recognized and celebrated. This could be done with small awards, recognition at events, posting on the intranet. ❑ Examples of innovation are evident and shared across the organization. i) A collaborative and transparent environment ensures that employees are involved in decisions that directly impact them. ❑ Trend data indicates a supportive environment and culture, where there is perceived trust, respect and fairness and enhanced employee morale. ❑ There are no hidden agendas. ❑ Employees feel free to express their opinions. ❑ Employees feel they are being listened to, and there is a feedback loop when suggestions are brought forth. ❑ Leaders create opportunities for two-way conversations. j) Employees are encouraged to participate in activities related to corporate social responsibility (CSR), as outlined in the plan.  The CSR plan demonstrates ways the organization is involved in the community and how this improves the health and well-being of employees, their families and other members of the community.  The organization supports and promotes CSR activities that are voluntary and seen as going above and beyond the norm.  CSR activities address workplace aspects such as occupational health and safety, human rights, community development, environmental protection and emergency response. G O L D BC PENSION CORPORATION At BC Pension Corporation, it is acceptable to have a “skip-level” meeting with your boss’s boss. This assists in creating a transparent and open environment. Page 103 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 68 GOOD PRACTICE: Measure innovation from a product or service perspective (revenue) as well as from a process enhancement perspective. Create a database or portal to capture all great ideas and track any metrics associated with these ideas. Reward employees for innovative solutions in whatever way you can, and in a way that the employee appreciates. G O L D Page 104 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 69 3.2 PLANNING a) The strategic plan and all related cascading plans are kept current, monitored and evaluated for achievement. ❑ All plans are reviewed annually for ongoing relevance, updated as required, and shared within the organization and with other key stakeholders as appropriate. ❑ Results to plans are monitored and evaluated for achievement. ❑ Required adjustments are made to plans for ongoing improved results. b) Departmental scorecards/dashboards related to the organization’s goals, e.g., balanced scorecard, are developed and used to monitor, measure and evaluate ongoing performance. ❑ The responsibility for organizational improvement is clear at the executive and management levels. ❑ The organization establishes a formal, structured process to ensure that the excellence, innovation and wellness initiatives are implemented and operating effectively in accordance with plan. ❑ The organization is proactive in evaluating programs and services to ensure they still contribute to meeting goals. ❑ Data from measurements established during goal setting, are available for review. c) Progress on plans and results is communicated and celebrated. ❑ The organization has a link between improvement planning and long-term strategic intent. Employees understand this link. ❑ Employees are involved in establishing departmental objectives that relate to strategic priorities and goals. ❑ The organization reviews progress in achieving goals established in the planning process. These achievements are communicated and celebrated across the organization. ❑ Progress is reported publicly in an annual report. G O L D Page 105 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 70 d) Financial performance is monitored and measured, i.e., adherence to budgets, expenditure management, revenue and asset management. ❑ There are systems in place to capture financial information, with budgets and accountability in place. ❑ Financial results are shared with employees as appropriate. ❑ Financial targets form part of the organizational scorecard, and the targets are aligned with the strategic goals. ❑ There are adequate financial controls in place. ❑ Financial assets and reporting are managed in accordance with the prevailing financial standard, e.g., generally accepted accounting principles (GAAP), IFRS. e) Performance to the enterprise risk management plan is monitored and evaluated and required changes made to the ongoing plan. ❑ There is a robust enterprise risk management system in place, including actively resourced mitigations for prioritized risks. ❑ The risk system links to other plans, i.e., workforce, wellness, customers, project management, information technology, knowledge management, finances, procurement, etc. ❑ Performance to plan is monitored and reported on regularly. ❑ Risk management is a responsibility of the board of directors. f) Innovation is becoming a way of life, informing product, services and process design. ❑ There are many examples of how innovation is being used to improve systems, processes, products and programs. ❑ Innovative techniques are embedded in normal procedures. ❑ Employees, customers and partners are engaged in innovative solutions. g) A knowledge management system is fully implemented. ❑ There are formal systems in place to capture knowledge. ❑ There are several levels of knowledge management: enterprise intelligence, information creation, sharing and management and document management. ❑ The knowledge management system is linked to other plans, i.e., workforce plan, information technology, risk, etc. G O L D Page 106 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 71 h) The information technology plan has been implemented and is enabling operations and other plans as appropriate, e.g., innovation, knowledge management, risk management. ❑ There is a formal plan for implementation and use of technology, with budgets and accountability. ❑ Employees agree that technology is helping them advance their work. ❑ Mechanisms are in place to prioritize requests, and employees are provided feedback on the starts of technology requests. ❑ Training is just-in-time to train employees on new technologies. ❑ The organization can provide examples of how technology is enabling the operations. i) The effectiveness of both internal and external communications is measured and reviewed. ❑ There is evidence that communication flows effectively up, down and across the organization. ❑ The communication strategy includes defined timelines for updating based on changing organizational needs. ❑ The communication strategy has been assessed for effectiveness. ❑ Various channels (e.g., newsletters, bulletins, intranet, updates and face-to-face opportunities for discussion) are used to communicate with employees at all levels. G O L D Page 107 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 72 3.3 CUSTOMERS CUSTOMERS a) The execution of the customer experience plan or strategy is monitored, evaluated and updated for ongoing improvement. ❑ Achievement of the customer experience plan is monitored, evaluated and updated regularly. ❑ The related results to the plan are reviewed and shared with senior management on a regular basis. ❑ Any identified shortfalls are addressed urgently through a plan for improvement. ❑ Trends are beginning to be tracked with at least two years of data available for analysis. ❑ Customer Experience strategies and measures are linked to performance plans of applicable internal and external stakeholders. b) Customer requirements (current and future) are identified, analyzed, evaluated and communicated on a repeatable and reliable basis for both existing and potential customers. ❑ There is consensus that building a successful relationship with customers depends on the shared belief that success will come only if the organization consistently satisfies customers’ needs. ❑ A process is in place to ensure that information on customers’ requirements is reviewed and disseminated across the organization. ❑ Building understanding of a customer’s point of view is fostered and encouraged. This is done by educating employees on customers’ needs, and by reinforcing teamwork, e.g., team recognition. ❑ The organization applies the principles of continual improvement to everything it does for and with the customer. A scheduled evaluation of the approach, implementation, and results assists in planning and implementing improvements of customer-focused effectiveness. This continual improvement cycle also assists in strengthening the foundation for long-term improvement and excellence. ❑ The organization conducts reviews to address such issues as the: • Adequacy and validity of information • Efficiency of customer surveys, and other contact techniques, used with current and potential customers. ❑ The organization reviews and uses customer satisfaction/loyalty data to help set goals for continual improvement, which are communicated to all stakeholders. G O L D Page 108 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 73 c) Customer service standards for identified key customer contact points, are measured and evaluated for ongoing improvement. ❑ Key customer contact points have been reviewed and are current. ❑ Service standards are reviewed, updated as required and applied at key customer contact points. ❑ Accountability for service standards is assigned, clearly understood and results are regularly monitored and reported on. ❑ These standards continue to be integrated into team or individual performance plans. ❑ Customers rate performance against the standards through methods such as surveys, meetings, and focus groups. ❑ A process is in place to measure and analyze the effectiveness of customer service. Analysis of this effectiveness should lead to improvements. ❑ Results are shared with all appropriate employees for ongoing improvement. d) The organization responds promptly to effectively address customer inquiries and to resolve customer concerns. Customer loss is tracked and evaluated. ❑ Every interaction with customers represents a moment-of-truth. It provides an opportunity for the organization to either satisfy or dissatisfy. For this reason, all employees follow procedures and standards when dealing with inquiries and complaints. ❑ An effective customer feedback system is in place that: • Collects information on recent encounters (annual, as well as transactional as appropriate) • Distributes the information to appropriate employees for action. ❑ Customer feedback is compiled and analyzed. Based on this analysis, improvements to specific processes can be implemented to address root causes of complaints. The entire organization is sensitive to the timely resolution of such issues. ❑ The organization contacts customers to acknowledge receipt of their complaints/input and to provide feedback within defined timeframes. ❑ The organization analyzes the root causes of the issues that flow through the complaints/resolution process and takes proactive steps to mitigate these types of issues from recurring in the future. ❑ There is a consistent process in place to track customer loss and evaluate the reasons why it occurred, and this information is used for ongoing improvement. G O L D Page 109 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 74 e) Voice of the customer data is systematically collected and/or recorded and evaluated for ongoing improvement, and shared with employees, customers and partners as appropriate. ❑ The organization continues to measure customer feedback against baseline measures e.g., surveys, focus groups, and meetings. ❑ The voice of the customer is monitored, engaged and/or managed through traditional channels, e.g., call centres, retail outlets, face to face interactions, as well as indirect channels, e.g., social media and lobbying. ❑ There is evidence that feedback results have been evaluated, addressed and used for ongoing planning for improvement and innovation. ❑ Results of the feedback have been shared with customers and relevant employees. ❑ Trends have been developed and analyzed where appropriate for broader application of solutions to the full customer base. f) Using research and knowledge of markets, employees collaborate with customers to develop innovative solutions that enhance services and products. ❑ The organization establishes a formal process which utilizes its knowledge of markets, and translates customer requirements into the design and/or redesign of a product and/or service. This process involves employees and customers, and may involve key partners and suppliers. ❑ This information is usually consolidated into a customer requirements document or a service brief. It lists the desired product and/or service features, performance, and delivery. ❑ The process includes ongoing validation that the requirements are being met. ❑ It is recognized that working collaboratively with your teams and customers will enhance quality and innovation. G O L D DELTA HOTELS The hotel established a feedback process which encouraged employees to be aware of “nonverbal” communication which required attention/follow up to resolve issues or respond to queries. Page 110 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 75 PARTNERS g) Performance to partnership agreements is assessed for ongoing improvement. ❑ Partners have been defined and the partnership requirements have been communicated. Partner agreements for all key partners exist. ❑ The organization and its key partners regularly review the products and/or services provided in accordance with defined partnership agreements. This ensures common understanding and continuity as well as the mutual benefits derived from partnering. ❑ The organization establishes processes to ensure partnership requirements are met and exceptions addressed. ❑ The organization has evaluation processes to determine the effectiveness of partners, and addresses issues and concerns. This involves input from all areas including direct input from employees; for example, by gathering, analyzing, and reporting of such items as: • Quality levels • Field performance • Timing of deliveries • Partnership value GOOD PRACTICES: Customer survey results are shared and celebrated corporately and with stakeholders. Customer response program allows for text messaging feedback. G O L D Page 111 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 76 ❑ The organization addresses issues and concerns through such methods as: • Discussion • Conflict resolution • Corrective action • Correspondence • Improvement initiatives • Performance review meetings • Documented performance evaluation. ❑ Feedback is provided to key partners on the quality of their services and/or products provided, and on their performance. ❑ The organization has open communication with key partners and suppliers reflecting a trust-based relationship. ❑ Partners are fully aware of the organization’s focus on continual improvement. h) Key partners collaborate in an innovative way in the design, development and enhancement of relevant services and/or products. ❑ The organization invites its key partners to brainstorm innovative solutions for the design, development and enhancement of relevant services and/or products. ❑ Regular meetings with key partners typically should involve innovative ways to continually improve. G O L D Page 112 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 77 GOOD PRACTICES: Facilitate brand specific training for key partners to integrate them into the corporate structure. Include key partners in your rewards programs when “living the culture”. Involve key partners in process improvement initiatives. G O L D Page 113 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 78 3.4 PEOPLE a) The human resources (HR) plan and a wellness plan, have evolved and reflect current employee health data and trends. The plans are monitored, evaluated and updated as appropriate. ❑ The Human Resources Plan has evolved and continues to include strategies for recruitment, retention, succession planning, capacity building, organizational development and training, compensation and benefits, union relations, diversity and inclusion, and rewards and recognition. ❑ The Wellness Plan has evolved and continues to address the needs of employees and strategies to address physical environment and occupational health and safety, health and lifestyle practices, workplace culture and supportive environment and mental health. ❑ The organization continues to monitor, evaluate and update the plans as required and the resulting plans are shared broadly across the organization. ❑ There is continued evidence that these plans link to the overall Strategic Plan and related operational plans. ❑ Key indicators continue to be collected with clear evidence of sustained improvement. b) A workforce plan is evaluated and updated regularly to ensure that attraction, talent management, succession planning and retention strategies are effective. ❑ This plan is sometimes called a “human capital strategy framework”. ❑ Workforce planning is critical for the ongoing success of the organization. ❑ Effective workforce planning ensures a smooth and timely transition as individuals resign or retire, and assists in retaining corporate memory. ❑ Competencies identified by the organization to meet their strategic plan need to be addressed in the workforce plan. ❑ A typical plan could include identification of • SWOT analysis and organizational needs identification • Recruitment • On-boarding • Key positions • Competencies • Learning plans • Potential rising stars • Performance management • Retirements • Talent identification • Succession planning G O L D Page 114 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 79 c) Employees can easily seek assistance to address issues, concerns and opportunities and their concerns and ideas are promptly addressed. ❑ Employees are encouraged to identify roadblocks preventing good work through a variety of ways including “open door policy”, departmental meetings, suggestion program, and focus groups. ❑ Employees are involved in decisions regarding workload. They are also given the opportunity to be involved in culture-change initiatives. ❑ Employees can report violations of compliance requirements, e.g., fraud and security incidents, without fear of retribution. This is demonstrated, for example, by a Whistle Blower policy and procedure which allows employees to anonymously report infractions. ❑ Issues raised by employees should be addressed in a timely and sensitive way and solutions to identified issues should be shared across the organization as appropriate. ❑ Methods are in place to identify any barriers. ❑ Barriers for stakeholders seeking assistance on physical and/or mental health and other job issues have been eliminated. ❑ Action plans are updated to address the removal of barriers. ❑ Resources are available to assist employees, and they are aware of these resources. ❑ Employees understand that confidentiality is assured. d) Innovative ideas are systematically encouraged, shared and celebrated. Innovation is included in employee surveys and results of the surveys are shared and used for ongoing improvement. ❑ The organization continues to reinforce the innovation policy which encourages employees to bring forward innovative ideas and solutions. ❑ Capturing, managing, sharing, and utilizing internal knowledge and experience is critical for success in the organization, and for ensuring innovation consistency and improvement to current organizational practices. G O L D Page 115 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 80 ❑ Innovative ideas may be shared through such methods as: • An environment that fosters brainstorming, e.g., special brainstorming room, time set aside in the week, special events, participation of leaders at all levels • Regular column in monthly newsletters on bright ideas • Regularly scheduled discussions on innovative ideas • Sharing of effective practices • Mentoring of junior employees to encourage innovation • Dedicated website section to highlight initiatives • Annual competition • CEO Award for Innovation e) Employee engagement continues to be measured, and the results are improving. ❑ Human resources, wellness and Voice of the Employee indicators continue to be monitored and measured and the results shared with employees, including action plans to address any concerns or priorities. ❑ Examples of human resources measures include training and development, absenteeism, EAP usage, accident, injuries, turnover/retention rates, short-term and disability rates and extended health benefits usage. ❑ Voice of the Employee information continues to be collected, e.g. • Engagement • Satisfaction • Security and safety • Trust and confidence in management • Management support • Stress levels • Co-worker cohesion • Learning and development • Commitment and loyalty • Healthy work environment • Diversity • Innovation • Inclusion • Rewards and recognition • Work Life Balance • Job security • Loyalty • Communication G O L D Page 116 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 81 f) Wellness assessments are routinely scheduled and conducted to identify new, continuing or emerging physical and psychological health and safety hazards and risks. ❑ Examples of wellness indicators include high level risk factors identified in aggregate through conducting a Health Risk Assessment. This could also include a “needs assessment” being conducted to identify employees’ needs and wants regarding the four elements of wellness: physical environment and occupational health and safety, health and lifestyle practices, workplace culture and supportive environment and mental health. Measures could also include participation in wellness programs. ❑ Information identified from assessments and results of baseline measures continues to be used to inform ongoing planning and employee wellness programs.  An assessment has been conducted since the Bronze and/or Silver levels. This would include concurrent assessment and identification of opportunities to promote healthy workplace.  Assessment covers the key elements of a Healthy Workplace that impact employee physical and psychological health and safety.  Methods such as questionnaires, surveys, risk appraisals, health risk assessments and focus groups may be used to complete the assessment.  The assessment includes all employees, e.g., off-site and shift workers and workers on extended leave.  Results are acted on and shared appropriately.  Changes have been implemented since the last assessment.  There is a structured assessment process to ensure the effective implementation and ongoing operation of initiatives and programs related to healthy workplace.  Methodology is identified and used to conduct the assessment(s).  Key stakeholders are involved in assessment related to program implementation.  The assessment is used to help ensure the effective implementation and operation of healthy workplace initiatives and programs on an ongoing basis.  Opportunities for improvement are noted, and they are addressed, e.g., a change in program design and adjustment to goals. G O L D SUN LIFE FINANCIAL CANADA Sun Life Financial Canada has a “rotating” leadership program where employees rotate each year for three (3) years to gain leadership experience in a few different areas. Page 117 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 82 g) All wellness assessment results are routinely analyzed, and programs are being implemented to address the areas identified as most at risk.  A risk matrix approach is used, e.g., hazards defined, those at risk defined, risks evaluated, precautions decided, findings recorded and action implemented.  Programs have been implemented.  There is a continual improvement culture, e.g., identify risks and hazards, develop measures for improvement, implement the changes, communicate the changes, and evaluate the changes and the impact on targeted groups.  There are workplace examples of preventive measures and/or initiatives being put into place.  Evaluation is conducted in accordance with an established plan.  The monitoring process includes review of the degree to which the goals and objectives are being met and review of key outcome data.  Evaluation of the Healthy Workplace Plan includes monitoring and measuring the physical and psychological health and safety of the workplace, including process evaluation of prevention and promotion efforts and effectiveness of interventions. h) Actionable plans resulting from assessments are developed with employee input and plans are shared with employees as appropriate.  Goals are monitored on a routine basis and have been revised or updated since the Silver Level. ❑ Goals and objectives are based on ongoing assessments, reviews and audits of physical and psychological health and safety factors in the workplace. i) A comprehensive recognition program has been developed and implemented with employee input. ❑ Recognition programs are key in helping employees feel valued and supported at work. ❑ Both formal and informal reward and recognition programs identify and reinforce individual and team behaviours that support the strategic direction, e.g., achievement of improvement goals or innovation. ❑ The formal recognition system includes criteria such as eligibility, selection, frequency, and type of reward and/or recognition. G O L D Page 118 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 83 ❑ Forms of recognition include: • Verbal or written praise from leadership and peers, e.g. shout-outs in employee meetings • Material rewards, e.g., bonus, plaque • Development opportunities, e.g., committee participation, promotion, seminars • Recognition at social events • Private recognition. ❑ A process is in place to determine individual and team contributions toward the organization’s strategic direction and goals. This process includes identifying contributions by analysing all elements that have a direct impact on employee performance. It includes input from supervisors, peers, subordinates, customers, and partners. This ongoing process assists in providing constructive feedback to employees, and enhances individual growth and advancement. j) Training and development programs are evaluated for effectiveness and contribution to organizational performance. ❑ By Gold Level the organization should be evaluating both immediate assessment of training and the longer-term effect of the training on employee performance and/or behaviour and the Return on Investment (ROI) to the organization. ❑ An indicator of the effectiveness of training programs is derived from the: • Trainees’ evaluations of the content of the courses • Competence of the instructor • Training materials and methods • Manager’s assessment of improved performance ❑ Further indicators of the training programs’ effectiveness are obtained by: • Discussion of the effectiveness and timing of training and development courses with recent recipients. These relate to courses that are held, or supported, by the organization. Of special interest is the application of acquired knowledge to their work. • Follow-up surveys of the trainees and their supervisor, to determine if the newly acquired knowledge and skills are applied in their daily work. • Measured improvements in the organization’s outcomes. • Supervisors encourage the development of employees’ interpersonal, emotional and job skills. • There is a mechanism for employees to discuss their learning needs and goals with their supervisors and to create a plan for their training and development. • There is a mechanism to track whether these plans are implemented. • A system is in place to determine if the training had the desired effect on employee skills and behaviours. G O L D Page 119 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 84 k) The system(s) for management of employee performance and development is applied consistently across the organization. ❑ There is an organizational approach to employee performance evaluation that is consistent by employee group. ❑ Employees view the evaluation as a positive experience where two-way conversations take place, and planning and feedback are openly discussed. ❑ Where possible, 360 or 180 evaluations provide feedback. l) There is evidence that diversity and inclusion are embraced in the organizational culture. ❑ The organization’s leadership (i.e., Board of Directors and senior leaders) prioritizes demographic representation of employees that reflects the client and community base. ❑ People from diverse ethnic cultures and with differing beliefs and values are comfortable working for the organization, feel valued and are encouraged to participate in development opportunities. ❑ Employees feel valued and essential to the success of the organization. ❑ There are programs in place, e.g., cultural celebrations, quiet rooms, prayer rooms, where employees feel a need for them. ❑ Employees are asked about their cultural preferences and preferences are respected. ❑ The organization develops and offers diversity and freedom from discrimination and harassment training to all employees, management and non-management. This may be in the form of modules, or integrated into current training and orientation programs. The training should reference the applicable federal or provincial human rights acts and align to the core values of the organization. ❑ The organization monitors employee perceptions of the degree to which personal beliefs and choices are respected within the organization. Monitoring may be through surveys or focus groups. ❑ The organization demonstrates respect for diversity by accommodating employees accordingly (e.g. personal time provided for religious holidays) and through such things as cultural history months, multicultural food buffets, stories on the intranet, celebrations recruiting from sources that advocate for diverse individuals (i.e. new Canadians, people with disabilities, Aboriginals, etc.). Space is allocated and time is allowed for personal contemplation and relaxation (e.g., quiet rooms, prayer rooms, etc.). G O L D Page 120 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 85 GOOD PRACTICES: Every employee that submits an idea gets a thank you note. If the idea is implemented, further recognition occurs. Create an on-line “kudos” page. A NOTE ABOUT HEALTH RISK MANAGEMENT... Risk management involves developing flexible strategies to prevent negative events from occurring or to minimize harm. Risk can be both general and specific, and good management can reduce and prevent harm. Knowledge and understanding of mental health issues is an important component of risk management. G O L D Page 121 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 86 3.5 PROCESSES PROCESS IMPROVEMENT a) Key processes are actively measured with target performance levels established. These processes are monitored to ensure consistency, and the results used for ongoing improvement. ❑ Process performance is measured against the established performance levels at least annually or more often as required. ❑ Any opportunities for improvement are documented and action plans prepared and shared with the appropriate employees. ❑ Process performance measures are openly and regularly communicated in an understandable format throughout the organization, such as: • Direct discussions or meetings (preferably) • Internal mail • Bulletin boards • Email. Measures may be communicated by a variety of means. Charts, graphs, and other visuals assist the understanding of performance measures. b) Key processes are analyzed, root causes are identified, desired state established, and changes to key processes are documented, implemented, and communicated with the process stakeholders. ❑ A disciplined approach is promoted for analyzing processes, identifying opportunities for improvement and resolving process problems with process stakeholders. This involves: • Identifying the problem • Gathering and analyzing data • Analyzing the root cause • Generating potential solutions • Validating corrective actions • Implementing improvements ❑ To get to root causes and generate ideas for improvement, consistent selected process improvement tools are used, e.g., process mapping, display charts, story boards, cause-and-effect diagrams, logic diagrams, and action plans. ❑ The organization implements process reviews on the PDCA (Plan-Do-Check-Act) or Plan-Do-Study-Act cycle. This focus ensures that corrective action is applied successfully, and the problem does not recur. ❑ Any changes to the process are documented and recorded on a controlled master document (e.g. on line) that is made available and widely shared. ❑ Process ownership is reviewed and updated annually. ❑ It is the responsibility of the current process owner to advise and communicate any changes to the process, or requirement to change the process owner. G O L D Page 122 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 87 c) Key processes are reviewed using the deliberate application of innovation. ❑ There is a regular cycle for key process review to produce incremental innovations. Results are documented by the Process Owner and shared for implementation and ongoing improvement. ❑ Innovation generates value-added ideas, establishes goals and targets, provides a measurable way to execute on an idea, and assesses the effectiveness of the implementation of the ideas. Process improvement continues to be driven largely by customer and/or operational needs and strategic objectives. ❑ All types of innovation could be considered depending on risk appetite, resources etc. These include8: • Incremental innovations (e.g. small changes to services, products and/or processes) • Breakthrough innovations (typically higher-risk and longer-term (e.g. iPod, etc.) • Business model innovations (those that provide better customer experiences, e.g. Apple App Store, Uber, eBay • New venture innovations (those that take an organization into an entirely new area or market like Nokia entry in the mobile phone business) ❑ Participation of customers, key partners and suppliers, and relevant employees provides a deeper understanding of the organization’s opportunities for process improvement. 8 Morris, Ma, Wu, Agile Innovation 2015, pp 125-127 G O L D Page 123 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 88 PROJECT MANAGEMENT d) Projects are managed consistently, monitored and evaluated for success. ❑ A standardized method continues to be in place for managing projects which is consistently applied across the organization. ❑ There continues to be a strong focus on innovation ❑ Projects continue to be identified on established criteria including such things as strategic goals and priorities, return on investment, and ease of completion. PROJECT MANAGEMENT TIPS: ✓ Was the project completed? Why or why not? ✓ Determine if the project stayed within scope. ✓ Verify what deliverables were accomplished. ✓ Confirm which key activities were completed on time and on budget. ✓ Identify what lessons were learned that can be applied to the next project. ✓ Ascertain which project outcomes will be achieved. ✓ Determine the cost / benefit of the project G O L D Page 124 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 89 CHANGE MANAGEMENT e) Change management principles and activities have been integrated into improvement plans, processes and projects across the organization, and evaluated for effectiveness. ❑ A pragmatic, thoughtful approach to change, that minimizes impact on employees, is used consistently throughout the organization. ❑ Change management methodologies exist. Change management principles9 could include: • Establish a sense of urgency • Create the guiding coalition (action team) • Develop a change vision • Communicate the vision for buy-in • Empower broad-based action • Generate short term wins • Never let up • Incorporate change into the culture. f) The organization has implemented and follows a standardized change management methodology. ❑ A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects, and is evident throughout the organization. ❑ For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities. ❑ In an information technology (IT) system environment, change management refers to a systematic approach to keeping track of the details of the system (for example, what operating system release is running on each computer and which fixes have been applied). ❑ The methodology has been communicated across all areas, and everyone uses the same procedures. 9 Dr. John Kotter The Eight Step Process for Leading Change, www.kotterinternational.com G O L D Page 125 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 90 PROCUREMENT g) The performance of key suppliers is measured and analyzed for ongoing improvement. ❑ The organization and its key suppliers regularly review the products and/or services provided, as well as the mutual benefits derived from working together. ❑ The organization defines and communicates key requirements. This ensures common understanding and continuity. ❑ The organization establishes processes to ensure supplier requirements are met and exceptions addressed. ❑ The organization has evaluation processes to determine the effectiveness of suppliers, and addresses issues and concerns. This involves input from all areas including direct input from employees; for example, by gathering, analyzing, and reporting of such items as: • Quality levels • Field performance • Timing of deliveries • Supplier value. ❑ The organization addresses issues and concerns through such methods as: • Conflict resolution • Corrective action • Correspondence • Discussion • Improvement initiatives • Performance review meetings. G O L D TIP: ❑ There are several products/systems in the marketplace which provides templates, and procedures. ❑ It is important that everyone uses the same templates. Page 126 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 91 ❑ Feedback is provided to key suppliers on the quality of their services and/or products provided, and on their performance. ❑ The organization has open communication with key suppliers reflecting a trust- based relationship. ❑ Suppliers are fully aware of the organization’s focus on continual improvement. h) Key suppliers collaborate in an innovative way in the design, development and enhancement of relevant processes, services and/or products. ❑ The organization invites its key suppliers to brainstorm innovative solutions for the design, development and enhancement of relevant services and/or products. ❑ The organization can provide evidence of this collaboration and many examples. G O L D Page 127 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 92 Platinum P L A T I N U M Page 128 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 93 Coaching Tips We recommend you engage a Coach to assist you with: ❑ Updating your charter, implementation path and communication strategy based on lessons learned at Gold Level. ❑ Conducting a self-assessment and building a related action plan that also addresses opportunities from Gold Level. ❑ Focusing on widespread adoption of excellence across your organization with related communication including identification of best practices. ❑ Conducting a mock verification before the Excellence Canada verification. P L A T I N U M Page 129 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 94 4.1 LEADERSHIP GOVERNANCE a) There is consistent achievement in meeting governance framework policies. ❑ The ongoing effectiveness of the organization’s controls and auditing procedures can be demonstrated through successive years of positive results associated with: • Composition of Board members which reflects a balance of community diversity and stakeholder interests • Roles, responsibilities and rights of Board • Board effectiveness e.g., due diligence, adherence to policies and standards, no undue influence, conflict of interest and conflict resolution • CEO compensation and performance • Adherence to privacy regulations • Protection and security of privileged information • Financial performance and disclosure • Legal and regulatory requirements • Internal controls e.g., control of assets, technology, signing authority, enterprise risk management • Adherence to code of ethics. b) The Board of Directors continues to assess its own effectiveness and makes required adjustments as needed. ❑ Assessing Board effectiveness is a regular practice. ❑ The Board reviews the results and continues to address issues that emerge ❑ There is evidence that Board effectiveness has improved P L A T I N U M Page 130 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 95 LEADERSHIP c) Highly effective workplace best practices for excellence, innovation and wellness are identified using external benchmarks. These practices are shared, internally and externally. ❑ The organization shares positive and negative experiences of their improvement journey both within the organization and externally. ❑ The organization actively seeks, assesses, and appropriately implements highly effective internal and external practices and shares these as well. This can be achieved through such things as internal and external communication and networking. ❑ Effective practices are shared across the organization using different methods of communication. ❑ Departments learn from each other as best practices and lessons learned are shared. ❑ Effective practices are shared externally with other organizations. ❑ The organization is viewed as a role model. d) Leaders consistently demonstrate ethical behaviour and inclusivity, as assessed through stakeholder feedback. ❑ Leaders act in ways consistent with what society and individuals typically think are good values. ❑ Ethical behavior involves demonstrating respect for key moral principles that include honesty, fairness, equality, dignity, diversity, inclusion and individual rights. ❑ Stakeholder feedback could be through surveys, meetings, one-on-ones, intranet blogs, leadership forums, etc. e) The senior team continues to assess its own effectiveness. ❑ Achievement of the goals in the strategic plan and “balanced scorecard” are key indicators of effectiveness. ❑ Surveys conducted specifically for leadership effectiveness are common. These would address issues such as management styles, openness, transparency, etc. ❑ Town halls and intranet suggestion blogs where leaders openly solicit employee feedback are other examples of ways to gauge effectiveness. ❑ Trend data demonstrates that the organization is meeting its strategic and operational goals, over time. ❑ Dashboards and scorecards are used to identify clear/measurable goals. ❑ The organization can provide this evidence. P L A T I N U M Page 131 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 96 f) The organization is known as a role model for CSR in its local geographic community/communities. ❑ CSR activities address workplace aspects such as occupational health and safety, human rights, community development, environmental protection, and emergency response. ❑ There is evidence of the organization’s involvement in the community to improve the health and well-being of employees, their families and other members of the community. ❑ The organization encourages (and supports) employee involvement in corporate social responsibility (CSR) activities that may/may not be outside designated work hours and/or job responsibilities. ❑ The organization can provide examples of being a role model in CSR. ❑ External sources of accolade or awards exist regarding the organization’s CSR initiatives. A GOOD PRACTICE IS A COLLABORATIVE APPROACH TO DEVELOP A LEADERSHIP TEAM AGREEMENT, WITH ACCOUNTABILITIES AND CONSEQUENCES TO UPHOLD THE VALUES OF THE ORGANIZATION AND EXCELLENCE, INNOVATION AND WELLNESS PRINCIPLES. P L A T I N U M Page 132 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 97 g) The organization is recognized externally as a leader in innovation. ❑ Leaders of the organization may be asked to speak at events across the country (or its community) on how it uses innovation to improve its operations. ❑ The organization may be the recipient of innovation or similar awards. ❑ Many examples can be provided to demonstrate the organization’s success in using innovation to further its goals. h) Employees believe that the organization operates in an open and transparent manner. ❑ Transparency means there are no hidden agendas and communication flows freely as appropriate. ❑ Employees feel well informed and understand the goals and how their job relates to organizational goals (clear line of sight). This is demonstrated through the results of surveys, focus groups, etc. ❑ The results of any feedback collected (surveys) are consistent across all areas of the organization. i) There is evidence that the culture is consistent across the organization as reflected in feedback from employees. ❑ By culture we are referring to collective shared values, principles, assumptions, beliefs, attitudes, behaviour, habits, management style, and treatment of each other. ❑ This is demonstrated through the results of surveys, focus groups, etc. ❑ The results of any feedback collected (e.g. surveys) are positive and consistent across all areas of the organization. P L A T I N U M Page 133 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 98 4.2 PLANNING a) The ongoing planning process is evaluated for all plans and there is evidence of improvement over time. ❑ The current overall planning process and its component plans (Organizational Excellence Scorecard) have been reviewed for effectiveness over three years. ❑ The organization can demonstrate improvement in its planning process over three years. b) Key Performance Indicators and dashboards, e.g., balanced scorecards, are used to monitor, measure and evaluate sustained results over time, to learn and drive improvement. ❑ The organization demonstrates improving and/or sustained results across all areas of a balanced scorecard, reflecting achievement of Key Performance Indicators objectives. c) Levels and trends are used to measure overall financial performance, i.e. adherence to budgets, expenditure management, revenue and asset management. ❑ Satisfactory trends in key financial indicators provide a foundation for stakeholder confidence and investment. ❑ Relative progress is a strong consideration. For example, in some circumstances, due to the impact of external factors, the organization may have made significant improvements without experiencing significant improvement in its financial management and/or resource issues. Those areas that can be controlled show improvement. ❑ Financial statements and annual reports should be provided to identified stakeholders as appropriate. P L A T I N U M Page 134 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 99 d) Innovation is a way of life and continually informs product, services and process design. ❑ Examples of innovation are evident and shared broadly across the organization. These examples include situations where new value was created for the customer through new products and services. ❑ Knowledge is gathered and managed from across the organization and the results consistently inform product, service and process design. ❑ There are many examples of how innovation is being used to improve systems, processes, products and programs. ❑ Innovative techniques are embedded in normal procedures. ❑ Employees, customers, key partners and key suppliers are engaged in innovative solutions. ❑ Employees at all levels have innovation objectives included in their annual performance plans. ❑ External accolades or awards for innovation have occurred. e) There is evidence that knowledge management is mature and effective. ❑ There is evidence of a robust system of managing knowledge. ❑ This is linked to other plans, e.g., workforce, information technology, risk, etc. ❑ Employees understand their roles, and processes to manage knowledge are clear. f) There is evidence that the ERM program is successfully managing risks in the organization. ❑ Enterprise risk management is integral to the operations of the organization. ❑ There are numerous cycles of risk identification and related mitigation which can be demonstrated across the organization. ❑ Risk incorporates all aspects of the organization, including employee health, workforce planning, customers, etc. ❑ The organization is recognized as a leader in enterprise risk management. P L A T I N U M Page 135 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 100 g) Information technology is a true enabler for effective operational excellence. ❑ There is a formal plan for implementation and use of technology, with budgets and accountability. ❑ Employees agree that technology is helping them advance their work. ❑ Mechanisms are in place to prioritize requests, and employees are provided feedback on the starts of technology requests. ❑ Training is just-in-time to train employees on new technologies. ❑ The organization can provide examples of how technology is enabling the operations. h) Trend data over time has shown improvement in the reach and impact of communication. ❑ There is evidence that the communication plan has produced effective results over time. ❑ This can be demonstrated through surveys, focus groups, etc. P L A T I N U M P L A T I N U M Page 136 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 101 4.3 CUSTOMERS CUSTOMERS a) Levels and trends of performance are used to enhance and improve the customer experience (e.g., loyalty, retention, life cycles, innovative products and services, market share, growth, new markets etc.) ❑ There is evidence that the Customer Experience Plan and its execution is fully integrated into the culture of the organization with annual results driving sustained improvement. ❑ The focus is on the entire organizational customer relationship. This includes factors such as responsiveness and understanding. ❑ Results from customer surveys are summarized and progress charted over a period of at least three years. These results are shared openly and widely across the organization and are used for sustained improvement. ❑ The organization demonstrates the linkage between employee engagement and customer satisfaction. ❑ The organization can demonstrate leading and improving levels of customer satisfaction. b) Levels and trends of performance are used in responding to customer inquiries, complaints and appeals. ❑ Customer feedback has been compiled and analyzed over a period of at least three years. ❑ The organization follows up with customers to ensure satisfactory resolution of any issues c) Customer relations are proactively managed to improve customer retention. ❑ The organization continues to analyze all input for opportunities to improve, connecting with the customer as required. Any resulting changes or improvements are implemented in a timely manner. ❑ There is a consistent process in place to track customer loss and the information is used for ongoing improvement. There is improvement in customer retention over three years. Page 137 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 102 d) Levels and trends for meeting established customer service standards for identified key customer contact points, are used for sustained improvement. ❑ Customer service delivery standards are consistently applied across all customer contact points with evidence of sustained improvement. ❑ The organization can demonstrate improvement over at least three years in customer ratings regarding its compliance in meeting customer service delivery standards. ❑ Results are shared with all appropriate employees for ongoing improvement. e) The organization uses benchmarking data, information and other related sources, (e.g., advisory boards and user groups), to evaluate performance and implement innovative practices. ❑ The organization looks outside the organization and compares its own performance to others, e.g., competitors, or similar organizations in the same or different sectors. ❑ Typical benchmarking could include service delivery, pricing, examples of innovation, market share, product and/or program development etc. ❑ Participation in best practice forums and information sharing are ways to gauge effectiveness. PARTNERS f) Performance to partnership agreements continues to be assessed for ongoing improvement. ❑ The organization and its key partners regularly review the products and/or services provided, as well as the mutual benefits derived from partnering. ❑ The organization defines and communicates partnership requirements. This ensures common understanding and continuity. ❑ The organization establishes processes to ensure partnership requirements are met and exceptions addressed. ❑ The organization has evaluation processes to determine the effectiveness of partners, and addresses issues and concerns. This involves input from all areas including direct input from employees; for example, by gathering, analyzing, and reporting of such items as: • Quality levels • Field performance • Timing of deliveries • Partnership value P L A T I N U M Page 138 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 103 ❑ The organization addresses issues and concerns through such methods as: • Conflict resolution • Corrective action • Correspondence • Discussion • Improvement initiatives • Performance review meetings • Documented performance evaluations • Partners’ feedback on the impact of the relationship and improvements recommended. ❑ Feedback is provided to key partners on the quality of their services and/or products provided, and on their performance. ❑ The organization has open communication with key partners reflecting a trust- based relationship. ❑ Partners are fully aware, and share, the organization’s focus on continual improvement. g) There is evidence of positive results where key partners continue to collaborate in an innovative way in the design, development and enhancement of relevant services and/or products. ❑ The organization invites its key partners to brainstorm innovative solutions for the design, development and enhancement of relevant services and/or products. ❑ There is evidence that each key collaboration is working well and has resulted in mutual benefit and innovative solutions. BENCHMARKING CAN BE…. ✓ INTERNAL - comparisons within the organization ✓ COMPETITIVE - comparisons with direct competitors ✓ FUNCTIONAL - comparisons with organizations within the same sector ✓ GENERIC - comparisons against the best, regardless of industry, markets or geography P L A T I N U M Page 139 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 104 4.4 PEOPLE a) The organization continues to evaluate employee physical and psychological health and safety, including the impact the HR and wellness plans are having on employee health. ❑ There is consistent year over year improvement in human resources, wellness and voice of the employee indicators and the results continue to be shared with employees. ❑ Improved outcomes are achieved and benchmarked to the sector/industry average. For instance, there is lower absenteeism, employee turnover and/or churn, accident rates, and short- and long-term disability. ❑ Information identified from assessments and employee feedback continues to inform ongoing planning and employee wellness programs in a cycle of continual improvement e.g. plan-do-check-act. ❑ The organization is a role model in supporting employees in balancing work/life issues. ❑ Any work stoppages and/or labour disputes over the last three years should be disclosed and reported. ❑ An organizational audit has been conducted since Gold Level. ❑ The audit uses data related to employee physical and psychological health and safety issues and concerns, employee satisfaction/engagement, productivity measures, absenteeism rates, short- and long-term disability rates, accident/injury rates, grievances, lawsuits, turnover/retention rates, extended benefits utilization, e.g., prescription drugs, psychologist benefits and employee assistance plan usage. ❑ The audit results are used to create new practices, policies and procedures. ❑ The audit results demonstrate the organization’s commitment to an integrated physical and psychological health and safety management system. ❑ There is a formal system in place to manage changes as they relate to physical and psychological health and safety at work. ❑ The goals are clearly set out in the healthy workplace (Wellness) plan. ❑ The goals for physical and psychological health and safety are being monitored on a regular basis. ❑ The goals are being met consistently over time. P L A T I N U M Page 140 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 105 b) There is evidence that workforce planning is effective. ❑ A typical plan could include identification of key positions at all levels, competencies and potential candidates. The plan is reviewed and updated annually. ❑ Competencies identified by the organization to meet their strategic plan are reviewed and kept current. ❑ There is evidence of a smooth and timely transition as individuals resign or retire, including the retention of corporate memory. c) Employee engagement surveys continue to be conducted regularly. Results demonstrate improvement over time and are high relative to appropriate external contexts/benchmarks. • Examples of voice of the employee indicators include (but not limited to): • Engagement • Satisfaction • Security and safety • Trust and confidence in management • Management support • Stress levels • Co-worker cohesion • Learning and development • Commitment and loyalty • Healthy work environment • Diversity • Innovation • Inclusion • Rewards and recognition • Work Life Balance • Job security • Loyalty • Communication d) There is evidence that innovative ideas generated by employees are documented, considered and when appropriate implemented, communicated and celebrated. ❑ The organization continually fosters participation and actively solicits ideas and suggestions from employees across the organization. ❑ A formal suggestion process has been in place for some time that encourages people to provide their ideas and suggestions for improvement. Suggestions are reviewed in terms of merit and their relevance to the strategic and/or improvement plans. This is often done by an Advisory Group to the CEO/Executive Director level. ❑ Ideas that are implemented are shared across the organization. ❑ Employees receive recognition and ideas are celebrated. ❑ Employees are provided feedback when they provide ideas. All suggestions receive a response in a timely manner – those accepted and those rejected. This can be demonstrated through employee surveys/focus groups. Response needs to happen quickly, because people often withhold ideas and suggestions when response is slow or indifferent. P L A T I N U M Page 141 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 106 ❑ The organization has evolved methods in place to encourage, support and measure innovation. These include scheduled brainstorming sessions, as well as ways of: • Sharing effective practices • Celebrating results • Reinforcing lessons learned from failures. e) Trend data is used to measure the effectiveness of training and development and its impact on organizational results over time. ❑ Evidence of multiple improvement cycles on the effectiveness of training is evident. ❑ Indicators of the effectiveness of training programs are derived from the: ✓ Trainees’ evaluations of the content of the courses ✓ Competence of the instructor ✓ Training materials and methods. ❑ Further indicators of the training programs’ effectiveness are obtained by: • Discussion on the effectiveness and timing of training and development courses with recent recipients. These relate to courses that are held, or supported, by the organization. Of particular interest is the application of acquired knowledge, to the trainee’s work. • Follow-up surveys of the trainee and his/her supervisor, to determine if the newly acquired knowledge and skills can be applied in their daily work, i.e. are there any barriers to implementation of what the trainee has learned • Succession planning effectiveness. P L A T I N U M Page 142 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 107 f) The employees perceive that the organization is a role model for a healthy workplace.  Employees perceive that there is organizational support for, and value of their contributions.  Services or benefits are offered that adequately address employee physical and psychological health and safety needs.  Supervisors have been developed/trained to effectively assist an employee who appears distressed at work. This attitude is consistent across all levels of the organization.  Employees feel supported when they are dealing with personal or family issues.  Employees who are returning to work after time off due to a mental health condition are supported.  Employees and supervisors demonstrate a good understanding of the importance of the physical and psychological health and safety needs in the workplace.  Trend data demonstrates that engagement scores have improved over time. P L A T I N U M Page 143 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 108 4.5 PROCESSES PROCESS IMPROVEMENT a) Levels and trends in performance demonstrate continual improvement in key service and/or product delivery processes. ❑ There is attainment of improvements as demonstrated through • reduced costs • reduced rework errors • process efficiency • productivity • cycle times • reliability b) Innovative solutions continue to be generated collaboratively with employees and other key stakeholders, with positive results. ❑ Process improvement continues to be driven largely by customer needs and strategic objectives. ❑ There is evidence of increased year over year participation of customers, key partners and suppliers, and relevant employees in process management and related improvements. ❑ Key stakeholders clearly understand relevant processes in the organization and are invested in their improvement. PROJECT MANAGEMENT c) There is evidence of successful project management over time. ❑ A standardized method continues to be in place for identifying and managing projects and is consistently applied across the organization. ❑ There is evidence that projects are always identified on established criteria including such things as strategic goals and priorities, return on investment, and ease of completion. ❑ Evidence may include trend data for all strategic projects to demonstrate, at a minimum, projects were on-time, on-budget with all objectives met. P L A T I N U M Page 144 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 109 CHANGE MANAGEMENT d) Through the successful implementation of change management, there is clear evidence of “buy-in” to new methods or improvements across the organization. ❑ There is evidence of increased involvement of stakeholders in change management over time. ❑ There is evidence that change has been managed effectively as perceived by employees. This could include increased receptiveness to change by employees. This evidence may be gathered through surveys, focus groups, meetings etc. ❑ Change is difficult for employees, so there is a pragmatic, thoughtful approach to change that is used consistently throughout the organization. ❑ Change management methodologies exist. Change management principles could include: • Establish a sense of urgency • Create the guiding coalition (action team) • Develop a change vision • Communicate the vision for buy-in • Empower broad-based action • Generate short term wins • Never let up • Incorporate change into the culture. ❑ There is growing evidence of the involvement of stakeholders in change management. ❑ There is evidence that change has been managed effectively as perceived by employees. This could include increased receptiveness to change by employees. This evidence may be gathered through surveys, focus groups, meeting, etc. P L A T I N U M Page 145 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 110 PROCUREMENT e) The organization’s ability to monitor and manage supplier performance has improved over time. ❑ Levels and trends over three years on the organization’s satisfaction with the key suppliers are measured and monitored over time based on such things as: • Quality levels • Field performance • Timing of deliveries • Supplier value ❑ Feedback continues to be provided to key suppliers on the quality of their services and/or products, and on their performance. ❑ The organization has trust-based relationships with key suppliers. ❑ Suppliers that do not meet the organization’s expectations are released per contract. ❑ Feedback continues to be solicited from key suppliers regarding their relationship with the organization, and results continue to be used for sustained improvement. ❑ There is evidence of increased involvement of the organization’s key suppliers in collaborating on innovative solutions for the design, development and enhancement of relevant services and/or products. ❑ There is evidence that each key collaboration is working well and has resulted in mutual benefit and innovative solutions. P L A T I N U M Page 146 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 111 Planning and Key Performance Indicators This section of the Guide outlines the various planning activities that an organization should undertake while implementing the Excellence, Innovation and Wellness® Standard. There is not a “one size fits all” planning template. Planning in each organization should be customized to meet the strategic objectives and goals. The following pages outline “typical” plans found in medium to large organizations. Excellent firms don't believe in excellence, only in constant improvement and constant change. Tom Peters Page 147 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 112 STRATEGIC PLANNING Many organizations take advantage of outside facilitators to guide the Board of Directors and senior management through a strategic planning process. This is of course an option, and Excellence Canada can provide assistance if needed. The outcome of Strategic planning should be a set of organization-wide goals that are longer term e.g., 3 years out. These overarching goals will guide the organization as it progresses each year. It is important to monitor and revise these goals regularly and as required. Some organizations use a “rolling 3-year” approach where the goals are formally reviewed and adjusted each year as necessary. A “balanced scorecard” and/or strategy map should form part of the Strategic Plan so that the goals and progress on these goals can be measured. The scorecard is a performance measurement framework that assists an organization in developing a strategic approach to excellence, innovation and wellness. This scorecard is a tool to assist in developing related plans and as such, goals/objectives on the scorecard should be tied to the strategic objectives of an organization. In addition, the scorecard should be used to monitor, evaluate, and improve performance against the established objectives in the plans. It should be kept current (i.e. reviewed at least annually), updated as required and shared within the organization and with key stakeholders. Page 148 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 113 There are many examples of scorecards as illustrated below. Each organization should develop their own to suit their particular goals. 10 10 http://solomon-nelson.blogspot.com/2011/11/peek-into-sustainability-balanced.html Page 149 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 114 Kaplan Norton Model 11 11 http://www.valuebasedmanagement.net/methods_balancedscorecard.html Page 150 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 115 12 12 https://stratpad.com/wp-content/uploads/2012/01/A-Strategy-Map-visually-integrates-strategic-planning- elements.png Page 151 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 116 Plan-Do-Check-Act Cycle The foundation of the scorecard is the Plan-Do-Check (or Study)-Act Cycle, an iterative four-step method having many different purposes and uses. The cycle is based on the premise that improvement comes from the application of knowledge on a continuous basis. Through implementation, the organization learns what works and what does not, and uses this information to inform the next cycle of improvement. Planning is a process of developing and documenting the specific goals, indicators, actions, resources, and timeframes that will produce desired results and accomplishments. Doing is the means by which the various plans are implemented. This also includes the collection of data by which the plan will be monitored and evaluated. Checking or studying involves monitoring and analyzing data to evaluate if the plans have been achieved, and to identify issues, challenges, and opportunities for improvement. Acting involves making decisions and taking action based on what was learned to plan new improvements, adjust plans, and begin the cycle again. Before anything else, preparation is the key to success Alexander Graham Bell Page 152 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 117 Key Performance Indicators The following SMART principles should be considered when selecting measures and indicators. SPECIFIC MEASURABLE ATTAINABLE RELEVANT TIME-BOUND ❑ Clearly defined ❑ Complete ❑ Accurate ❑ Cost effective ❑ Targets set ❑ Balanced ❑ In context ❑ Appropriate ❑ Reflective ❑ Valid ❑ Due date Keys to Planning Success i. Obtain commitment from senior leaders to use carefully designed metrics to monitor progress, make improvements, and assist in decision-making. ii. Construct measures that are as simple as possible, well-defined, meaningful, and widely understood. They also need to be closely aligned with organizational goals. These can then cascade down into the department and/or team level. iii. For each measure, assign an owner who is personally responsible and accountable for it. iv. Set a target for each measure. Measure owners should clearly understand that it is their responsibility to ensure that target performance levels are achieved. If targets are not met, owners should have reasonable explanations as to why not. v. Embed data collection activities in normal operating procedures. vi. Use information systems that support flexible data reporting. vii. Ensure high levels of data integrity, so that data is relevant, accurate, timely, accessible, interpretable, and coherent. viii. Ensure that skills regarding data integrity, as well as understanding and using metrics are part of management training. ix. Develop data management, analysis and reporting/presentation skills in someone to support measurement efforts. x. Develop skills in using and interpreting data in those who will be consumers of data and analysis. xi. Present data in a way that decision makers find easy to understand and interpret. xii. Develop an understanding of data trends over time. xiii. Invest time and effort in trying to understand why the results were obtained. If the desired results were not obtained, get to the root cause rather than discrediting the data. xiv. Ensure that employees at all levels of the organization see how their work and performance measures relate to the work and performance measures of others and ultimately to measures of organizational success. Make a habit of discussing a problem on the basis of the data and respecting the facts shown by them Kaoru Ishikawa Page 153 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 118 Typical Organizational Plans In addition to the Strategic plan, operational plans help guide operations in a meaningful way. Not all of these have to have “formal” plans but at least a “strategy” that is documented and understood by the relevant stakeholders in the organization. All of these plans relate to each other, e.g., a workforce plan is related to managing risks, a technology could be related to retaining knowledge and improving systems/services for both internal processes and customers, etc. The following pages will briefly outline each plan and typical Key Performance Indicators (KPIs) associated with a plan. This is not an exhaustive list! Other plans (or combination of plans) may be appropriate for your own organization. Page 154 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 119 Customers A customer experience plan is a strategic process employed by an organization to manage the entire customers experience through feedback, analysis and customer participation in the organizational culture in order to improve overall performance. Customers refer to the bodies that buy or use the organization’s products and/or services. The EIW Customer driver is focussed on both the external customer and the internal customer. The customer experience plan should align to the organization’s strategic plan from the perspective that the organization’s high-level goals around growth, customer loyalty, productivity, etc. will have components that are drawn directly from the customer experience plan. A customer experience plan: • Defines the customer segments or groups that an organization serves, • What they value from that service, • Their satisfaction with how it is currently being delivered, • At what cost. • Each customer group should have a plan; however the plan will likely focus on different components that will add value to customers while improving the operations of the business. Information used to build the basic customer segments can be used to develop a more defined customer experience plan. A customer experience plan includes the following: ❑ An overview of the organization’s customer service standards. ❑ Identification of all key customer segments or groups, including external and internal customers. ❑ A summary of the specific needs of each segment or group, and how these needs are currently being addressed and met by the organization. ❑ The processes used to capture customer-related information (voice of the customer). ❑ The effectiveness and quality of the current experience across key touch points (e.g., how does the organization fare in relation to sales, marketing, service delivery, usage of loyalty programs and implementation for each segment). ❑ Key metrics of the customer experience. These might include: customer feedback including measures of engagement, satisfaction, loyalty, and complaints; benchmarking; customer service standards; sales; market share; retention; and referrals. • For example, does an organization have great sales numbers for a specific segment or group, but low service satisfaction and high turnover; as such this would indicate a demand that exists, but cannot be met due to potentially poor service, resulting in lost customers. Page 155 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 120 ❑ Strategies to address gaps and opportunities for improvement as well as growth will be identified in the customer experience plan, as well as goals around the measures. • For example, if long implementation cycle times are identified as a significant gap to satisfaction within a particular group, (measured by an implementation survey as well as days to implement), then the plan would include strategies to reduce cycle times, and measures related to time and customer satisfaction to assess improvements. • For example, if one segment or group is highly satisfied and perceives great value from the organizations product/service, the plan might focus on growth and the acquisition of increased market share for this segment. ❑ The plan should include accountabilities assigned to customer service standards as well as communication strategies. 13 Sample Metrics in the Customer Experience Plan ❑ Benchmarking results ❑ Complaints (e.g., number; percent resolved without escalation; etc.) ❑ Customer service standards (e.g., percentage of standards met within stated timeframes; etc.) ❑ Engagement ratings ❑ Loyalty (e.g., ratings; rate of customer retention; etc.) ❑ Market share (e.g., percentage of market share; rate of growth in market share; number of new market segments entered into; etc.) ❑ Net Promoter Scores ❑ Referrals (e.g., percentage of customers who would refer to a friend; actual number of referrals made; etc.) ❑ Sales ❑ Satisfaction ratings 13 http://www.thefotoartist.com/customer-experience-maturity-model.html Page 156 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 121 Communication Do not underestimate the importance of effective communication! Good corporate communication is very much like good marketing. You have a message (product) that you need to ‘sell’ to your audience (customers). If they are going to ‘buy it’, you must package the message so that they can understand it and pay attention to it. You must make sure the value and benefit outweigh any downsides (the ‘price’ you are asking them to pay). And you must reach the audience through the right communication channels. Then, following the communications (promotion), you must be able to measure the effectiveness and how well the message is ‘bought’.14 Whether you need to communicate general day-to-day information or "big news" about major changes in your organization, the best communications start with some good planning. Involve key stakeholders in planning to determine what is important to them, as well as how they like to receive communication. The goals of the communication plan tie into the strategic goals. The plan outlines the target audiences, including both internal and external stakeholders. Be sure to monitor and measure progress and effectiveness over time. The plan should include: • Identify the purpose • Identify the audience(s) • Plan and design the messages (content, mood, language) • Identify resources required • Plan for obstacle sand emergencies, e.g., crisis management • Identify channels of communication to be used and distribution of the messages • Create action plan • Method for evaluation and adjustments 14 Mindtools.com A customer is the most important visitor on our premises; he is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so. Mahatma Gandhi Page 157 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 122 15 15 http://isd2012.wordpress.com/2012/02/16/using-model-stages-rogers-innovation-dicesion-process-in-my- isd-model Page 158 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 123 Financial  A finance plan refers to the approach used by the organization for financial management and performance. Components of the plan include expenditure, revenue, and asset management, as well as the controls (e.g., to ensure with GAAP (Generally Accepted Accounting Principles), IFRS (International Financial Reporting Standards) or equivalent) put in place to audit and monitor financial performance. Short-term financial management planning is generally concerned with profit planning or budgeting. Long-term planning is generally strategic, setting goals for sales growth and profitability over a minimum of three to five years. ❑ A plan describes each of the activities, resources, equipment and materials that are needed to achieve these objectives, as well as the timeframes involved. The system will support adequate management reporting, policy decisions, fiduciary responsibilities and preparation of financial statements. ❑ The budget system will be connected to the FMIS and regular reporting should be normal practice for all budget holders.  The Financial Planning activity involves the following tasks; • Assess the organization’s environment • Confirm the vision and objectives • Identify the types of resources needed to achieve these objectives • Quantify the amount of resource (people, equipment, materials) • Calculate the total cost of each type of resource • Summarize the costs in order to create a budget • Identify any risks and issues with the budget • Set departmental budgets ❑ It is important to track financial results over time. Page 159 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 124 Sample Finance Metrics ❑ Monthly and quarterly analyses of budget variances and reports ❑ Review of adequacy of fund levels and infrastructure replacement requirements Typical metrics for private sector organization include (but are not limited to): ❑ Activity ratios ❑ Cash flow ❑ Current ratio ❑ Debt to equity ❑ Inventory turnover ❑ Leverage ❑ Liquidity ❑ Profitability and earnings ❑ Receivable turnover ❑ Various sales/products-related reports and trends ❑ Working capital Public sector and not-for-profit organizations should be able to demonstrate financial viability and compliance within established budgets and targets. Each organization may be different depending on where and how it receives its funding. Public sector and not-for-profit organizations should still conduct financial analysis and many of the typical metrics noted above could still apply. Page 160 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 125 Risk Management An enterprise risk management or ERM plan includes the methods and processes used by organizations to manage risks and seize opportunities related to the achievement of their objectives. ERM provides a framework for risk management, which typically involves identifying particular events or circumstances relevant to the organization's objectives (risks and opportunities), assessing them in terms of likelihood and magnitude of impact, determining a response strategy, and monitoring progress. By identifying and proactively addressing risks and opportunities, organizational enterprises protect and create value for their stakeholders, including owners, employees, customers, regulators, and society overall. It also includes key metrics for how the plan will be monitored and evaluated for progress. Page 161 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 126 16 Sample Enterprise Risk Management Metrics ❑ Key risks (e.g., number identified; relative proportions of risks identified; percentage monitored; percentage mitigated; etc.) ❑ Organizational liability and reputation (e.g., number of processes in place to protect; etc.) ❑ Processes (e.g., percentage of areas involved in risk assessments; etc.) ❑ Risk mitigation plans (e.g., percentage executed on time; etc.) ❑ Training (e.g., percentage of employees trained in critical risk management techniques; etc.) 16 http://www.arprice.com/picsawbz/Enterprise-Risk-Management-Plan-Sample.html Page 162 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 127 Human Resources A strategic human resources (HR) plan outlines the strategies used to manage the employee workforce. There could be other plans as well, e.g., health and safety, healthy workplace, workforce planning, mental health, etc. It does not really matter how the organization structures all of this planning as long as all the aspects are covered. Components of the HR plan should include strategies for recruitment, retention, succession planning; capacity building; diversity management; professional development and training, performance management, compensation and benefits, union relations, and rewards and recognition. Another important component of the plan includes a strategy for obtaining Voice of the Employee data (often referred to as “engagement” or “satisfaction”). Plans also include key metrics for monitoring and evaluating progress. Data for current workforce capacity along with forecasting for future human resources requirements are often included in the plan (see Workforce Plan following) 17 17 http://www.hrsg.ca/ We intend to conduct our business in a way that not only meets but exceeds the expectations of our customers, business partners, shareholders, and creditors, as well as the communities in which we operate and society at large. Akira Mori Page 163 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 128 Workforce planning Workforce planning is often referred to as a “human capital strategy” and includes strategies for succession planning. These aspects could also be covered in the human resources strategy, so perhaps not a need for a separate plan. There are two aspects including: ❑ Operational workforce planning functions on a person-to-person level and streamlines employee-related operations day by day. Examples include18: • Optimizing work schedules and employee hours • Optimizing the distribution of talent among divisions and departments • Identifying functional needs and hiring new employees to meet those needs • Identifying obsolete functions and reassigning employees as necessary • Ensuring the greatest possible overall worker job satisfaction ❑ Strategic workforce planning deals with broad-based issues that evolve over months and years and can encompass all the aspects of an organization. Examples include: • Forecasting knowledge drain as employees leave the organization • Forecasting future talent needs • Determining and evaluating likely future sourcing options, including succession planning • Implementing an effective workforce analytics strategy 18 Techtarget.com Page 164 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 129 The following chart depicts typical sections of the plan: 19 19 http://360people.co.za/services/human-capital-strategy Page 165 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 130 Wellness ❑ A wellness plan addresses the needs of employees and includes strategies employed by an organization to address the physical environment and occupational health and safety, health and lifestyle practices, and workplace culture and supportive environment. A wellness plan addresses the following components: human resources; healthy workplace; and mental health. Each of these may be developed as smaller, individual plans, or may be incorporated into one overall plan for wellness. ❑ A mental health plan outlines the strategies used to promote, achieve, and maintain psychological well-being. Like the healthy workplace plan, components of the plan could include tools such as health risk assessments and needs assessments to develop the plan and associated programs and supports, as well how the plan will be implemented and evaluated. The objectives of the plan should promote a state of well-being in which employees are encouraged and supported to realize his or her own abilities, cope with the normal stresses of work-life, and work productively to contribute positively to the success of the organization and to his or her community. Health is a state of complete physical, mental and social well-being, and not merely the absence of disease or infirmity. World Health Organization (1948) The concept of total wellness recognizes that our every thought, word, and behavior affects our greater health and well-being. And we, in turn, are affected not only emotionally but also physically and spiritually. Greg Anderson There is this concept of mental harm that can be created by the workplace, but in the same breath you can say that the workplace is also a potential engine for mental health. It can create mental health as well as mental injury. Dr. Martin Shain Page 166 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 131 Page 167 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 132 Sample Metrics in the Human Resources/Wellness Plan As there is considerable overlap in metrics for Human Resources, Healthy Workplace, and Mental Health Plans, the metrics are presented together. ❑ Wellness Plan (e.g., the plan is regularly monitored, objectives of the plan are met; etc.) ❑ Absenteeism and ‘presenteeism’ rates ❑ Collective bargaining agreements (e.g., percentage of employees; etc.) ❑ Commitment and loyalty ratings ❑ Co-worker cohesion ratings ❑ Education, training and programs related to wellness, healthy workplace and mental health (e.g., number of offered; participation rates; etc.) ❑ Employee assistance plan utilization (e.g., participation rates; depth of usage rates; etc.) ❑ Employee engagement and satisfaction ratings ❑ Employee suggestions (e.g., number made; implementation rates; etc.) ❑ Extended health benefits utilization (e.g., number and type of prescription drugs; etc.) ❑ Grievances and/or complaints (e.g., number; percent resolved without escalation; etc.) ❑ Health and safety (e.g., accident/injury rates; workers’ compensation claims; adherence to equipment maintenance schedules; etc.) ❑ Health Risk Assessment results ❑ Job stress (e.g., levels; ratings; number of strategies employed to address; etc.) ❑ Lawsuits and human rights complaints (e.g., number; percent of workforce involved in; etc.) ❑ Needs assessment (e.g., frequency; percentage of needs addressed; etc.) ❑ Productivity measures ❑ Recruitment rates (e.g., average time to recruit vacant positions; etc.) ❑ Retention rates (e.g., retention of high-performing employee members; etc.) ❑ Rewards and recognition (e.g., number offered; percent utilized; etc.) ❑ Short- and long-term disability (e.g., rates; return to work statistics; etc.) ❑ Training (e.g., types offered; participation rates; average training hours per employee; etc.) ❑ Training and development effectiveness (e.g., course evaluation; percentage of attendees applying new knowledge and skills in their daily work; etc.) ❑ Trust and confidence in management and management support ratings ❑ Turnover rates ❑ Vacancy rates ❑ Work-life balance ratings ❑ Workload Page 168 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 133 Technology An information technology plan outlines how the organization utilizes information technology tools, processes, methodologies (e.g., communications, storage and retrieval, and systems analysis, design, and control), and equipment to collect, process and present information. Key metrics for how the plan will be monitored and evaluated for progress are also a part of the information technology plan. 20 Sample Information Technology Metrics ❑ Costs (e.g., total annual IT investment per employee; percentage of IT spending to total budget; percentage of IT costs associated with IT maintenance; etc.) ❑ Customer satisfaction (e.g., percentage of customers that are given satisfaction surveys; customer satisfaction ratings; number of actions taken as a result of customer feedback; number of complaints; etc.) ❑ Service requests and resolution (e.g., average number of calls/service requests per handler; average time to solve service requests; first-call resolution rate; percentage of service requests requiring escalated service; percentage of overdue service requests; percentage of reopened service requests; percentage of service requests resolved within an agreed-upon period of time; ratio of incidents to employees; service request backlog; etc.) ❑ Systems availability (e.g., frequency and average planned downtime; frequency and average unplanned downtime; rate of downtime to total availability; etc.) ❑ Antivirus/antispyware software (e.g., percentage of systems covered; etc.) ❑ Backup and recovery (e.g., age of backup; average time to restore backup; frequency of backup; percentage of backups that are fully encrypted; percentage of successful backup operations; etc.) 20 http://www.tbs-sct.gc.ca/hgw-cgf/oversight-surveillance/itpm-itgp/it-ti/gcitsp-tigcps-eng.asp Page 169 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 134 Innovation An innovation plan is a strategic process employed by an organization to manage innovation, and it could include knowledge and information in order to improve overall performance (or these could be separate plans). Innovation and knowledge management consistently informs product, services, processes design and is part of the organization’s culture. An innovation plan is made by an organization to encourage advancements in products or services. The plan specifies the processes by which new ideas are generated and applied to the organization’s resources in order to promote greater value of products or services. It also includes key metrics for how the plan will be monitored and evaluated for progress. 21 21 http://blog.avanade.com/avanade-insights/innovation/hot-off-the-press-industry-best-practices-for- enterprise-innovation/ Innovation— any new idea—by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, and monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience. Warren Bennis Page 170 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 135 22 23 22 York Region 23 http://www.tcs.com/resources/white_papers/Pages/Innovation-Imperatives-Retail.aspx Page 171 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 136 24 25 24 http://www.1000advices.com/guru/innovation_strategic_7d_ip.html 25 http://ventures.powweb.com/business_guide/innovation_strategic_byip.html Page 172 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 137 Sample Innovation Metrics ❑ Ideas (e.g., average time from idea submission to launch; number of ideas submitted by employees over a given time period; ratio of ideas tested to those suggested; ratio of successful ideas to ideas submitted; etc.) ❑ Revenue (e.g., proportion of the organization’s revenues derived from the sales of new products/services−those recently developed, those that are less than a certain number of years old; changes in the organization’s market value; etc.) ❑ Tools and methodologies (e.g., number available to employees; etc.) ❑ Workforce (e.g., percentage for whom innovation is a key performance goal; percentage who have received training in the concepts and tools of innovation; percentage of executives’ time spent on strategic innovation rather than day-to-day operations; percentage of workforce time dedicated to innovation projects; etc.) Costs/Budget (e.g., percentage of R&D costs for new products; percentage of capital that is invested in innovation activities; etc.) ❑ Costs/Budget (e.g., percentage of R&D costs for new products, percentage of capital that is invested in innovation activities, etc.) ❑ Design (e.g., cycle time; number of design iterations and/or changes; number of ongoing experiments and ventures; etc.) ❑ Growth (e.g., number of new markets entered in past year; number of new products/services launched in the past year; etc.) ❑ Response time (e.g., time taken to respond to customer needs, requests or problems; the time taken to bring new products or services to market; time taken to enter new markets, etc.) Page 173 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 138 Knowledge Management A knowledge management plan is a framework for designing an organization's strategy, structures, and processes so that the organization can use what it knows to learn and create value for its customers and community. It also includes key metrics for how the plan will be monitored and evaluated for progress. 26 Sample Knowledge Management Metrics ❑ Employees (e.g., growth and ability to hire talented employees; retention of experienced, knowledgeable employees; span of influence of knowledgeable employees, etc.) ❑ Impact of new knowledge on key measures of organizational performance such as new products or services, productivity, cost reduction, or quality improvement ❑ Knowledge creation and utilization activities (e.g., number of knowledge creation activities (i.e., databases, white papers, lessons learned reports, best practice documentation); participation rates in committees/teams; number of presentations made regarding new knowledge; frequency of access and utilization of codified knowledge assets; etc.) ❑ Knowledge management activities (e.g., number and utilization of mechanisms to consistently gather and share knowledge across the organization; etc.) 26 http://www.ksslibraries.nhs.uk/elearning/km/ Page 174 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 139 Additional Planning tools and options ❑ An excellence plan is a strategic process employed by an organization to achieve excellence. The excellence plan addresses the following components: governance; finance; corporate social responsibility; enterprise risk management; continuous quality improvement; process management; project management; and partners and suppliers. Each of these may be developed as smaller, individual plans, or may be incorporated into one overall excellence plan. ❑ A governance plan refers to the approach used to develop and implement a system of management, charters, by-laws, and policies for how the organization is overseen and held accountable, usually via a Board of Directors or Governors. In addition to key metrics for monitoring and evaluating the plan, it also includes governance standards such as fiscal responsibility, security, audit, accountability, strategic direction, and CEO performance. Sample Governance Metrics ❑ Board composition (e.g., number of directors; reflects a balance of community diversity and stakeholder interests; specific expertise and background experience; participation and attendance at meetings; etc.) ❑ Board effectiveness (e.g., due diligence; adherence to policies and standards; no undue influence; conflict of interest; conflict resolution; etc.) ❑ Board roles, responsibilities and rights ❑ CEO compensation and performance ❑ Compliance (e.g., to legal and regulatory requirements; code of ethics; privacy regulations; occupational health and safety; etc.) ❑ Corporate behaviour (e.g., disclosure of policies and performance for code of ethics and moral behaviour, corporate social responsibility, enterprise risk management, environment; etc.) ❑ Finance (e.g., performance and disclosure; shareholder returns for private sector or financial performance for public sector; etc.) ❑ Internal controls and audit functions (e.g., audit committee exists; financial expertise on audit committee; control of assets; technology; signing authority; procurement; etc.) ❑ Lawsuits (e.g., existence of; etc.) ❑ Security (e.g., protection and of privileged information) ❑ Strategic plan (e.g., regularly monitored and progress reported on; percentage of strategic goals or objectives accomplished; etc.) ❑ A corporate social responsibility or CSR plan refers to an organization’s sense of responsibility towards the community and the environment (both ecological and social) in which it operates. Organizations express this citizenship (1) through their waste and pollution reduction processes, (2) by contributing to educational and social programs, and (3) by earning adequate returns on the employed resources. It also includes key metrics for how the plan will be monitored and evaluated for progress. Page 175 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 140 Sample Corporate Social Responsibility Metrics ❑ Carbon footprint ❑ Corporate philanthropic budget ❑ Employee volunteerism in the community ❑ Involvement in CSR (volunteer hours, funds raised, etc.) ❑ Waste reduction metrics ❑ A continual quality improvement plan specifies how the organization will meet and exceed customers’ agreed requirements, the first time, every time, at the lowest cost, as well as the overall approach to continuous quality improvement. It also includes key metrics for how the plan will be monitored and evaluated for progress. Sample Continual Quality Improvement Metrics Cost of quality –all costs incurred to achieve quality. These costs fall within one of three categories: prevention; inspection; and failure. Prevention costs - costs incurred in making sure something is right "first time, every time" (e.g., training; planning; supplier certification; automation; identifying customer requirements; etc.) Inspection costs - costs incurred as a result of having to check work to see whether it has been performed to the required standard (e.g., checking and inspecting work, supplies, and materials; proof reading; testing equipment; carrying out audits on work done; checking the quality of received goods and services; assessing customer satisfaction levels; etc.). • Audit results (e.g., effectiveness; percentage of action points implemented within time planned; rate of recurring audit findings; etc.) • Compliance with standards (e.g., number and percentage in compliance, etc.) • Rates of units rejected by quality inspection Failure costs - costs incurred when an organization fails to "get it right the first time". Failure costs can be broken down into two categories, internal failure costs and external failure costs. ❑ Internal failure costs are those costs incurred to put right all those things found wrong before they go to the customer (e.g., rework; scrap and waste; making up for unplanned computer down-time; over-stock to account for defective parts; idle time waiting for input; re-inspection and re-testing; etc.) • Corrective action (e.g., rate of corrective action required; number of issues successfully addressed; etc.) • Data accuracy ratios ❑ External failure costs are those occurring after delivery or shipment of a product (or during or after providing a service) to the customer (e.g., credits; write-offs; billing errors; poor service; incorrect supplier payments; complaint handling; returns; replacement costs; warranty claims; overtime; lost customers and market share; product recalls; customer service; technical support; etc.) ❑ Hidden costs associated with failure (e.g., reduced job satisfaction; employee turnover; absenteeism; etc.) ❑ Time of employees available for improvement activities Page 176 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 141 ❑ A process management plan outlines the organization’s approach to defining and documenting key processes, responsibilities, and how process performance will be evaluated. It also includes key metrics that will be collected and used to measure and monitor process stability. For each key process, there is documentation of what is to be measured, how it is to be measured, and at what stage of the process the measurement should occur. Process performance measures are used to improve processes. Sample Process Management Metrics ❑ Costs (e.g., related to operating; re-work, etc.) ❑ Cycle times ❑ Efficiency rates ❑ Error rates ❑ Indicators of reliability ❑ Order fulfillment (e.g., on-time; etc.) ❑ Process improvement initiatives (e.g., number; successful completion rates; etc.) ❑ Productivity rates ❑ Re-work rates ❑ Total turnaround time ❑ Waste reduction rates ❑ A project management plan outlines the organization’s approach to the management of projects. The project management plan presents an overview of the methodology used to develop, plan, manage and implement projects. It focuses on developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that planned outcomes are achieved. The plan also specifies the key metrics for how projects will be monitored and evaluated for progress. Sample Project Management Metrics ❑ Project results to Plan ❑ Costs/budget (e.g., rate of projects completed within budget; etc.) ❑ Deliverables (e.g., rate of deliverable completion; satisfaction ratings for deliverables; rate of deliverables completed according to plan; etc.) ❑ Length of project tasks (e.g., average number of days open; etc.) ❑ Completion rates (e.g., milestone achievement ratio; overdue project tasks rates; on-time project completion rates; etc.) Page 177 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 142 ❑ A partnership plan is a strategic process employed by an organization to manage their relationships with partners in order to improve overall performance. Excellence Canada defines partners as three types of relationships: (1) financial partners (e.g., win/win financial partners i.e., profit sharing, commissions, royalties, etc.), (2) non-financial partners (e.g., volunteers, agencies, charities, etc.), and (3) suppliers of goods and services. A partnership plan includes the identification of key partners; relationship management; identification of priorities and values; roles and responsibilities; goals and objectives; clear expectations for performance; conflict resolution mechanisms; and key metrics. Sample Partnership Metrics ❑ Conflict resolution (e.g., number of conflicts successfully resolved; number of formal disputes; etc.) ❑ Corrective action (e.g., rate of corrective action required; etc.) ❑ Field performance (e.g., ratings of whether requirements are met; ratings of exceptions addressed; etc.) ❑ Partner feedback (e.g., ratings of relationship management; etc.) ❑ Partnership value (e.g., contributions to organizational performance; etc.) ❑ Performance review meetings (e.g., number; frequency; ratings of mutual benefit; etc.) ❑ Quality levels ❑ Ratio of price paid to price quoted ❑ Satisfaction ratings (e.g., quality of services/products; etc.) ❑ Timing of deliveries (e.g., ratio of on-time deliveries; etc.) A Supplier plan needs to be separated in accordance with the new standard. The sample metrics for a Supplier plan would be similar to the partnership above. Page 178 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 143 Guide to Self-Assessment Self-assessment is used to identify an organization’s strengths (what you are doing well) and opportunities (what you can improve upon) against each individual Requirement of the Excellence, Innovation and Wellness® Standard. The first time the organization conducts a self- assessment, we recommend that you hire an experienced Excellence Canada certified coach. In addition to using a certified Coach, training is available for key personnel in the organization, e.g., the new Excellence, Innovation and Wellness® course, as part of the Certified Excellence Professional® (CEP) program. The following reference notes will help your organization create a team, plan and conduct the self-assessment, and review the results. Conducting a self-assessment is an excellent way to discover if your organization has met the Standard at each level and if it is ready to apply for certification. Purpose ❑ To provide a sound approach and methodology for organizations to assess their current strengths and identify opportunities for improvement (at a specific level). ❑ To help organizations create and/or maintain excellence, innovation and wellness. ❑ There is no pass or fail. Organizations learn where they stand compared to a specific Standard level and how best to move forward. Benefits of Participating in an Assessment ❑ Helps organizations understand how to implement the principles required to create a workplace that fosters excellence, innovation and wellness. ❑ Integrates various initiatives. ❑ Improves communication within organizations. ❑ Stimulates sharing of approaches within organizations, the sector and with other sectors. When to Conduct a Self-Assessment A self-assessment should be conducted each time the organization starts a new level. Once strengths and opportunities have been identified, the organization plans how to “close the gaps” by working on the identified opportunities as part of the planning process. Page 179 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 144 Once gaps have been “closed”, a self-assessment should be conducted again, to once again identify strengths and opportunities. If a score of 65% or higher27 is obtained, the organization is ready to apply for certification at that level. This second self-assessment (or update) should be included with your submission. When the organization is ready to submit an application, Excellence Canada recommends conducting a “mock” verification by an Excellence Canada certified coach, in order to prepare for the verification site visit. Be sure to attach self-assessment results to the application. The Self-Assessment Team ❑ A good self-assessment team is important to the success of the process. The assessment team provides all the necessary information before the assessment, administers the process, compiles the results, and assists in the development of an action plan. The team also is responsible for reporting the findings to the organization’s leaders. ❑ Team members should be appointed, or asked to volunteer, from various parts of the organization. Look for people who are energetic, organized and committed. For small organizations (or a department, division, or work unit), as few as two people will be enough. Larger organizations will likely need larger teams, but to maintain focus, the team should consist of about 10 people. The team will likely split up in pairs to conduct a series of focus groups. ❑ To be successful, everyone must understand the self-assessment purpose and process. The team needs to openly communicate when, where, and how it will take place, as well as why it’s being done. The team should also invite questions about it and provide answers. The team should stress the positive, and reinforce that is not a pass or fail exercise. For some, an assessment signals danger. Assure everyone that its purpose is to help educate and inform the organization. This will minimize resistance, build trust, gain commitment, and help ensure candid responses. 27 For Bronze, the minimum score required for Certification is 65%. To be eligible for Silver, Gold and/or Platinum Certification and CAE, the minimum score required is 70%. TIP - CHOOSING THE FACILITATOR ✓ This person guides the proceedings and keeps people on track. He or she should have leadership ability, organizational skills and good communication skills. The first time you do this, we recommend retaining an Excellence Canada coach. ✓ The facilitator must become well versed in the Standard level being assessed. ✓ Training is available through Excellence Canada (the new Excellence, Innovation and Wellness course, Organizational Excellence Assessment course). Page 180 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 145 Planning the Self-Assessment A well-organized plan is critical to the success of the self-assessment process. Preparing the Self-Assessment Team ❑ Team members should familiarize themselves with the Excellence, Innovation and Wellness® Standard and Implementation Guide for the level they will be assessing to. If there are questions, these should be reviewed with the facilitator well in advance of the focus groups. ❑ As well, the Scoring Guidelines section of this Guide should be reviewed to ensure that team members approach scoring in the same way. Focus Group Discussion Questions ❑ The facilitator should create a proposed series of focus group questions that cover the Excellence, Innovation and Wellness® Standard for the level they will be assessing to. ❑ The self-assessment team should review these with the facilitator and make any adjustments as needed. ❑ A final series of discussion questions should be agreed upon and produced. Scheduling Focus Groups ❑ 60 minutes should be allocated for each focus group discussion, with a minimum 30-minute break between groups. ❑ The team should agree which focus groups he or she will be responsible for. It is often best if team members work in pairs. Focus Group Participants ❑ The best focus group discussions often occur with cross-departmental groups. Plan to invite no more than 20 people per group. Numbers mean safety, and being part of a group can encourage people to speak. One person’s thoughts may also trigger others’ and build conversational momentum. ❑ To ensure good attendance, participants should be notified as soon as possible about the date, time and location of the self-assessment focus groups. As well, at least one follow up reminder should be sent. Remember to communicate that the purpose of the self- assessment is to help educate and inform the organization and to identify strengths and opportunities for improvement. Page 181 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 146 Conducting the Self-Assessment ❑ Using the discussion questions, and the agreed upon process, conduct the self-assessment focus groups. ❑ Maintain a good pace for the discussion, keeping in mind there is generally a lot to cover in each 60-minute focus group. Use the guidance points in this Implementation Guide to assist you and to maintain a conversational flow. ❑ Ensure that all participants have a chance to contribute to the discussion. ❑ Team members should write their thoughts during and after the focus groups. Keep comments short and in point form, identifying strengths, achievements, and opportunities. These comments will help the team score and complete the self-assessment report. ❑ For confidentiality reasons, team members should not discuss the focus group discussion findings outside of the self-assessment team. There will be plenty of time for discussion later. Scoring and Documenting Results ❑ After the Self-Assessment, the team should discuss the findings and seek consensus. The strength of the assessment lies in the comments and feedback of the team. It is important to remain focused on the strengths and opportunities identified. ❑ Each team member should score each individual Requirement at the level being assessed. Have each member of the team share their own scores for each individual Requirement. Quite often, team members’ scores will be similar. When this happens, consensus exists and no further discussion is needed. Scoring, however, requires judgment, and variation is natural and normal. Use the Scoring Guidelines to help reach consensus. ❑ The facilitator records the scores and comments that the team agrees on. This will form the basis of the assessment report. ❑ The assessment report should be clear and concise. ❑ The facilitator drafts the self-assessment report which is shared with the self-assessment team and focus group participants to review and provide comments/clarity about what was discussed. Additional edits should be made as needed and a final self-assessment report produced. Reviewing the Self-Assessment Results Once the final report is produced, the facilitator should present the results of the self- assessment to the leadership team. During the presentation, the strengths and opportunities identified in the focus group discussions should be highlighted. This may include those strengths that make the organization unique and/or a positive place to work and those that would make the organization even better if they were more widespread. In addition, improvement opportunities should be stressed and a discussion should be held as to how to “close the gaps”. The overall purpose of this review is to develop an action plan that builds on current strengths, and addresses opportunities for improvement to help the organization move forward. Page 182 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 147 Scoring Guidelines An assessment is not an audit. It is a process that helps organizations (a) identify where they sit in relation to levels; and (b) review outcomes in order to move forward and improve. ❑ Forty points have been allocated for each individual Requirement (all levels). ❑ Assessment is not a pass or fail exercise; it is a tool for improvement. ❑ Ask if the assessment input shows that the organization is meeting the Requirement. Use the scoring chart to determine if your organization meets the individual Requirement and apply a score. ❑ If you feel the individual Requirement has been met, allocate 10-40 points, in multiples of 5. ❑ After scoring each of the individual Requirements, add the total score. Your organization must score more than 65% of the total score available for certification at Bronze. To qualify for Canada Awards for Excellence recognition at the Silver, Gold and Platinum levels, your organization must score 70% or more. A minimum score of 60% is required in each of the drivers at all levels. ❑ If you feel ready for certification, contact Bonita Savard at 1-800-263-9648 ext. 233 or bonita@excellence.ca 10 Points Overview—Activity noted in the individual Requirement has been discussed but not yet implemented. ❑ Activity around the subject addressed in the question is approached unsystematically and on an ad-hoc basis. ❑ The level of effectiveness of the activity is low. ❑ The organization’s focus is “putting out fires” rather than applying prevention techniques, such as data collection, employee involvement and procedure reviews. ❑ Overall, there is very little implementation of the activity in the organization. 20 Points Overview—Activity noted in the individual Requirement has been discussed and implemented in a pilot form or in a few key areas. ❑ Activity around the subject is at an early stage of implementation in the organization. ❑ The level of effectiveness of the activity is good, and the approach being applied is systematic rather than ad-hoc albeit with limited implementation. ❑ If work processes are connected with the question, key processes impacting the activity are understood and stable. The approach being taken (in most key areas) is more focused on prevention (working to get to root causes of problems) than on “putting out fires”. Page 183 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 148 30 Points Overview— Activity noted in the individual Requirement has been discussed and implemented in a systematic manner in all key areas of the organization. ❑ Activity around the subject is systematic, based on good planning and has been well implemented in all key areas of the organization. ❑ The level of effectiveness of the activity is very good. ❑ Key processes impacting the activity are understood, documented, stable and reviewed for improvement in a systematic manner. ❑ The focus is on continual improvement of the workplace, with positive results measured in a number of key areas. 40 Points Overview— Activity noted in the individual Requirement has been discussed, implemented in a systematic manner in all key areas; and refinements have resulted in good sustained results. ❑ Activity around the subject is systematic, based on good planning and has been fully implemented with high levels of understanding in all areas. ❑ The level of effectiveness of the activity is regarded as very good with positive outcomes emanating from extensive cross-functional involvement. ❑ Key processes impacting the activity are fully understood, documented and reviewed for improvement in a systematic manner in all areas of the organization. ❑ The focus is on continual improvement of the healthy workplace environment. Page 184 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 149 Scoring Chart: Bronze Also available in spreadsheet format Available Points Actual Score 1.1 Leadership a) Senior leadership team endorses and supports the values and principles 40 _____ b) There is a vision, mission and/or values statement that has had input from key stakeholders. These statements are communicated broadly 40 _____ c) A continual improvement policy or statement has been shared within the organization 40 _____ d) In the decision-making process, the organization considers the wide-spread impact of decisions on customers and employees. Impacts include quality, physical and psychological health and safety, ethical behaviour and societal issues 40 _____ e) There is a method to review and ensure compliance with relevant provincial and national legislation, regulations and standards, including human rights, privacy, health and safety, disability, accessibility, employment standards, etc. 40 _____ f) The organization has begun to demonstrate its commitment to corporate social responsibility (CSR) 40 _____ g) Senior management has communicated that innovation is a priority 40 _____ 1.2 Planning a) A baseline assessment to this Excellence, Innovation and Wellness® Standard has been conducted and the identified opportunities built into an improvement plan 40 _____ b) Work on a planning process is underway covering areas such as strategic goals, financial management, operations, enterprise risk management, knowledge management, wellness, and innovation 40 _____ c) Appropriate financial and human resources are allocated to activities and initiatives related to excellence, innovation and wellness 40 _____ d) Organizational risks have been identified 40 _____ e) The organization uses a variety of methods to communicate its various policies and plans 40 _____ 1.3 Customers a) The organization identifies and segments its current customer groups based on needs. Segmentation includes both internal and external customers 40 _____ b) A customer experience “promise” exists and has been communicated clearly and consistently to all customers and employees 40 _____ c) The organization communicates with its customer groups using a variety of relevant methods 40 _____ d) Employees understand the importance of contributing to a positive customer experience 40 _____ Page 185 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 150 A MINIMUM OF 65% OF AVAILABLE POINTS IS NEEDED TO QUALIFY FOR BRONZE CERTIFICATION AND CAE BRONZE RECOGNITION AND A MINIMUM SCORE OF 60% IS REQUIRED FOR EACH OF THE DRIVERS Available Points Actual Score 1.3 Customers (continued) e) A customer feedback process/mechanism is in place with identified feedback measures 40 _____ Partners f) The organization identifies its key partners 40 _____ 1.4 People a) A comprehensive healthy workplace policy including physical and psychological health and safety is in place, and has been shared with employees 40 _____ b) The leaders actively promote a culture of work/life balance 40 _____ c) Awareness training is provided for employees, covering the organization’s excellence journey 40 _____ d) Human resources policies have been developed and are easily accessible to all employees. These policies should reflect compliance with relevant human rights legislation, issued to protect against harassment, discrimination and bullying in the workplace, and address diversity and inclusion 40 _____ e) A baseline employee engagement survey is conducted and plans are in development to address the key identified issues 40 _____ f) Employees clearly understand their roles and responsibilities as outlined in current position descriptions 40 _____ 1.5 Processes Process Improvement a) There is a commitment to better manage and improve key processes and/or procedures, in the organization, including a focus on prevention-based process management 40 _____ b) Key processes and process owners have been identified 40 _____ c) Training for process management and related tools is planned and/or underway for involved employees 40 _____ Project Management d) Key projects have been identified 40 _____ e) Training for project management and related tools is planned and/or underway for involved employees 40 _____ Procurement f) A list of key suppliers is available for employees as required 40 _____ g) A procurement policy has been established and shared with employees, as required 40 _____ h) Appropriate information and criteria is used to select capable suppliers 40 _____ TOTAL SCORES 1,280 Percentage of available points (Actual score ÷ Available Points) Page 186 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 151 Scoring Chart: Silver Available in spreadsheet format Available Points Actual Score 2.1 Leadership Governance a) Governance framework policies applicable to the organization’s mandate and goals have been established, and such policies have been communicated across all areas 40 _____ b) Indicators of effectiveness of leadership have been established and measured for both Board of Directors and senior management 40 _____ Leadership c) There is clear accountability and cascading of responsibility for excellence, innovation and wellness 40 _____ d) A leadership development program is in place that focuses on improving leadership, management, and supervisory skills and abilities 40 _____ e) Leaders at all levels influence, and are held accountable for, strengthening organizational culture 40 _____ f) Leaders at all levels promote and nurture innovation, and successes as well as lessons learned are shared and celebrated 40 _____ g) Efforts are made to reduce silos through methods such as transparency, knowledge sharing and effective communication 40 _____ h) The corporate social responsibility (CSR) plan demonstrates the organization’s commitment to its community and society 40 _____ i) Management fosters an open and transparent work environment, as assessed by employees 40 _____ 2.2 Planning a) An organization-wide strategic plan including Key Performance Indicators and a dashboard, e.g. a balanced scorecard, has been developed and implemented with input from key stakeholders 40 _____ b) An assessment to this Excellence, Innovation and Wellness® Standard is conducted regularly and the identified opportunities are built into improvement plans 40 _____ c) Flowing out of the strategic plan, an annual operating plan, with key priorities and clear goals, has been developed and relates to excellence, innovation and wellness 40 _____ d) A financial management system has been developed to track financial performance 40 _____ e) An enterprise risk management (ERM) plan has been developed to address identified risks 40 _____ f) An innovation plan has been developed and shared 40 _____ g) A knowledge management system that aligns to a workforce plan is in place. The plan includes capturing and sharing of lessons learned 40 _____ h) An information technology plan has been developed to support the operational goals 40 _____ Page 187 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 152 Available Points Actual Score 2.2 Planning (continued) i) A communication plan has been developed for both internal and external stakeholders 40 _____ 2.3 Customers a) Linked to the strategic plan, a customer experience plan or strategy is in place that defines the customer experience, with a plan for how to execute the plan and measure results 40 _____ b) Customer requirements are identified, analyzed and embedded in the customer experience plan 40 _____ c) Service standards exist at key customer contact points and have been communicated to relevant stakeholders 40 _____ d) Mechanisms are in place for customers to provide input on their requirements; seek assistance; and give feedback on measures that are relevant to them 40 _____ e) Baseline voice of the customer feedback measures for both internal and external customers have been implemented. Results have been collected, and used to inform planning and innovation 40 _____ f) The value of the organization’s services has been communicated to its stakeholders 40 _____ Partners g) Partnership agreements are in place that define the relationship, roles and responsibilities and desired outcomes 40 _____ 2.4 People a) A human resources (HR) plan and a wellness plan are in place, and clearly link to the overall Strategic Plan and related operational plans 40 _____ b) A workforce plan is in place to support attraction, talent management, succession planning and retention strategies 40 _____ c) There is a system in place for recruitment, selection, and on- boarding of employees 40 _____ d) There is a system in place for managing employee performance and development in line with departmental, operational and strategic goals 40 _____ e) Training and development requirements are determined with employee input, and employees are assisted in acquiring and implementing new skills 40 _____ f) Human resources indicators are identified, measured and analyzed, and the results are used to inform planning 40 _____ g) Employee engagement and innovation is measured, results are shared and employees are involved in developing and implementing action plans 40 _____ h) A wellness assessment has been conducted and its results, as well as reviews of data such as benefits claims, are used to identify physical and psychological health and safety hazards and risks 40 _____ Page 188 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 153 A MINIMUM OF 70% OF AVAILABLE POINTS IS NEEDED TO QUALIFY FOR SILVER CERTIFICATION AND CAE SILVER RECOGNITION AND A MINIMUM SCORE OF 60% IS REQUIRED FOR EACH OF THE DRIVERS Available Points Actual Score 2.4 People (continued) i) Management provides various avenues for employees to provide feedback, and to put forward innovative ideas and suggestions for improvement 40 _____ j) A rewards and recognition program is under development, ensuring both individual and team (functional and cross functional) approaches, with a focus on rewards and recognition initiatives 40 _____ k) Policies for diversity and inclusion are well understood as reflected in daily practice 40 _____ 2.5 Processes Process Improvement a) Key work processes and/or procedures are documented using a consistent, continual improvement methodology across the organization, and are easily accessible by employees 40 _____ b) Key internal stakeholders across organizational levels are involved in process improvement activities with demonstrated input from employees directly impacted by any changes in an environment that encourages innovation 40 _____ c) Key processes are assessed for their impact on the physical and psychological safety of employees, customers, partners and suppliers, as applicable 40 _____ d) Key measures have been identified and data is actively being collected and used to measure and monitor key process stability 40 _____ Project Management e) A standardized methodology is in place for managing key projects 40 _____ Change Management f) Change management principles and activities have been introduced into improvement plans, processes and projects 40 _____ Procurement g) Prior to procurement and whenever possible, employees are involved in assessing the impacts of products or services that impact their health, safety and/or productivity 40 _____ h) Baseline supplier performance measures are identified and collected 40 _____ TOTAL SCORES 1,760 Percentage of available points (Actual score ÷ Available Points) Page 189 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 154 Scoring Chart: Gold Available in spreadsheet format Available Points Actual Score 3.1 Leadership Governance a) Governance framework policies are being met throughout the organization, e.g., accountability for management actions, fiscal control, privacy, security and ethics 40 _____ b) The Board of Directors assesses its effectiveness and makes required adjustments as needed 40 _____ Leadership c) Values and principles as outlined in 1.1 (a), are fully embedded in the organizational culture 40 _____ d) The senior leadership team assesses its own effectiveness 40 _____ e) There is evidence that the leadership development program is effective 40 _____ f) Responsibility and accountability for the overall management of excellence, innovation and wellness are reflected in the individual performance plans of management employees 40 _____ g) There is evidence of consistency of management practices across the organization to sustain the culture 40 _____ h) Leaders continue to promote and nurture innovation, and successes continue to be celebrated 40 _____ i) A collaborative and transparent environment ensures that employees are involved in decisions that directly impact them 40 _____ j) Employees are encouraged to participate in activities related to corporate social responsibility (CSR), as outlined in the plan 40 _____ 3.2 Planning a) The strategic plan and all related cascading plans are kept current, monitored and evaluated for achievement 40 _____ b) Departmental scorecards/dashboards related to the organization’s goals, e.g., balanced scorecard, are developed and used to monitor, measure and evaluate ongoing performance 40 _____ c) Progress on plans and results is communicated and celebrated 40 _____ d) Financial performance is monitored and measured, i.e., adherence to budgets, expenditure management, revenue and asset management 40 _____ e) Performance to the enterprise risk management plan is monitored and evaluated and required changes made to the ongoing plan 40 _____ f) Innovation is becoming a way of life, informing product, services and process design 40 _____ g) A knowledge management system is fully implemented 40 _____ h) The information technology plan has been implemented and is enabling operations and other plans as appropriate, i.e., innovation, knowledge management, risk management 40 _____ i) The effectiveness of both internal and external communications is measured and reviewed 40 _____ Page 190 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 155 Available Points Actual Score 3.3 Customers Customers a) The execution of the customer experience plan or strategy is monitored, evaluated and updated for ongoing improvement 40 _____ b) Customer requirements (current and future) are identified, analyzed, evaluated and communicated on a repeatable and reliable basis for both existing and potential customers 40 _____ c) Customer service standards for identified key customer contact points are measured and evaluated for ongoing improvement 40 _____ d) The organization responds promptly to effectively address customer inquiries and to resolve customer concerns. Customer loss is tracked and evaluated 40 _____ e) Voice of the customer data is systematically collected and/or recorded and evaluated for ongoing improvement, and shared with employees, customers and partners as appropriate 40 _____ f) Using research and knowledge of markets, employees collaborate with customers to develop innovative solutions that enhance services and products 40 _____ Partners g) Performance to partnership agreements is assessed for ongoing improvement 40 ____ h) Key partners collaborate in an innovative way in the design, development and enhancement of relevant services and/or products 40 _____ 3.4 People a) The human resources (HR) plan and a wellness plan, have evolved and reflect current employee health data and trends. The plans are monitored, evaluated and updated as appropriate 40 _____ b) A workforce plan is evaluated and updated regularly to ensure that attraction, talent management, succession planning and retention strategies are effective 40 _____ c) Employees can easily seek assistance to address issues, concerns and opportunities and their concerns and ideas are promptly addressed 40 _____ d) Innovative ideas are systematically encouraged, shared and celebrated. Innovation is included in employee surveys and results of the surveys are shared and used for ongoing improvement 40 _____ e) Employee engagement continues to be measured, and the results are improving 40 _____ f) Wellness assessments are routinely scheduled and conducted to identify new, continuing or emerging physical and psychological health and safety hazards and risks 40 _____ g) All wellness assessment results are routinely analyzed, and programs are being implemented to address the areas identified as most at risk. 40 _____ Page 191 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 156 A MINIMUM OF 70% OF AVAILABLE POINTS IS NEEDED TO QUALIFY FOR GOLD CERTIFICATION AND CAE GOLD RECOGNITION AND A MINIMUM SCORE OF 60% IS REQUIRED FOR EACH OF THE DRIVERS Available Points Actual Score 3.4 People (continued) h) Actionable plans resulting from all assessments are developed with employee input and plans are shared with employees as appropriate 40 _____ i) A comprehensive recognition program has been developed with implemented with employee input. 40 _____ j) Training and development programs are evaluated for effectiveness and contribution to organizational performance 40 _____ k) The system(s) for the management of employee performance and development is applied consistently across the organization 40 _____ l) There is evidence that diversity and inclusion are embraced in the organizational culture 40 _____ 3.5 Processes Process Improvement a) Key processes are actively measured with target performance levels established. These processes are monitored to ensure consistency, and the results used for ongoing improvement 40 _____ b) Key processes are analyzed, root causes are identified, desired state established, and changes to key processes are documented, implemented, and communicated with the process stakeholders 40 _____ c) Key processes are reviewed using the deliberate application of innovation 40 _____ Project Management d) Projects are managed consistently, monitored and evaluated for success 40 _____ Change Management e) Change management principles and activities have been integrated into improvement plans, processes and projects across the organization, and evaluated for effectiveness 40 _____ f) The organization has implemented and follows a standardized change management methodology 40 _____ Procurement g) The performance of key suppliers is measured and analyzed for ongoing improvement 40 _____ h) Key suppliers collaborate in an innovative way in the design, development and enhancement of relevant processes, services and/or products 40 _____ TOTAL SCORES 1,880 Percentage of available points (Actual score ÷ Available Points) Page 192 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 157 Scoring Chart: Platinum Available in spreadsheet format Available Points Actual Score 4.1 Leadership Governance a) There is consistent achievement in meeting governance framework policies 40 _____ b) The Board of Directors continues to assess its own effectiveness and makes required adjustments as needed 40 _____ Leadership c) Highly effective workplace best practices for excellence, innovation and wellness are identified using external benchmarks. These practices are shared, internally and externally. 40 _____ d) Leaders consistently demonstrate ethical behaviour and inclusivity, as assessed through stakeholder feedback 40 _____ e) The senior team continues to assess its own effectiveness 40 _____ f) The organization is known as a role model for CSR in its local geographic community/communities 40 _____ g) The organization is recognized externally as a leader in innovation 40 _____ h) Employees believe that the organization operates in an open and transparent manner 40 _____ i) There is evidence that the culture is consistent across the organization as reflected in feedback from employees 40 _____ 4.2 Planning a) The ongoing planning process is evaluated for all plans and there is evidence of improvement over time 40 _____ b) Key Performance Indicators and dashboards, e.g., balanced scorecards, are used to monitor, measure and evaluate sustained results over time, to learn and drive improvement 40 _____ c) Levels and trends are used to measure overall financial performance, i.e. adherence to budgets, expenditure management, revenue and asset management 40 _____ d) Innovation is a way of life and continually informs product, services and process design 40 _____ e) There is evidence that knowledge management is mature and effective 40 _____ f) There is evidence that the ERM program is successfully managing risks in the organization 40 _____ g) Information technology is a true enabler for effective operational excellence 40 _____ h) Trend data over time has shown improvement in the reach and impact of communication 40 _____ Page 193 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 158 Available Points Actual Score 4.3 Customers Customers a) Levels and trends of performance are used to enhance and improve the customer experience (e.g., loyalty, retention, life cycles, innovative products and services, market share, growth, new markets etc.) 40 _____ b) Levels and trends of performance are used in responding to customer inquiries, complaints and appeals 40 _____ c) Customer relations are proactively managed to improve customer retention 40 _____ d) Levels and trends for meeting customer service standards for identified key customer contact points, are used for sustained improvement 40 _____ e) The organization uses benchmarking data, information and other related sources, (e.g., advisory boards and user groups), to evaluate performance and implement innovative practices 40 _____ Partners f) Performance to partnership agreements continues to be assessed for sustained improvement 40 _____ g) There is evidence of positive results where key partners continue to collaborate in an innovative way in the design, development and enhancement of relevant services and/or products 40 _____ 4.4 People a) The organization continues to evaluate employee physical and psychological health and safety, including the impact the HR and wellness plans are having on employee health 40 _____ b) There is evidence that workforce planning is effective 40 _____ c) Employee engagement surveys continue to be conducted regularly. Results demonstrate improvement over time and are high relative to appropriate external contexts / benchmarks 40 _____ d) There is evidence that innovative ideas generated by employees are documented, considered and when appropriate implemented, communicated and celebrated 40 _____ e) Trend data is used to measure the effectiveness of training and development and its impact on organizational results over time 40 _____ f) The employees perceive that the organization is a role model for a healthy workplace 40 _____ Page 194 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 159 A MINIMUM OF 70% OF AVAILABLE POINTS IS NEEDED TO QUALIFY FOR PLATINUM CERTIFICATION AND CAE PLATINUM RECOGNITION AND A MINIMUM SCORE OF 60% IS REQUIRED FOR EACH OF THE DRIVERS Available Points Actual Score 4.5 Processes Process Improvement a) Levels and trends in performance demonstrate continual improvement in key service and/or product delivery processes 40 _____ b) Innovative solutions continue to be generated collaboratively with employees and other key stakeholders, with positive results 40 _____ Project Management c) There is evidence of successful project management over time 40 _____ Change Management d) Through the successful implementation of change management, there is clear evidence of “buy-in” to new methods or improvements across the organization 40 _____ Procurement e) The organization’s ability to monitor and manage supplier performance has improved over time 40 _____ TOTAL SCORES 1,400 Percentage of available points (Actual score ÷ Available Points) Page 195 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 160 Certification Organizations wishing to receive validation and recognition as they progress through the levels may apply to Excellence Canada for certification. All Excellence Canada awards programs have four levels of implementation. Each level requires a demonstration of a progressively deeper and broader commitment to excellence and resulting achievement, as outlined in the Standard. A site visit is usually required from Excellence Canada once the application/submission has been received and reviewed. Prior to the site visit, organizations are required to complete a brief on-line survey. Certification Steps 1. At the appropriate level, your organization will complete an internal self-assessment against the Excellence, Innovation and Wellness® Standard. 2. If the assessment signifies that your organization has achieved the targets outlined in the Standard, you are encouraged to apply for Certification at that level. If the first level is higher than Bronze, e.g., Silver, you need to use the Going for Series to ensure that key requirements from both levels are addressed. Certification is valid for two years, at which time you are encouraged to advance to the next level, however, recertification at the same level also is available. On-Site Verification Excellence Canada’s on-site verification occurs when, following comprehensive review of a submission, a conclusion is reached by Excellence Canada that the applicant looks like a potential certification recipient. Receiving a site verification visit is in itself a commendable achievement. On site verification is not an assessment; it is purely a verification exercise to expand on key strengths of a submission. Verification consists of: ❑ A one, or two-day (and occasionally more depending on scope, size, multiple sites, etc.), on- site exercise of submission validation for those organizations, or units within organizations that have applied for certification. ❑ The focus of the on-site verification exercise is to verify and expand on key selected positive elements of a submission through face-to-face discussions with: • Senior leadership team • Members of mid-level management • Employees • Customers/Suppliers/Partners as required ❑ This is achieved through cross-functional focus groups of up to 15 people. A facility tour also is required. Each discussion will last up to 90 minutes (maximum). Page 196 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 161 The organization is advised by letter regarding the decision on certification. For Silver, Gold and Platinum levels of the program, certification leads to national recognition under the Canada Awards for Excellence (CAE). The organization will be advised by Excellence Canada if they have been successful in meeting requirements for recognition. For further information, we encourage you to email Bonita Savard, the Manager of Certification and Awards at bonita@excellence.ca or 1-800-263-9648 ext. 233. Canada Awards for Excellence Recognition (CAE) Organizations that successfully achieve the minimum required scores in the Silver, Gold and Platinum levels will receive Canada Awards for Excellence recognition. Page 197 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 162 Terms and Definitions Ableism “Ableism” is discrimination or prejudice against individuals with disabilities. Accessibility “Accessibility” simply means helping people with disabilities take part in life’s activities. Accessibility Standards “Accessibility standards” are the rules that businesses and organizations (in Ontario) will have to follow to identify, remove and prevent barriers to accessibility. Accessibility standards will apply to five important areas (customer service; employment; information and communications; transportation; and built environment). Four standards have already been made into law. Action Plans After conducting an assessment, you will find that opportunities have been identified, which you need to improve. An “action plan” refers to the work that must be done to improve the opportunity. Action plans typically have measures: objectives, time frames, milestones, outcomes, an owner to monitor the process, and a list of actions to be completed. It is generally linked to a plan such as the strategic plan. Ageism “Ageism” is prejudice or discrimination against a particular age-group and especially the elderly. Analysis “Analysis” refers to an examination of facts and data to discover its elements and their relations, most commonly for the purpose of using the information to make change for the better. This often involves determining the root cause of problems and implementing a workable solution. Assessment “Assessment” refers to looking at each individual standard, and identifying your strengths (what are you doing well) and opportunities (what you can improve upon). Balanced Scorecard See Scorecard Baseline Measures “Baseline measures” refers to the first set of data that you will collect, to which you can then compare new data to in the future. Benchmarks “Benchmarks” refers to looking outside the organization and comparing your own performance to others, e.g., are there lessons to be learned from others? This could be competitors, or similar organizations in the same or different sectors. It could also be looking at Statistics Canada or other resources that provide comparative data. It is a process of identifying best practices in relation to both products or services and the processes by which those products or services are created and delivered. Page 198 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 163 Best Practices “Best practices” refers to programs, systems, services that are great examples of excellence. They likely represent innovative and new thinking. They are practices that work very well, consistently show results superior to those achieved through other means, and can be used as a benchmark for others. Carbon Footprint “Carbon footprint” refers to the climate change impact of something such as a product or service. It is common shorthand for accounting for all greenhouse gases. Any footprint calculation is an estimate, based on more or less reliable data. For example, you could calculate the relative carbon footprints of people travelling by train or plane to a meeting, compared to video-conferencing as an alternative. Costs of accommodation, meals and other impacts would need to be taken into account. Cascading “Cascading” refers to spreading responsibility throughout the organization, from the senior team down to other levels of management and employees. Classism “Classism” is prejudice or discrimination based on class (a group sharing the same economic or social status, e.g., the working class). Continuous Learning “Continuous learning” means an ongoing learning process that seeks to incorporate the lessons learned (from the results of already implemented changes) into a continuous improvement cycle. Corporate Social Responsibility “Corporate social responsibility” refers to an organization’s sense of responsibility towards the community and the environment (both ecological and social) in which it operates. Organizations express this citizenship (1) through their waste and pollution reduction processes, (2) by contributing to educational and social programs, and (3) by earning adequate returns on the employed resources. Culture See Organizational Culture Customer Engagement “Customer engagement” refers to the extent of loyalty, satisfaction and working together to improve processes and products. Customer Experience Plan A “Customer Experience Plan” is a strategic process employed by an organization to manage their customers' entire experience through feedback, analysis and customer participation in the organizational culture in order to improve overall performance. Page 199 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 164 Customer Loyalty “Customer loyalty” refers to the likelihood of previous customers to continue to buy from a specific organization. Great attention is given to marketing and customer service efforts to retain current customers by increasing their sense of “loyalty”. Organizations may employ loyalty programs, which reward customers for repeat business. Customer Satisfaction “Customer satisfaction” is the degree of “satisfaction” provided by the goods or services of a company as measured by the number of repeat customers and other identified factors. Customer Service “Customer service” entails all interactions between a customer and a product provider at the time of sale (or between a customer and a service provider at the time of interaction), and thereafter. Customer service adds value to a product or service and helps builds an enduring relationship. Customer Service Standards “Customer service standards” are measurable “promises” to customers, e.g., delivery time, service or product quality, etc. Customers Customers are defined as both internal and external to the organization and can (1) be direct recipients of products and/or services, e.g., external customers, clients or consumers; (2) serve as a distribution channel, e.g., retailers, dealers; (3) be internal departments that provide services to each other, e.g., human resources, communication, information technology. Cycle Time “Cycle time” refers to the time required to fulfill commitments or to complete tasks. It is the period required to complete one cycle of an operation; or to complete a function, job, or task from start to finish. Cycle time is used to differentiate total duration of a process from its run time. Discrimination “Discrimination” means treating people differently, negatively or adversely because of their race, age, religion, sex, etc., that is because of a prohibited ground of discrimination. As used in human rights laws, discrimination means making a distinction between certain individuals or groups based on a prohibited ground of discrimination. Under the Canadian Human Rights Act, it is against the law for any employer or provider of a service that falls within federal jurisdiction to discriminate on the basis of: race, national or ethnic origin, colour, religion, age, sex (including pregnancy and childbearing), sexual orientation, marital status, family status, physical or mental disability (including dependence on alcohol or drugs), and pardoned criminal conviction 28. Individual provinces and territories have their own set of prohibited grounds Diversity “Diversity” refers to variables and personal differences such as sexism, racism, heterosexism, ableism, ageism, classism, education, etc. (See separate definitions for each one.) 28 Source: Canadian Human Rights Commission, http://www.chrc-ccdp.ca/discrimination/discrimination- eng.aspx Page 200 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 165 Document In this Standard, the term “document” is a verb and means to record and write down procedures and processes. Effective “Effective” refers to how well a process or measure is working, and answers the question does it have the desired result? Employees In this Standard, the term “employees” refers to all personnel in an organization, fulltime, part- time, and contract employees. Employee Engagement An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn and perform at work". The Conference Board defines “employee engagement” as a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.29 Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture. But the term is used loosely and usually measures culture, satisfaction. An employee engagement survey can also identify needs, wants and opportunities for the employer to improve in certain areas. Energy Management “Energy management” refers to the judicious and effective use of energy to maximize profits (minimize costs) and enhance competitive positions.30 It is the strategy of adjusting and optimizing energy, by using systems and procedures so as to reduce energy requirements per unit of output while holding constant or reducing total costs of producing the output from these systems. Engagement - Customers See Customer Engagement Engagement – Employees See Employee Engagement Engagement – Partners See Partner Engagement 29 Finding a Definition of Employee Engagement. The Conference Board, Inc., June 2007, Executive Action Report by John Gibbons 30 Cape Hart, Turner and Kennedy, Guide to Energy Management Fairmont Press Inc. 1997 Page 201 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 166 Enterprise Risk Management (ERM) “Enterprise risk management or ERM” includes the methods and processes used by organizations to manage risks and seize opportunities related to the achievement of their objectives. ERM provides a framework for risk management, which typically involves identifying particular events or circumstances relevant to the organization's objectives (risks and opportunities), assessing them in terms of likelihood and magnitude of impact, determining a response strategy, and monitoring progress. By identifying and proactively addressing risks and opportunities, organizational enterprises protect and create value for their stakeholders, including owners, employees, customers, regulators, and society overall. Environmental Stability “Environmental stability” refers to the maintenance of the factors and practices that contribute to the quality of environment on a long-term basis. Ethics “Ethics” refers to ensuring that the actions of an organization’s leaders and employees reflect high moral and professional standards of conduct and are role models for others and the community. Evaluation “Evaluation” applies systematic inquiry to help improve programs, products, services, and personnel, as well as the human actions associated with them. The primary focus of evaluation can vary greatly to include organization’s policies, performance, and research. But the common ground for all evaluation is to promote accountability and learning by providing the best possible information that might bear on the value of whatever is being evaluated.31 Excellence Excellence Canada’s definition of “excellence” is: a state where the organization continually improves performance; is innovative, competitive, and customer focused; is healthy, inclusive, and sustainable; and is economically, socially, and environmentally responsible. Governance The term “governance” refers to how the organization is controlled by its senior leaders, usually via a Board of Governors or shareholders. It entails a system of management and charters, by- laws, policies etc. Governance Standards “Governance standards” are a set of policies for the organization to abide by. They could include fiscal responsibility, security, audit, accountability, strategic direction, CEO performance, compensation and benefits, risk management, and reporting. Healthy Workplace A “healthy workplace” is one whereby employees are nurtured, cared about, and have access to wellness programs. The organization cares about the physical and psychological health of employees and establishes systems and programs to achieve and maintain good health. As well, it provides employees with the tools, culture and environment wherein they thrive and feel valued. Excellence Canada has established a National Criteria for a Healthy Workplace®. 31 American Evaluation Association Page 202 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 167 Heterosexism “Heterosexism” is discrimination or prejudice by heterosexuals against homosexuals. High-Performance Work The term “high performance work” refers to work processes used to systematically pursue ever- higher levels of overall organizational and individual performance, including things such as quality, productivity, innovation rate, and cycle time performance. High performance work results in improved service for customers and other stakeholders. Human Resources Plan A “Human Resources Plan” is a formal plan that outlines a strategy to manage the employee workforce, and for the development and recruitment of employees. Components of the plan could include strategies for recruitment, professional development and training, performance management, healthy workplace, wellness, services for employees, and policies. In addition, data for current capacity along with forecasting for future human resources requirements are often included in the plan. Information Technology (IT) “Information technology or IT” refers to a set of tools, processes, and methodologies (such as coding/programming¸, data communications, data conversion, storage and retrieval, systems analysis and design, systems control) and associated equipment employed to collect, process and present information. In broad terms, IT also includes office automation, multimedia, and telecommunications. Innovation “Innovation” involves the deliberate application of information, imagination and initiative in deriving greater or different value from resources, and encompasses all processes by which new ideas are generated and converted into useful products. It creates new value for stakeholders. Innovation Strategy An “innovation strategy” is a plan made by an organization to encourage advancements in technology or services, usually by investing in research and development activities. For example, an innovation strategy developed by a high technology organization might entail the use of new management or production procedures and the invention of technology not previously used by competitors. Internal Controls “Internal controls” are systematic measures (such as reviews, checks and balances, methods and procedures) instituted by an organization to (1) conduct its business in an orderly and efficient manner, (2) safeguard its assets and resources, (3) deter and detect errors, fraud, and theft, (4) ensure accuracy and completeness of its accounting data, (5) produce reliable and timely financial and management information, and (6) ensure adherence to its policies and plans. Key “Key” refers to the most vital, crucial, critical, and important factors necessary to achieving the organization’s goals. These are most important to success. Page 203 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 168 Key Processes “Key processes” are those that are deemed critical to meeting the major activities of the organization. Identifying and analyzing key processes are helpful to retaining a focus on activities that have the greatest impact on desired outcomes. Not all processes are critical. Key Stakeholders “Key stakeholders” include creditors, customers, directors, employees, government (and its agencies), owners, shareholders, suppliers, volunteers, unions, and the community from which the organization draws its resources. (Also see Stakeholder) Knowledge Management “Knowledge management” is a framework for designing an organization's strategy, structures, and processes so that the organization can use what it knows to learn and to create value for its customers and community. Knowledge management seeks to identify, capture, structure, value, leverage, and share an organization's intellectual assets to enhance its performance and competitiveness. It is based on two critical activities: (1) capturing and documenting individual explicit and tacit knowledge, and (2) disseminating this knowledge within the organization. Knowledge Management System A “knowledge management system” is a method for the improvement of business process performance. A knowledge management system is most often used in applications such as information systems, business administration, computer science, public policy and general management. Common organizational departments for knowledge management systems include human resources, business strategy and information technology. Knowledge Transfer “Knowledge transfer” is the transferring of knowledge from one part of the organization to another part(s) of the organization. Activities which move the products or services, knowledge developed and lessons learned (e.g. from a project beyond the project team) to a range of audiences who can benefit from this experience. Like knowledge management, knowledge transfer seeks to organize, create, capture or distribute knowledge and ensure its availability for future users. It is considered to be more than just a communication problem. If it were merely that, then a memorandum, an e-mail or a meeting would accomplish the transfer of knowledge. Knowledge transfer is more complex because (1) knowledge resides in organizational members, tools, tasks, and their sub-networks and (2) much knowledge in organizations is tacit or hard to articulate. Levels and Trends “Levels and trends” refers to data collected over time (e.g., a three-year period), showing increases, decreases, improvements, rates of change, and comparison of data and/or results over time (often year over year). Page 204 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 169 Mental Health “Mental health” describes a level of psychological well-being or an absence of a mental disorder. From the perspective of 'positive psychology' or 'holism', mental health may include an individual's ability to enjoy life, and create a balance between life activities and efforts to achieve psychological resilience. Mental health can also be defined as an expression of emotions, and as signifying a successful adaptation to a range of demands. The World Health Organization defines mental health as "a state of well-being in which the individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to his or her community.” Metrics Standards of measurement by which efficiency, effectiveness, performance, progress, or quality of a plan, process, or product can be assessed. Mission A “mission” is an organization's core purpose and focus that normally remains unchanged over time. Properly crafted mission statements (1) serve as filters to separate what is important from what is not, (2) clearly state which markets will be served and how, and (3) communicate a sense of intended direction to the entire organization. A mission is different from a vision in that the former is the cause and the latter is the effect; a mission is something to be accomplished whereas a vision is something to be pursued for that accomplishment. Also called an organizational mission, a corporate mission, or corporate purpose. Mission Critical See “Key”. Monitoring “Monitoring” refers to supervising the progress of activities to ensure they are on-course and on-schedule in meeting stated objectives and performance targets. Needs Assessment “Needs assessment” is a technique for determining the steps to be taken in moving from a current state to a desired future state. It also is called need-gap analysis, needs analysis, and gap analysis. Needs assessment consists of (1) listing of characteristic factors (such as attributes, competencies, performance levels) of the present situation ("what is"), (2) cross listing factors required to achieve the future objectives ("what should be"), and then (3) highlighting the gaps that exist and need to be filled. In referring to employee needs assessment, it is the identification of employee needs and wants in connection with their health and wellbeing. They should be assessed in these four areas: physical environment and occupational health and safety, health and lifestyle practices, workplace culture and supportive environment and mental health. Operations/Operational Plan The “Operations or Operational Plan” is a short-term, highly detailed plan formulated by management to achieve tactical objectives. Page 205 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 170 Organizational Culture “Organizational culture” refers to the values and behaviours that contribute to the unique social and psychological environment of an organization. Organizational culture is the sum total of an organization's past and current assumptions, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, express or implied contracts, and written and unwritten rules that the organization develops over time and that have worked well enough to be considered valid. Also called corporate culture, it manifests in (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which autonomy and freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) the strength of employee commitment towards collective objectives. Partner Excellence Canada defines partners as two types of relationships: (1) financial partners (e.g., win/win financial partners i.e., profit sharing, commissions, royalties, etc.), (2) non-financial partners (e.g., volunteers, agencies, charities, etc. Partner Engagement The term “partner engagement” refers to the extent of loyalty, satisfaction, working together to improve processes and products. Partnership Plan A “Partnership Plan” is a strategic process employed by an organization to manage their partners' entire experience through feedback, analysis and partner participation in the organizational culture in order to improve overall performance. Performance “Performance” refers to outputs and outcomes obtained from processes, products, services, and customers that permit the organization to evaluate and compare its results relative to performance projections, standards, past results, goals, targets, and the results of other organizations. Performance can be expressed in nonfinancial or financial terms. Performance Evaluation “Performance evaluation” refers to the formal determination of an individual's job-related actions and their outcomes within a particular position or setting. Performance Measurement Its objective is to assess the extent to which the added wealth/value to the organization and/or its clients, and whether the achievement was above or below a target (budget, the market or industry norms, etc.). Page 206 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 171 Plan-Do-Check (Study)-Act “Plan-Do-Check-Act” or “Plan-Do-Study-Act” is an iterative four-step management method used for the control and continuous improvement of processes, products, and services. It also is known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–check (or study)–act (PDCA or PDSA). Plan - recognize an opportunity and plan a change Do - test the change by carrying out a small-scale study Check (or study) - review the test, analyze the results and identify what was learned Act - take action based on what was learned in the study step: if the change did not work, go through the cycle again with a different plan. If change was successful, incorporate what was learned from the test into wider application. Use what was learned to plan new improvements, and begin the cycle again. Privacy Customers’ personally identifiable information is protected by the Personal Information Protection and Electronic Documents Act (PIPEDA), or equivalent privacy policies and practices. Process A “process” is a series of definable, repeatable and measurable steps, which transform some input from suppliers into a useful result or output for an internal or external customer. Creating a process involves people, equipment, techniques, materials and improvements in a defined series of steps or actions. The process spells out what must be done in a preferred sequence. Process Management “Process management” refers to a collection of administrative activities aimed at (1) defining a process, (2) establishing responsibilities, (3) evaluating process performance, and (4) identifying opportunities for improvement. Productivity “Productivity” is a measure of the efficiency of a person, machine, factory, system, etc., in converting inputs into useful outputs. Productivity is computed by dividing average output per period by the total costs incurred or resources (capital, energy, material, personnel) consumed in that period. Productivity is a critical determinant of cost efficiency. Project Management “Project management” refers to the body of knowledge concerned with principles, techniques, and tools used in planning, control, monitoring, and review of projects. Quality The term “quality” means meeting and exceeding customers’ agreed requirements, first time, every time, at the lowest cost. Racism “Racism” is a belief that race is the primary determinant of human traits and capacities and that racial differences produce an inherent superiority of a particular race; racial prejudice or discrimination. Page 207 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 172 Requirement A “Requirement”, in the context of a Standard, in one of many individual criteria that the organization is meant to assess itself against and determine what its approach is to meeting the Requirement, to what extent it is implementing this approach, and how well it is doing. Results “Results” are outcomes, consequences or conclusions after a period of time. (See Performance) Scorecard The balanced scorecard (BSC) is a strategy performance management tool – a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the employees within their control and to monitor the consequences arising from these actions.[The phrase 'balanced scorecard' is commonly used in two broad forms: 1. As individual scorecards that contain measures to manage performance, those scorecards may be operational or have a more strategic intent; and 2. As a Strategic Management System, as originally defined by Kaplan & Norton. The critical characteristics that define a balanced scorecard are:[ • it focuses on the strategic agenda of the organization concerned • the selection of a small number of data items to monitor • a mix of financial and non-financial data items. Self-Assessment “Self-assessment” is a process to evaluate the organization against the Standard. (See Guide to Assessment section.) Senior Leaders “Senior leaders” refers to the organization’s most senior management team. This is usually the CEO, Minister, Director and his/her direct reports. Sexism “Sexism” is prejudice or discrimination based on sex; behaviour, conditions, or attitudes that foster stereotypes of social roles based on sex. Stakeholder “Stakeholder” refers to a person, group or organization that has direct or indirect stake in an organization because it can affect or be affected by the organization’s actions, objectives and policies. Key stakeholders include creditors, customers, directors, employees, government (and its agencies), owners, shareholders, suppliers, volunteers, unions, and community from which the organization draws its resources. Standard A “Standard” is a document that details specifically what is expected of an organization to satisfy a consistent approach to improvement, through a series of well-defined Requirements, sometimes also referred to as Criteria. Page 208 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 173 Strategic Plan A “Strategic Plan” is usually an internal document that (1) outlines an organization's overall direction, philosophy, and purpose, (2) examines its current status in terms of its strengths, weakness, opportunities, and threats (see SWOT Analysis), (3) sets long-term objectives, and (4) formulates short-term tactics to reach them. Sustainable “Sustainable” is the ability to maintain or support an activity or process over the long term. Sustainability “Sustainability” refers to the ability of the organization to prepare successfully for the future success of the organization. SWOT Analysis “SWOT analysis” is technique for understanding an organization’s strengths and weaknesses, and for identifying the opportunities available as well as the threats being faced. Strengths and weaknesses are often internal to the organization, while opportunities and threats generally relate to external factors. Systematic “Systematic” means periodic, occurring with intervals. Systemic “Systemic” means deep seated, integral, built into the system. Trend Data (See Levels and Trends) Values “Values” are important and enduring beliefs or ideals shared by the members of an organization or culture about what is good or desirable and what is not. Values exert major influence on the behavior of an individual and serve as broad guidelines in all situations. Vision A “vision” is an aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serve as a clear guide for choosing current and future courses of action. Voice of the Customer “Voice of the customer” refers to the process used to capture customer-related information. The processes are intended to be proactive and continuously innovative to capture stated, unstated, and anticipated customer requirements, expectations and desires. Collective insight into customer needs, wants, perceptions, and preferences gained through direct and indirect questioning. These discoveries are translated into meaningful objectives that help in closing the gap between customer expectations and the organization's offerings. Page 209 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 174 Voice of the Employee “Voice of the employee” is the summarized needs, desires, hopes and preferences of all employees within an organization. Voice of the employee takes into account spoken needs, such as wages, health care and retirement savings, as well as unspoken needs that can include job satisfaction and the respect of their coworkers and supervisors. Wellness “Wellness” refers to the health of employees and customers, in terms of the physical environment and occupational health and safety, health and lifestyle practices, workplace culture and supportive environment and mental health. Page 210 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 175 Other Services Coaching Services Value Added Consulting Services – Make a Giant Leap Forward Does your organization need help in planning for your excellence journey, focused on Excellence Canada’s Excellence, Innovation and Wellness® Standard? When you want to make an immediate, long lasting impact, our consulting services are the way to go. A number of progressive organizations throughout Canada, recognizing the need for real, positive change, have utilized these services to great effect. Excellence Canada’s Certified Coaches can help with planning to get you started and to keep you going in the most effective way possible. They can also help you to: ❑ Plan your journey with things like a charter, implementation plan and communications strategy ❑ Identify training needs ❑ Perform self-assessments and mock verifications against the Requirements ❑ Identify milestones to reach along the way ❑ Help you get there! How can we help you? Our Excellence Canada Certified Coaches are trained and understand how to implement the Principles of Excellence. They are the only people Excellence Canada will recommend to help you. Consulting services available: ❑ Strategic Planning ❑ Program Charters ❑ Implementation Plans ❑ Planning for Excellence Canada’s progressive program ❑ Communication Strategies ❑ Project Management ❑ Training in all areas of excellence, quality, process improvement, healthy workplace, diversity, and many more ❑ Training for Committees ❑ Training for Leadership Contact an Excellence Canada Coach to give you some advice on how to get started coaching@excellence.ca OR 1-800-263-9648 ext. 236 Page 211 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 176 Certified Excellence Professional® (CEP) Program Excellence Canada offers a certification program for professionals who wish to be recognized for their expertise in Excellence, Innovation and Wellness. While progressing through the Program, candidates will be required to develop and apply skills within each of the Excellence Canada Framework for Excellence Drivers: ❑ Leadership ❑ Planning ❑ Customer ❑ People ❑ Process To receive your CEP designation, you must: 1. Enrol in the Program 2. Complete all of the required courses in the core curriculum 3. Complete select courses in the elective curriculum 4. Successfully complete a reflective assignment. 5. Successfully complete a comprehensive examination. What’s in it for me? ✓ You will be specializing in an area that helps Canada’s overall competitiveness. ✓ You will learn skills that will help your organization achieve real results. ✓ Upon completion of the Certified Excellence Professional (CEP) Program®, you will have a validated understanding of excellence frameworks and principles, advanced operational tools, organizational assessment, leadership competencies, and tactical and strategic Excellence concepts and tools. Partners in Excellence Many organizations choose to become Partners in Excellence for a number of benefits which include: ❑ Networking opportunities and special events, ❑ Discounts on purchases of products and services, ❑ Access to support materials/tools, ❑ Recognition on Excellence Canada’s website and in publications. We can help you determine the best partnership level for your organization. partnership@excellence.ca OR 1-800-263-9648 ext. 236 Page 212 of 430 EXCELLENCE, INNOVATION AND WELLNESS® STANDARD AND IMPLEMENTATION GUIDE © Excellence Canada, January 2017 (rev. 22 January 2020) Page 177 Resources ❑ American Evaluation Association ❑ Canadian Human Rights Commission, http://www.chrc- ccdp.ca/discrimination/discrimination-eng.aspx ❑ Cape Hart, Turner and Kennedy, Guide to Energy Management Fairmont Press Inc. 1997 ❑ The Eight Step Process for Leading Change, Dr. John Kotter, www.kotterinternational.com ❑ Finding a Definition of Employee Engagement. The Conference Board, Inc., June 2007, Executive Action Report by John Gibbons ❑ L. Morris, M.Ma, P Wu, 2014, Agile Innovation, John Wiley & Sons Inc., Hoboken, New Jersey ❑ Mindtools.com ❑ The Pyramid of Corporate Social Responsibility: Toward the Moral management of Organizational Stakeholders; Archie B. Carroll; Business Horizons/July-August 1991 ❑ tutor2u.com ❑ York Region ❑ http://360people.co.za/services/human-capital-strategy ❑ http://www.1000advices.com/guru/innovation_strategic_7d_ip.html ❑ http://www.arprice.com/picsawbz/Enterprise-Risk-Management-Plan-Sample.html ❑ http://blog.avanade.com/avanade-insights/innovation/hot-off-the-press-industry-best- practices-for-enterprise-innovation/ ❑ http://www.hrsg.ca/ ❑ http://isd2012.wordpress.com/2012/02/16/using-model-stages-rogers-innovation-dicesion- process-in-my-isd-model ❑ http://www.ksslibraries.nhs.uk/elearning/km/ ❑ http://www.lbs.ac.at/academic-programs/research-development/working-definition-of- interculturality (Lauder Business School) ❑ http://www.peopleaccess.ca ❑ http://solomon-nelson.blogspot.com/2011/11/peek-into-sustainability-balanced.html ❑ www.spencerstuart.com/research-and-insight/improving-board-effectiveness ❑ https://stratpad.com/wp-content/uploads/2012/01/A-Strategy-Map-visually-integrates- strategic-planning-elements.png ❑ http://www.tbs-sct.gc.ca/hgw-cgf/oversight-surveillance/itpm-itgp/it-ti/gcitsp-tigcps- eng.asp ❑ http://www.tcs.com/resources/white_papers/Pages/Innovation-Imperatives-Retail.aspx ❑ Techtarget.com ❑ http://www.thefotoartist.com/customer-experience-maturity-model.html ❑ http://www.valuebasedmanagement.net/methods_balancedscorecard.html ❑ http://ventures.powweb.com/business_guide/innovation_strategic_byip.html Page 213 of 430 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS20-068 ______________________________________________________________________ Subject: Stable Neighbourhood Policy Review – Urban Design Guidelines Prepared by: Edward Terry, RPP, Senior Policy Planner Department: Planning and Development Services Date: November 3, 2020 ______________________________________________________________________ Recommendation 1. That Report No. PDS20-068 be received; 2. That the revised Urban Design Guidelines for Stable Neighbourhoods as attached to this report be approved; and, 3. That Staff present an annual report to Council on Minor Variance application activity within the Town’s Four Stable Neighbourhood Study Areas. Executive Summary The purpose of this report is to provide Council with the results of public consultation undertaken for the Urban Design Guidelines prepared for new builds and additions within the four Stable Neighbourhood Study Areas. These Design Guidelines are intended to provide direction for homeowners, designers, architects and landscape architects by outlining the framework and design principles for the physical layout, massing and relationships of new builds and additions.  Urban Design Guidelines represent a planning tool that establishes clearer expectations for those designing and building new homes and additions within Stable Neighbourhoods.  Public consultation was undertaken in the four Stable Neighbourhood Study Areas to receive feedback on the Design Guidelines. Page 214 of 430 November 3, 2020 2 of 6 Report No. PDS20-068 Background In June 2019, Council adopted a new zoning by-law to protect the Town’s four Stable Neighbourhood Study Areas from incompatible new builds and additions. In addition, Council directed staff to finalize the Urban Design Guidelines and present them to a future Council meeting for consideration. On July 7 2020, Council provided direction to Staff to undertake consultation with the residents of the four stable neighbourhoods before returning to Council to present the Design Guidelines for consideration. Council’s Motion to defer stated: “That Report No. PDS20-048 – Stable Neighbourhood Policy Review – Urban Design Guidelines be deferred to a September 2020 General Committee meeting and a notification letter be sent to the residents of the four stable neighbourhoods”. Due to the public consultation period ending on August 28 and the time required to consider and amend the design guidelines, additional time beyond September was needed for Staff and the Town’s planning consultant to review and present revised guidelines to Council for consideration. Analysis Urban Design Guidelines represent a planning tool that establishes clearer expectations for those designing and building new homes and additions within Stable Neighbourhoods Even though the Town’s Official Plan includes general Urban Design principles in Section 4, those principles are not specific to neighbourhoods with single detached dwellings. However, Section 4.1(a) does specify that one of the Town’s urban design objective is to “Adopt urban design guidelines that assist development, redevelopment and rehabilitation to provide diversity, amenity, comfort, safety and compatibility with the existing community.” The Stable Neighbourhoods urban design guidelines identify key attributes that contribute to the character of the host community and provide a framework to guide the design of new builds, additions and landscapes that: Page 215 of 430 November 3, 2020 3 of 6 Report No. PDS20-068  Reconciles compatibility with diversity, while avoiding both monotony and harsh contrasts;  Respects and reinforces the existing character of the neighbourhood; and,  Promotes a contextual design approach that considers the adjacent and surrounding development while fostering pedestrian scaled streetscapes while allowing for and encouraging appropriate flexibility, innovation, and diversity in design, essential to evolving communities. Design Guidelines will help communicate clearer expectations for those designing and building projects within Stable Neighbourhoods. Moreover, the guidelines complement the policies of the Official Plan and provide additional direction on means to achieve the objective and vision through building design, orientation and materials. Public consultation was undertaken in the four Stable Neighbourhood Study Areas to receive feedback on the Design Guidelines In accordance with Council direction, the Town mailed approximately 3,600 letters to all homeowners located within the four Stable Neighbourhood Study Areas advising them of draft Urban Design Guidelines and inviting their feedback. A copy of the letter issued by the Town is attached hereto as Appendix 1. The Urban Design Guidelines were made available for review on the Town’s website, however, any resident that requested a paper version of the guidelines were mailed a copy for their review. The Town received a written submission from the Regency Acres Ratepayer Association and five residents in the community. The comments received can be summarized as follows:  Include references to Official Plan policies in their entirety.  schematics, tables and figures are not always referenced in the adjacent text.  Should address the loss of privacy for nearby homes that results from second storey balconies or rear/side decks.  Council should be made aware of all infill building applications that are approved by planning staff which do not comply with specific recommendations in the Guidelines.  Interest to read the design guidelines for our stable neighbourhood area.  Growing number of homes being used as rentals and single family homes being turned into two family dwellings with basement apartments. Page 216 of 430 November 3, 2020 4 of 6 Report No. PDS20-068  Implementation of policies and regulations to protect our neighbourhoods and way of life  Minor wordsmithing suggestions The table in Appendix 2 provides lists the comments and the responses from staff and the Town’s planning consultant. Where appropriate, revisions have been made to the guidelines to reflect resident feedback. Proposed revisions include:  Adding related policies from the Official Plan in their entirety.  Adding language that better describes the diagrams and their purpose.  Adding the following text: “Minimizing the location of second floor balconies on rear and side elevations” and “Providing fencing that effectively screens the rear amenity and minimizes its exposure to/from adjacent properties.” In response to a resident comment about Council being made aware of all infill applications for new builds and additions that are approved by the Town which do not comply with the Guidelines, staff are proposing to present an annual report to Council summarizing approved Minor Variance applications within the Town’s Four Stable Neighbourhood Study Areas. Should the findings identify areas that need addressing, Staff may recommend amendments to the zoning standards of the Stable Neighborhood Zoning By-law that would be subject to public consultation in accordance with the Planning Act. Advisory Committee Review Not applicable Legal Considerations Urban design guidelines are not policies within the Official Plan and do not fall under the Planning Act. Once Council approves the guidelines, they may not be appealed to the Local Planning Appeal Tribunal. Financial Implications There are no direct financial implications arising to the Town as a result of this report. Page 217 of 430 November 3, 2020 5 of 6 Report No. PDS20-068 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 will be posted to the Town’s website. The planning and development webpage will also be updated with the new guidelines. Alternative(s) to the Recommendation 1. That Council provide direction. Conclusions The Urban Design Guidelines for Stable Neighbourhoods represent a planning tool for managing character and protecting the host community from incompatible new builds and additions. Public consultation undertaken by staff has resulted in a number of revisions to the Design Guidelines. The Guidelines are intended to work together with the Stable Neighborhood Zoning By-law to implement the policies of the Official Plan to ensure compatibility while permitting the host community to evolve and be enhanced over time with continued financial investment. Implementing Design Guidelines will communicate clearer expectations for those designing and building projects within Stable Neighbourhoods. Moreover, it will complement the general policies of the Official Plan and provide addition detailed direction on means to achieve the objective and vision through building design, orientation and materials. Attachments Appendix 1 – Consultation Letter Appendix 2 – Public Consultation Table Appendix 3 – Revised Aurora Heights Urban Design Guidelines Page 218 of 430 November 3, 2020 6 of 6 Report No. PDS20-068 Appendix 4 – Revised Regency Acres Urban Design Guidelines Appendix 5 – Revised Temperance Street Urban Design Guidelines Appendix 6 – Revised Town Park Urban Design Guidelines Previous Reports General Committee Report PDS18-007 dated January 23, 2018 Special Council Report PDS18-040 dated May 29, 2018 General Committee Report PDS18-084 dated June 27, 2018 General Committee Report PDS18-089 dated July 17, 2018 General Committee Report PDS19-010 dated January 30, 2019 Public Planning Report PDS19-025 dated March 27, 2019 General Committee Report PDS19-039 dated June 4, 2019 General Committee Report PDS20-048 dated July 7, 2020 Pre-submission Review Agenda Management Team review on October 15, 2020 Approvals Approved by David Waters, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 219 of 430 Urban Design Guidelines are: Ŷ Prepared to help homeowners and builders understand the municipality's objectives for the design of their community. They also inform Council and staff in their review, and approval of planning DSSOLFDWLRQV8UEDQ'HVLJQ*XLGHOLQHVDUHLQWHQGHGWRLQÀXHQFHWKHGHVLJQRIQHZEXLOGLQJVDQG additions through Zoning, Plans of Subdivision/Condominium, Site Plan Approval and even the Minor Variance process. Ŷ Truly "guidelines"; they are not planning policy, nor are they enforceable development regulations. In other words, they have no statutory authority under the Planning Act. As a non-statutory planning tool, they are not subject to any appeal process, and can be amended at any time by the municipality, without formal process. Ŷ 7\SLFDOO\JLYHQIRUFHDWOHDVWSDUWLDOO\WKURXJKFRPSOHPHQWDU\2I¿FLDO3ODQSROLFLHV=RQLQJ%\ODZ regulations and/or Site Plan Approval requirements. The use of Urban Design Guidelines is typically IDFLOLWDWHGWKURXJK2I¿FLDO3ODQSROLF\WKDWLQGLFDWHVWKDWDOOQHZGHYHORSPHQWVKDOOEHFRQVLVWHQW ZLWKRUKDYHUHJDUGIRUWKHPXQLFLSDOLW\ V8UEDQ'HVLJQ*XLGHOLQHVRUWKURXJKVSHFL¿FUHJXODWLRQV XQGHUWKH=RQLQJ%\ODZ Urban Design Guidelines for Stable Neighbourhood Areas The Town of Aurora has completed Urban Design Guidelines for the Town’s four Stable Neighbourhoods: Aurora Heights Regency Acres Temperance Street Town Park July 22, 2020 Dear Resident, Attachment 1 Page 220 of 430 Town of Aurora Urban Design Guidelines For Additions and New Buildings in Stable Neighbourhoods Town Park Neighbourhood Prepared by The Planning Partnership l June 2020 Town of Aurora Urban Design Guidelines For Additions and New Buildings in Stable Neighbourhoods Temperance Street Neighbourhood Prepared by The Planning Partnership l June 2020 Town of Aurora Urban Design Guidelines For Additions and New Buildings in Stable Neighbourhoods Regency Acres Neighbourhood Prepared by The Planning Partnership l June 2020 Town of Aurora Urban Design Guidelines For Additions and New Buildings in Stable Neighbourhoods Aurora Heights Neighbourhood Prepared by The Planning Partnership l June 2020 Resident input received through the Stable Neighbourhoods policy review was important to help shape the Urban Design Guidelines. The Guidelines will be used in the site plan review process to complement the provisions RIWKH=RQLQJ%\ODZDQGSURYLGHJXLGDQFHRQKRZQHZEXLOGLQJVDQGDGGLWLRQVVKRXOGEHGHVLJQHGWR be compatible with the surrounding neighbourhood character. The Urban Design Guidelines are available for viewing; digital copies are available for download on the Town’s website at: https://www.aurora.ca/en/business-and-development/stable-neighbourhood-study.aspx If you prefer to receive a paper copy of the Urban Design Guidelines; please provide your mailing address to Town staff. Please provide your comments on the Urban Design Guidelines by email to ETerry@aurora.ca by August 28th 2020. Regards, Edward Terry, RPP, Senior Policy Planner Planning and Development Services 905-727-3123 Ext.4342 / eterry@aurora.ca 7RZQRI$XURUD-RKQ:HVW:D\%R[$XURUD21/*- Page 221 of 430 PUBLIC CONSULTATION SUMMARY Resident Comment Staff Response Page 3, under the heading of “Official Plan Policies that provide direction for Urban Design Guidelines include”, lists Policies 2.1 to 4.2.f.i, apparently verbatim from the original document. However, ‘Policy 8.1.4 Design Policies’ in this list is incomplete in that it ends with the following phrase: “…with particular attention to the following elements:”. This short paragraph ends with a colon and does not list the actual elements. In order for this section of the design guidelines to make sense, the elements should be listed. Staff will add the related policies from the Official Plan to the Design Guidelines in their entirety. Also on page 3, there is a similar issue under the heading of ‘Policy 4.2.f.i’ where it reads as follows: “To achieve human scale…the following urban design approaches should be implemented:”. The only items that follow relate to sun penetration and façade treatment. The complete list should be provided for this section to read properly and make sense. Staff will add the related policies from the Official Plan to the Design Guidelines in their entirety. Use of schematics, tables and figures: In reports, technical and policy documents, schematics and figures are used to illustrate/explicate a point being made in the body of the document. That is not the case with the four schematics on pages 4 and 5; these are not referenced in the adjacent text and are thus very unclear. Staff will add language/annotation to the Design Guidelines that will better describe the diagrams and their purpose. There is a missing word in the bulleted list under the heading “How will they be used”. We assume that the last bullet point should read ‘additions equal to or over 50 m2’. Noted and corrected. The streetscape schematic on page 4 has no explanation; hence, the point being illustrated is unclear. Staff will add language/annotation to the Design Guidelines that will better describe the diagrams and their purpose. On page 5, the two schematics showing lots laid out on a street differ but the point being illustrated is unclear. Furthermore, given the infill development that has occurred already in Regency Acres, we also take exception to the use of the term ”Minor Redevelopment” in the top schematic on page 5. Here it is defined as “existing dwelling is replaced by a new dwelling…”. It is hardly ‘minor’ when the infill home is twice the height and four times the square footage of the neighbouring homes. Staff will replace the reference to ‘minor redevelopment’ with ‘new buildings and additions’. $WWDFKPHQW Page 222 of 430 This section does not accurately describe the distinct character of Regency Acres for several reasons. Against the objections of RARA, Council decided to include the much newer Golf Links area in the Regency Acres Stable Neighbourhood. The Urban Design Guidelines for this hybrid ‘Regency Acres’ need to explicitly recognize that there are two distinct areas, each with very different characteristics. This was meant to be a general description, intended only to describe the ‘appearance’ of the homes as they impact the streetscape. It is not a commentary on the various design expressions. However, we will add to the discussion of the existing character, incorporating some of the points highlighted in the resident’s comments. For the most part, homes in the original Regency Acres subdivision were built without garages although over the years some homeowners have added detached garages or carports. Most homes still do not have garages. The Streetscape section on page 9 also states that some streets have a more rural character with swales open drainage ditches. There seems little point in mentioning the past character of the neighbourhood since construction to remove the last of the swales will be completed by October 2020. Staff will add to the description. Section 3.1 “Pattern of Lots” is generic with no differentiation among the four Stable Neighbourhoods. This is not problematic since the statements are written as if they are guiding principles. What is problematic is the disconnect between what the new Zoning By-laws stipulate and these broad statements. For example, one of the objectives listed on page 13 states “maintain the traditional range of building to lot relationship”. If this objective were to be met, then a GFA of 370 square metres or a lot coverage of 35% would not be allowed. In the original Regency Acres subdivision, lot coverage for the original homes and lots is in the rage of 15 to 20%. Thus, this statement is meaningless. Staff will add language to clarify that the guiding principles apply to all stable neighbourhoods. Also on page 13 under the heading “Design Guidelines”, the wording of “where possible” makes painfully obvious that none of these are enforceable. Guideline 6 a) and b) relate to measures to protect privacy. These two guidelines do not address the loss of privacy for nearby homes that results from second storey balconies or rear/side decks that are above the grade of adjacent properties. The placement of decks and balconies was something that Ratepayer groups specifically asked Council to address in a By-law, as some other communities have done. Council rejected this recommendation. Staff will add the following to Guideline 6: “Minimizing the location of second floor balconies on rear and side elevations;” “Providing fencing that effectively screens the rear amenity and minimizes its exposure to/from adjacent properties.” Page 223 of 430 On page 15 under the heading of “Building Height and Scale”, the statement about the homogeneous nature of the homes is repeated. We disagree with this conclusion as previously noted since the hybrid Regency is comprised of two stylistically distinct neighbourhoods. Other issues include the following: Staff will replace ‘homogeneous’ with ‘varied’ Item 16 under the heading of “Design Guidelines for Framing the Street” explicitly mentions split levels in the Aurora Heights guideline but not in the Regency Acres guideline. This is puzzling because both neighbourhoods include a large number of original homes that are split levels. Staff will clarify item 16. In item 18 on page 15, there is an obvious disconnect between the apparent goal of “provide appropriate transition to/from adjacent buildings” and the second part of the statement which reads “ensure that no new building is more than 1.5 storeys or 4.5 metres higher/lower than the adjacent dwellings”. Using ‘storeys’ as a measure is relatively meaningless given that the original homes typically have no more than 8 foot ceilings. In stark contrast, infill homes are likely to have 10- 11 foot ceiling heights on the main floor and 10 feet on the second floor; this results in drastically greater ‘massing’ per storey for infill homes. Using the absolute measure of height doesn’t help since many original Regency homes are less than 6 metres high. Allowing double the height for infill housing can hardly be seen to provide an ‘appropriate transition’. No change recommended. We strongly disagree with item 22 which states “ensure flat roof tops complement the massing and character of adjacent dwellings”. In our opinion, flat roof tops should be discouraged in all stable neighbourhoods because they reflect a very modern style that is incompatible with the existing housing stock. Flat roofs, associated with ‘contemporary’ designed homes can most definitely be compatible within an existing neighbourhood context and even a heritage context. Industry best practices and demonstrated award-winning designs, suggest that ‘contrast’ and ‘juxtaposition’ are much more successful in highlighting historic/heritage elements, than ‘copy-cats’. Moreover, design professional generally try to avoid the replication of historic homes or to create ‘traditional’ designs that, based on today’s building code/urban zoning, don’t usually produce authentic designs. The industry politely refers to these as ‘neo-traditional ecclectic’ but what they really mean to say is ‘a mix of incoherent/unrelated design elements’. Page 224 of 430 The role of the guidelines is not to take away property homeowners’ rights to design expression, but to point out the key consideration to achieve compatibility and appropriateness of design, which is to reflect scale and façade proportions. No change recommended. The inclusion of item 23 in this list is puzzling since it is our understanding that this stipulation regarding garage roof heights is actually part of the new Zoning By-law. Staff will remove this reference. In the subsection entitled “Garage width and Location”, it is important to differentiate between the two distinct neighbourhoods within the hybrid Regency Acres. Most homes in the older area still do not have garages. Garages are permitted uses in the Stable Neighbourhoods and there should be guidelines to address them. No change recommended. Under the heading of “Design Guidelines for Landscape Treatment”, item 31 states “Protect mature trees and encourage planting of new trees to enhance the urban canopy…”. The addition of this statement to a non-mandatory guideline is little more than a token gesture. The Town’s tree By-Law is woefully inadequate to protect Aurora’s urban canopy as evidenced by the number of mature trees homeowners can remove without a permit. The builder of the infill home at 75 Child Drive managed to preserve a healthy, mature silver maple in the front yard. This was an impressive tree that moderated the scale of the 10 metre home it shaded. Sadly, the new homeowner chose to have it removed shortly after moving in. Comment acknowledged. No change recommended. The term “articulated elevations” needs to be clarified in item 42 on page 18. Staff will add language to explain what ‘articulated’ may involve. Regarding entry elevation, we believe that item 45, which suggests that entry steps be kept to a maximum of 3, will ultimately need to be addressed in a By-law. One only has to drive through Regency Acres to see that most infill homes have entrances that are much higher than this recommendation. This adversely impacts the human scale of the streetscape and the infill homes’ connection to its neighbours. No change recommended. Item 61 on page 20 suggests that use of stucco be discouraged except as an accent material. While we agree that an infill home should not be entirely clad in stucco, some original homes have No change recommended. Page 225 of 430 already been stuccoed to deal with deteriorating bricks and mortar. Under the heading of “Building Materials” on page 20, item 62 recommends use of contemporary materials such as metal and concrete to complement the “modern” character of the neighbourhood. This recommendation is completely inappropriate since the original houses are not modern in the way in which ‘modern’ infill homes are designed. Staff will revise / clarify. Item 68 on page 20 recommends cedar and asphalt shingles. This is puzzling since cedar is not commonly used in this area; some original homes that now have newer metal roofs. Staff will add metal roofs to the list. We strongly recommend that photos be used to provide specific examples of “compatible” and “incompatible” design. The home at 80 Child is clearly incompatible; 21 Holman has elements that relate to features of the adjacent homes and is thus more compatible despite its greater size. As the guidelines are meant to provide general guidance on design and focus on positive examples, we would not recommend including ‘bad’ examples. If there are better examples that we can all agree on, we would consider including them. We were really disappointed when a lot on Temperance St was severed last year and 3 massive, 150+ year old spruce were cut down in order to build a house (currently in progress). To us, the mature trees are the pride of the neighborhood and the reason people choose to live here, instead of in new subdivisions. More than any guideline on design of homes, we strongly encourage reinvestigating the bylaws (which we hoped would help save the trees) which preserves the character of established neighbourhoods with focus on protecting the old trees. The concern is with the removal of mature trees; this is addressed in 3.2 Design Guidelines for Landscape Treatment, guideline #30 which states that mature trees should be protected. As a Temperance Street resident, I was very interested to read the design guidelines for our stable neighbourhood area — I actually printed them out! I of course share the concerns about redevelopment which, according to the Introduction, have been expressed by other members of the community. In particular, I worry about the scale and the architectural design of replacement dwellings. Staff appreciate the support for the guidelines and taking the time to go through the document in detail. Staff will make the necessary changes, which include correction of the reference to 1920s on page 7 and changing 'including' to 'and' some late 20th century homes Page 226 of 430 The details of the scale requirements are beyond the ability of my non-mathematical mind to process: I’ll know when a house is too big for a lot when I see it! But I accept the fact that today people want huge rooms (to heat, cool, and clean) and small gardens. I am better able to grasp architectural design. I was especially happy to see guideline number 70: “Avoid recreating historical architectural styles.” Yes! Time to move on. Just a couple of comments about really specific pieces of wording: Page 7, caption for old map: this does not show the Temperance Street area in the “late 1920s” but is, as noted, from the 1878 historical atlas [it is unfortunate that the actual late 1920s (1927) fire insurance plan does not show the west side of Temperance south of the crook in the road just north of Reuben] Page 10, first paragraph: One sentence says that a “significant number of older historic houses dominate the area, including some late 20th century houses [my italics] in the south.” I would not call late 20th century historic quite yet. Here’s hoping that everyone will take these guidelines very seriously. We read with interest the Stable Neighbourhood Study. Having lived in Toronto and seen the growth of monster homes in a neighbourhood not unlike ours (Aurora Heights) we are glad to see that the town is trying to preserve neighbourhood character. Sadly, recent builds on our street (Hill Drive) are certainly not in keeping with your proposals. What this report fails to address is the growing number of homes being used as rentals and single family homes being turned into two family dwellings with basement apartments. This, in our opinion, is a greater threat to the stability and character of our neighbourhood. Property maintenance is at an all-time low and these properties are easily identifiable by the poor The general concern is with single family homes being used as rental properties; Staff acknowledge the comment but this is not an urban design issue. Page 227 of 430 upkeep, large number of vehicles and excessive garbage put out each week. I would invite those who wrote this report to take a drive through the Aurora Heights and Regency neighbourhoods to see for themselves the real issue threatening the beauty and stability of our neighbourhoods. Although I admit I skimmed through some notes what I did read was positive and informing. That being said I have noticed ( in my humble opinion ) some new builds, ( I’m referring to demolishing of existing homes with new ) in the last few years which are ridiculously large for this neighbourhood . I have lived in my home on Johnson Road for close to 20 years and lived in my childhood home (different house on Johnson) prior for close to ten years. One reason I choose to live in this area was because of the more modest sized homes with proportional yards. The mature trees and quiet streets were also very pleasing. I’m noticing some changes as of late...Some of the newer builds appear very out of place and are not aesthetically sound. I have been lucky so far not to have been directly influenced by this, however I fear this in the future. A large two story house encroaching on a property line forming a shadow on my humble home. These houses were built in the 50’s/60’s and have a mid century modern appeal. By building huge homes, taking up the majority of the lot doesn’t help the appeal of the neighbourhood. That being said, there are a few homes that have have had major renovations, some even enlarging the home a little while still preserving the character of the area. It is not that I’m not ‘about’ change but it’s all in keeping with the overall feel of the neighbourhood. I can currently count 5 new builds,that to be honest, I’m surprised that were allowed to be built. I am proud of my little community and love when I see someone redoing their porch or renovating their home, that being said I am less then excited when I see an original home demolished first a huge dwelling that frankly looks more like a hall than a home. These are some of the more modest houses in Aurora. Very appealing to new buyers (who may not have a million dollars to spend in their first house). Also I assume appealing to the Maintaining the existing character of the community is what we are trying to achieve with the Design Guidelines. Page 228 of 430 elderly, as the house to yard ratio is on point and many homes have fewer stairs. You can’t say that about any new builds in Aurora. I would like my neighbourhood to remain cohesive. It reminds me of a skit I watched on Sesame Street in my youth... one of these things doesn’t look like the other...and they would show three apples and an orange. It’s similar to how I feel about the recent development... only it’s more like three apples and a watermelon. Thank you for your time, hoping you take this into consideration. Guidelines are not what the residents of the Stable Neighbourhood are interested in, we want policy and regulations to protect our neighbourhoods and way of life. The Urban Design Guidelines have been drafted to complement new Zoning policy that has recently been implemented as a result of the Stable Neighbourhood Study. The Zoning addresses matters such as height and massing. I read through the Urban Design Guidelines for the Town Park Neighbourhood. Do these guidelines have any clout? Will new builds continue to be as big and obtrusive looking as they have been in the last few years? The Urban Design Guidelines have been drafted to complement new Zoning policy that has recently been implemented as a result of the Stable Neighbourhood Study. The Zoning addresses matters such as height and size. The Urban Design Guidelines are intended to help address matters such as character and materials. Page 229 of 430 Town of Aurora Urban Design Guidelines For Additions and New Buildings in Stable Neighbourhoods Aurora Heights Neighbourhood Prepared by The Planning Partnership l October 2020 Attachment 3 Page 230 of 430 this page is intentionally left blank Page 231 of 430 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood 1 Introduction 1 1.1 Purpose of the Design Guidelines 2 1.2 Design Guidelines Context 2 1.3 What are Design Guidelines 5 1.4 How will They Be Used 5 1.5 Objectives of the Design Guidelines 6 1.6 Character Attributes (general description) 8 2 Aurora Heights Character 11 3 Urban Design Guidelines 15 3.1 Pattern of Lots 15 3.2 Streetscapes 16 3.3 Architectural Forms and Styles 20 4 Implementation, Monitoring & Updates 23 a Appendix: Definitions and Glossary of Terms 24 Table of Contents Page 232 of 430 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Kemano Road Foreht CrescentJasper DriveHill Drive Orchard Heights Boulevard Devins Drive Aurora Heights DriveNavan Crescent Collins Crescent Ham m o n d D r i v e Boulding Drive Laurentide AvenueCabot CourtO t t aw a C o u r t Algonquin CrescentHaida DriveBigwin DriveTecumseh DriveH u r o n C o u r tKitimat CrescentSun r a y P l a c e Dunham Crescent Aurora Heights Neighbourhood (Zoning by-law boundary) Page 233 of 430 1Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Guided by the community vision articulated in the Official Plan (OP), and building on the principles of ‘compatible’ develop- ment, the objective of the Urban Design Guidelines is to provide direction for the design of future residential uses that ‘respect and reinforce’ the unique character of Aurora’s Stable Neighbourhoods. Throughout a number of Aurora’s Stable Neighbourhoods, there is a growing trend of dwellings being renovated, en- larged, or replaced by new dwellings, which are often signifi- cantly larger and conflict with the existing character of the community. Through consultation with the community and feedback from residents, the Town identified a number of concerns. It should be noted that while there were generally two perspectives expressed - with equal support by those in favour of develop- ment and those opposed to change, the following are high- lights of some of the concerns that were heard: • Compatibility of new dwellings with the existing fabric of the community, mainly with respect to built form, height, architectural style and scale; • Issues of privacy, overlook and impact on sunlight in (pri- vate) amenity areas; • Preserving the integrity of the existing landscaped pattern of front and rear yards, notably with mature trees and large front lawns; • Side yard setbacks (the open space between dwellings) which form part of the neighbourhood character; • Existing zoning provisions (R3) which do not reflect what is in the ground today, especially lot coverage; • The limit of development and siting of additions and new builds in the Greenlands System; • Calculation of gross floor area as an added restriction in the By-law and how that number was achieved; • How grade is currently measured in the By-law, and the slope of a property, affecting the character of a lot relative to the street, in particular building height; It should also be noted that there was general recognition that the each of the four Stable Neighbourhoods are: • Unique and distinct and require an appropriate and custom- ized approach; • ‘In transition’ and while stable, are not static; • Require a regulatory framework that allows for flexibility in architectural style while respecting and reinforcing the existing neighbourhood character; and, • Urban Design Guidelines are a good tool to help with ‘fit’ for new infill development; To address some of these challenges, Town Council identi- fied the need for further direction in managing the built form of these changes in four specific neighbourhoods: Aurora Heights, Regency Acres, Temperance Street and Town Park. The Stable Neighbourhoods Study and Peer Review infor- mation report, presented to Town Council January 2019, suggested a number of recommendations for strengthening the protection of Stable Neighbourhoods. The report recom- mended additional planning tools for managing character, including the preparation of amendments to the Zoning By-law (By-law Number 6190-19 enacted June 25, 2019) and Urban Design Guidelines. 1 Introduction1 Introduction Page 234 of 430 2 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood 1.1 Purpose of the Design Guidelines The purpose of the Urban Design Guidelines is to implement the Official Plan Vision for Stable Neighbourhoods, by identi- fying the key attributes that contribute to the character of the area and providing a framework to guide the design of addi- tions and new buildings and landscapes that: • Reconciles compatibility with diversity, while avoiding both monotony and harsh contrasts; • Respects and reinforces the existing character of the neigh- bourhood; and, • Promotes a contextual design approach that considers the adjacent and surrounding development and fosters pedes- trian scaled/oriented streetscapes, while allowing for and encouraging appropriate flexibility, innovation and diversity in design, intrinsic to evolving communities. The Urban Design Guidelines for Stable Neighbourhoods are intended to work alongside the Zoning By-law to implement the Official Plan vision for Stable Neighbourhoods, to ensure that new development is compatible with, and enhances exist- ing stable neighbourhoods. 1.2 Design Guidelines Context The Town’s Official Plan is one of the guiding documents that is used to direct and manage growth; it articulates the vision and objectives for how the community should be developed and outlines the policies for how land in the community should be used. The Official Plan is prepared with input from the public and the community and helps to ensure that future planning and development meets the specific needs of the community; it deals mainly with issues such as: • Where new housing, industry, offices and shops will be located • What services like roads, watermains, sewers, parks and schools will be needed • When, and in what order, parts of the community will grow • Community improvement initiatives The Town’s Council recognizes the importance of having a Vision to steer it through all of the many changes that are in the near and distant future and that, in order to be successful, meaningful and impactful, it must represent what the com- munity is today and what it aspires to be in the years to come. In this regard, one of the key objectives for the successful evo- lution and development of the community is ‘Ensuring Design Excellence’. Ensuring Design Excellence extends to all areas within the Town, including existing, older residential neighbourhoods. These areas are identified as ‘Stable Neighbourhoods’ in the Official Plan; this designation is intended to protect the Neigh- bourhoods from incompatible forms of development, while still permitting them to evolve and be enhanced over time. While it is recognized that Stable Neighbourhoods are places that will continue to attract new residents and evolve, the policies direct that new development is to be sympathetic to and compatible with the form and character of the area, and appropriately considers the character of the area and the surrounding neighbourhood context. Page 235 of 430 3Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Official Plan Policies that provide direction for Urban Design Guidelines include: Policy 2.1 Ensuring Design Excellence Ensure that Aurora promotes design excellence in all its land use and development decisions. High quality buildings, well-designed and functioning streetscapes, appropriate transi- tions between defined areas, integration between old and new development and connected open spaces are the elements that define a place. This Plan emphasizes the important link between managing growth, high quality design and Aurora’s continued evolution as a memorable and beautiful place. Policy 2.1.vi Protecting Stable Neighbourhoods It is the intent of this Plan to ensure that Aurora’s stable neigh- bourhoods are protected. Aurora’s existing neighbourhoods, both older and newer, are not only a defining element of Aurora’s character and urban structure, but also a tremendous asset and attractor for new residents and investment interests. This Plan seeks to ensure that the stability and vibrancy of these existing neighbourhoods is protected from the negative impacts of potential incompatible development and growth pressures. Any infill that occurs must be compatible with the established community character. Policy 8.0 Intent It is the intent of this Plan to ensure that the areas designated ‘Stable Neighbourhoods’.... are protected from incompatible forms of development and, at the same time, are permitted to evolve and be enhanced over time. All new development shall be compatible with its surrounding context and shall conform with all other applicable policies of this Plan. Policy 8.1.3: Development Policies New development and site alteration abutting existing residen- tial development shall be sympathetic to the form and charac- ter of the [sic] existing development and shall be compatible with regard to building scale and urban design. Policy 8.1.4: Design Policies a) All new development within the ‘Stable Neighbourhoods’ designation shall respect and reinforce the existing physical character and uses of the surrounding area, with particular attention to the following elements: i. the pattern of lots, streets and blocks; ii. the size and configuration of nearby lots; iii. the building type of nearby residential properties; iv. the heights and scale of nearby residential properties; v. the setback of buildings from the street; The Town of Aurora Official Plan September 27, 2010 50 vi. the pattern of rear and side-yard setbacks; and, vii. conservation and enhancement of cultural heritage resources. Policy 4.2a: New development, redevelopment, rehabilitation, and sub- division layout shall be encouraged to complement natural landscapes and grades, water courses, vegetation, heritage environments and existing or proposed adjacent buildings, through the conceptual design of buildings, their massing, siting, exterior, access and public areas. Policy 4.2c: Council shall support urban design which: • Reconciles compatibility with diversity; and, • Avoids both monotony and harsh contrasts. Policy 4.2.f: To achieve human scale, attractive and safe public environ- ments, in entryways, heritage areas, in and adjacent to streets and open spaces, the following: i. Development should encourage: • sun penetration on outdoor spaces such as sidewalks, streets, parks and court yards; • a micro climate which prevents wind tunnels and shelters against cold northerly winds; • access to historic areas by walking, cycling and transit; and, • practices that would mitigate local heat island effects such as the incorporation of green or white roofs, strategic planting of shade trees, and the use of light coloured paving materials. Page 236 of 430 4 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood viii. All new parking shall be located at the rear of buildings. In areas that have already been developed, parking in front shall be encouraged to: • be screened by landscaping; • allow for visibility of store fronts from the street by limiting the depth of front parking areas; • not create large gaps between developments; • allow for substantially uniform setbacks from the street; • minimize conflict with pedestrian circulation; and, • be coordinated with adjacent commercial developments. ix. Non-residential uses shall be screened from abutting resi- dential uses where residential uses exist or are planned and the non-residential use does not exist or requires an Official Plan Amendment. x. Unsightly site elements such as loading, parking, refuse storage areas and transformers shall be screened to ensure the amenity of adjacent areas. xi. Visual screens may consist of landscaped buffer areas with grass strips, tree(s), shrubs and or decorative screens, walls or fences, as specified in municipal standards. Such screens shall not obscure visibility or compromise the sense of safety. xii. In order to mitigate the visual impact of roof top mechanical equipment (other than solar panels), such equipment shall be: • placed in locations that eliminate their visibility; and/or, • screened by raised parapets that complement the building design, material and colour; and/or, • placed in specially designed enclosures that complement the building design, material and colour. xiii. Council may require special urban design studies for development proposals to ensure the special requirements are met at Entryway locations. ii. Facade treatment should encourage: • elements of interest such as displays; • well-designed street furniture and landscaping; • a variety of textures and colours on walls and walkways; • human scale development that ensures people at grade do not feel over-powered by the built environment; and, • open balconies on upper floors overlooking streets espe- cially in mixed use areas and residential projects. iii. Pedestrians shall be protected from inclement weather with canopies or arcades at building entrances and along store fronts. iv. Upper storeys of larger buildings may require step- backs to achieve: • human scale buildings; • vistas to heritage sites; • harmony with natural contours; and, • diversity of scales without harsh contrast and monotony. v. Landscaping and underground wiring may be required to enhance public vistas in visually significant areas. vi. Council may require utility providers to consider innovative methods of containing utility services on or within streetscape features such as entryway features, light standards, transit shelters, etc., when determining appropriate locations for larger utility equipment and/or utility clusters. vii. In older sections of the community, Council may undertake tree planting, maintenance and renewal while in new areas developers shall undertake a street tree planting programme in accordance with municipal standards. Page 237 of 430 5Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood 1.4 How will they be used? These Design Guidelines will be used to evaluate proposals for single-detached and semi-detached dwellings consisting of: - replacement dwellings or additions - new and replacement detached garages - accesory structures - additions/accesory structures equal to or over 50m2. The Design Guidelines : • Will be implemented through the Town’s Site Plan Approval process. • Are intended to provide guidance for homeowners, de- signers, architects, developers and landscape architects by outlining the framework and design principles for the site layout, massing and relationships of new and modified dwellings in the neighbourhood. • Are non-statutory statements and therefore have inherent flexibility in their interpretation and application. As a plan- ning tool, they may be changed or adjusted on a case-by- case basis. 1.3 What are Design Guidelines? The Zoning by-law addresses matters such as lot coverage, parking, setbacks and height - the ‘quantitative’ aspects of a neighbourhood’s physical form. While zoning regulates how buildings sit within a lot/block, it represents only one of the planning tools that may be used to guide and shape develop- ment. To create development that promotes ‘design excel- lence’, is ‘compatible’ with and ‘fits’ within its surrounding con- text, zoning is best used in conjunction with design guidelines. Design guidelines address the relative height, massing and ar- ticulation of elements (buildings and landscapes), their relation- ship to one another and to their surroundings - these ‘qualita- tive’ aspects of physical form work in combination with zoning parameters to lend shape and ‘character’ to a neighbourhood. These aspects are more effectively addressed through Urban Design Guidelines. Urban Design Guidelines are statements that include design guidance, criteria, standards and codes for how to shape the built environment, both the individual elements as well as how these should be spatially arranged and relate to one another. Urban Design Guidelines address diverse scales of develop- ment, from site specific to city-wide. Design Guidelines typical- ly address the design of buildings, landscape features and their organization within a defined area as well as their relationship to their surroundings - built and natural. Diagram generally illustrating the aspects of building that are addressed in the Zoning By-law. The Zoning By-law controls the use of land in terms of how it may be used, lot sizes/dimensions, where buildings and other structures can be located, the type of buildings permitted, height, parking requirements and setbacks. Diagram generally illustrating the contextual considerations for new buildings and additions addressed in Urban Design Guidelines. Urban design guidelines refine what happens inside the lot by further shaping the building(s) in relation to its context, in relation to the adjacent structures and the streetscape. Urban design considerations include elevation design, architec- tural style, use of materials, and landscape design in relation to the immediate and surrounding context. Rear Yard Setback Massing in relation to adjacent buildings Side Yard Setback Front Yard Setback Building Height Landscape /streetscape along the street Rhythm/placement of driveways along the street Building’s front-elevation as integral part of the streetscape Page 238 of 430 Site Local Neighbourhood Road 150mDiagrams generally illustrating the area to be considered, in relation to the scale of building proposed. When an addition to an existing building is proposed, the context area to be considered generally includes the adjacent lots indicated. When a new building (an existing dwelling is replaced by a new dwelling) is proposed, or a lot is severed, the context area to be considered generally includes the area indicated. Site Local Neighbourhood Road 6 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood 1.5 Objectives of the Design Guidelines The recent development activity has posed a number of chal- lenges to maintaining the characteristics that define the Stable Neighbourhoods, including the Aurora Heights Neighbourhood. These design guidelines work in combination with zoning standards to address the placement, scale and design of new buildings and additions relative to their surroundings and pro- vide guidance to: • promote compatible development; • enhance neighbourhood character; and, • promote good urban design and best practices. Page 239 of 430 7Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Neighbourhood Character Neighbourhood character refers to the “look and feel” of a place, and it considers the public and private realm components that define the area, including topography, age and style of housing, built environment, land use patterns, landscaping, street patterns, open space, natural heritage areas and streetscapes. Going beyond a categorization of the private and public realm, the character of individual properties and buildings cannot be viewed in isolation from the character of the street and surrounding context. Neighbourhoods evolve over time, the incremental / cumu- lative changes that occur are important to the continued viability and vibrancy of the area; these changes, when taken in context, help to shape the character of the neighbourhood, including the following key attributes: • Pattern of Lots; • Streetscapes; • Architectural Forms & Styles; and, • Cultural Heritage Resources. Page 240 of 430 8 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood 1.6 Character Attributes (general description) Pattern of Lots While the Zoning By-law speaks to individual lot sizes and lot frontages, urban design focuses on the combined/cumulative effect of the individual lots over a larger area, as an overall pat- tern. The pattern of lots is important as it informs where and how a building sits relative to the street and to one another, resulting in a rhythm of solid and void along the street as well as the proportion of building to landscape over the larger area. Streetscapes Streetscapes encompass the elements that contribute to spatially defining, articulating and animating the street environ- ment, within both the public and private domains. Streetscape design requires that these elements are considered in a comprehensive manner, including the placement of buildings and driveways, building features that face the street, the open spaces between buildings, the roof line of buildings along the street, and landscaping within the street boulevard and front yards. The illustrations below generally show these components, in plan and elevation view. Figure ground graphic reflecting the pattern of lots Kemano Road Foreht CrescentAlgonquin CrescentHaida DriveStreetscape elevation Streetscape Plan Page 241 of 430 9Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Architectural Forms & Styles The Zoning By-law speaks to how a building sits within a lot and a building ‘envelope’. It does not address the form and style of buildings which have a tremendous collective impact on the character of an area. While a rigorous adherence to a particular form or style is neither desirable nor realistic (even in new subdivisions), there are key elements of all building designs that can be used to ensure that different forms and styles can co-exist alongside one another in a compatible and complementary manner. This may include: front porches, windows, doors, horizontal bands, specific roof lines, etc. Examples of architectural forms and styles Page 242 of 430 10 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Houses in Aurora Heights with large building setbacks contribute to the sense of openness in the neighbourhood’s streetscapes Aurora Heights road pattern Wide boulevards and mature trees dominate the neighbourhood’s streetscapes Aurora Heights lot pattern Kemano Road Foreht CrescentJasper DriveHill Drive Orchard Heights Boulevard Devins Drive Aurora Heights DriveNavan Crescent Collins Crescent Hamm o n d D r i v e Boulding Drive Laurentide AvenueCabot CourtOt t a w a C o u r t Algonquin CrescentHaida DriveBigwin DriveTecumseh Drive H u r o n C o u r tKitimat CrescentSunr a y P l a c e Dunham Crescent Kemano Road Foreht CrescentJasper DriveHill Drive Orchard Heights Boulevard Devins Drive Aurora Heights DriveNavan Crescent Collins Crescent Hammo n d D r i v e Boulding Drive Laurentide AvenueCabot CourtOt t a w a C o u r t Algonquin CrescentHaida DriveBigwin DriveTecumseh DriveHu r o n C o u r tKitimat CrescentSunr a y P l a c e Dunham Crescent Aurora Heights streetscape Page 243 of 430 11Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Detached garage is located to the rear and attached carport integrated to the massing of the dwelling to address the street frontage 2 Aurora Heights Character Aurora Heights is located in the Yonge Street and Aurora Heights Drive area. It is characterized by large lots within a curvilinear pattern of wide streets with some variation in top- ography. These conditions, together with the well spaced low profile houses and generous setbacks with limited landscap- ing, contribute to a strong sense of openness. As Aurora Heights continues to evolve, the construction of new buildings, building additions and building renovations is more common than ever. In order to ensure this construction fits well within the neighbourhood’s character, future develop- ment should ensure compatibility through the recognition and enhancement of neighbourhood character and the promotion of good urban design. For the Aurora Heights Neighbourhood, it is recognized that its character arises from a combination of the following key attributes. Pattern of Lots In the Aurora Heights Neighbourhood, a curvilinear street grid provides the frame for long, irregular, uninterrupted blocks lined with large-spacious lots. The combination of well spaced houses with low profile roof lines and front doors, large and consistent front and side yard setbacks and wide streets and boulevards result in a sense of openness throughout the neighbourhood. In recent years, older houses have been demolished and replaced by new larger/taller ones, placed closer to the street edge and/or adjacent units, while new additions, sometimes larger in height and massing than the main building, have been added onto existing homes. These new dwellings/additions, together with the significant integrated garages and front driveways, have impacted the character of the neighbourhood, altering the pattern of lots. Streetscapes In the Aurora Heights Neighbourhood, the streetscape environ- ment is defined by: • Significant street widths, especially at curves and turning circles in cul-de-sacs. • Buildings that are generally 1 to 2 storeys, with most hav- ing shallow pitched roofs. • A consistent placement of dwellings generously setback from the street. • Driveways that act as the main access to lots and to garages, with parking pads/driveways being as wide as the garage itself. • A mixture of small attached garages, carports, detached garages in the backyard or driveway parking. • Landscaping that includes significant grassy front lawns with shrubbery and some mid-age trees. • Sidewalks with a grassed and/or treed boulevard provided on one side of most streets, with the more prominent streets having a sidewalk on both sides. Page 244 of 430 12 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Split-level houses are common in Aurora Heights Stone and brick are frequently used materials in the Neighbourhood Architectural Forms and Styles Aurora Heights is generally characterized by modest 1 to 2 storey mid-century dwelling forms that are simple in form and without intricate details. Many of the dwellings are split- level and shallow pitched roofs are common, with their peak towards the centre of the house, or extending parallel to the street, creating a less visibly striking feature. Low profile front entrances are often flush with the main front wall or set back to create a small porch. Some front entrances are also located to the side of the house. Predominant materi- als include a variety of brick, stucco, siding and stone. The architectural style and colour palette of the houses are relatively consistent along each street. Page 245 of 430 13Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Low profile houses dominate the Neighbourhood’s built form Page 246 of 430 14 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Kemano Road Foreht CrescentJasper DriveHill Drive Orchard Heights Boulevard Devins Drive Aurora Heights DriveNavan Crescent Collins Crescent Ham m o n d D r i v e Boulding Drive Laurentide AvenueCabot CourtO t t a w a C o u r t Algonquin CrescentHaida DriveBigwin DriveTecumseh DriveH u r o n C o u r tKitimat CrescentSun r a y P l a c e Dunham Crescent Figure ground graphic reveals modest rear setbacks when compared to the depths of the dwellings, as well as consistency of building sizes/depths and placement among those on the same street frontage, which results in an even rhythm of built form to void along the neighbourhood’s streetscapes. Page 247 of 430 15Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Design Guidelines 1 Where possible, ensure that the rhythm along the street- scapes is respected and reinforced. 2 Where possible, enhance the public domain while main- taining appropriate separation of private areas. 3 Where possible, maintain the traditional building to lot rela- tionship and encourage dwellings are in proportion to their lot sizes. 4 Maintain generous open space in the rear yard to allow for space for light, landscaping and recreational uses. 5 Ensure a measure of privacy between neighbours by provid- ing sufficient distance between the back wall of the house and the rear property line. 6 Address rear yard privacy and sunlight issues when ex- tending a home towards the rear property line or building a new dwelling by: a) Minimizing extensions beyond the adjacent dwellings rear wall. b) Keeping windows to a minimum on side elevations when the rear wall of the renovated/new dwelling extends beyond the adjacent dwelling’s wall. c) Minimizing the location of second floor balconies on rear and side elevations. d) Providing fencing that effectively screens the rear amen- ity and minimizes its exposure to/from adjacent proper- ties. 7 Provide enough distance between detached garages and the rear property line to minimize their impact on adjacent lots and allow opportunities for planting. Rear yard setbacks Provide enough distance from the garage to the rear property line Provide enough distance from the house to the rear property line Minimize extensions beyond adjacent dwelling’s rear wall 3 Urban Design Guidelines The Zoning By-law establishes clear regulations for lot cover- age, landscaping, front/rear yard setbacks and interior/exter- ior side yard setbacks. These guidelines are not intended to duplicate the Zoning By-law, but instead, to work in conjunc- tion with the zoning standards to not only ensure ‘no adverse impact’ through quantified performance standards, but also ‘compatibility’ of development through qualitative, context related design measures. As such, the guidelines in this section are organized based upon the three key attributes that contribute to the character of the Aurora Heights Neighbourhood. They are not intended to be detailed but rather, provide general guidance for all stable neighbourhoods. 3.1 Pattern of Lots Lot Sizes/Configurations and Rear Setbacks While lot size conditions the development possibilities in terms of building size/coverage, the way it is configured determines how the development relates to the public realm and other buildings along the street, as well as the consistency of the neighbourhood. The objectives of the Urban Design Guidelines regarding lot size and its configuration and rear setbacks are to: • Ensure compatible/similar lot sizes that enhance the rhythm along the streetscapes; • Ensure lot configuration that reflect those of properties close by while achieving the desire relationship between the dwelling and the streetscape. • Generally maintain the traditional range of building to lot relationship; • Ensure that dwellings are in proportion to their lot sizes; • Maintain the level of openness in the rear yard; and, • Allow a measure of privacy between neighbours by provid- ing space for light, landscaping and recreational uses. Page 248 of 430 16 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Front setback approaches Front setback reflects that of adjacent units Front setback is the average of that of adjacent units NewNew Generally consistent spacing between buildings Design Guidelines Between Buildings and the Street 8 Reflect the front setback of adjacent dwellings; when substantially different, ensure the new dwelling’s setback is equal to the average distance of those on either side of it. 9 Encourage a pedestrian oriented streetscape by placing new units close to the street edge/property line. 10 Provide side yard setbacks that reflect those of adjacent homes, or are the average distance of those on either side of the development, in accordance with existing zoning standards, to a minimum of 1.5 metres and 3.0m beyond the main rear wall of adjacent dwellings. Design Guidelines Between Buildings 11 Maintain consistent spacing between dwellings. 12 Maintain a consistent ‘street wall’. 13 Provide space for light and landscaping between neigh- bours. 14 Protect the privacy between units by minimizing the num- ber of windows on side elevations. 3.2 Streetscapes The form (height, scale and massing) and placement (setbacks) of buildings in relation to the street and to adjacent develop- ments are important considerations that define streetscapes. The height, scale, massing and placement of buildings are important to creating the ‘street wall’ and framing the street- scape. Front Yard and Side Yard Setbacks The relationship between buildings through placement on the lot is important to ensure a consistent neighbourhood ‘feel’, and defines/frames the street while impacting the sense of openness and enclosure. The positioning of houses on their lots contribute significantly to the streetscapes and the charac- ter of the Aurora Heights Neighbourhood. The Zoning By-law establishes clear regulations for front yard setbacks and interior/exterior side yard setbacks. The object- ives of the Design Guidelines in directing the relationship of the building to the side lot lines are to: • Maintain a consistent spacing between dwellings, and • Allow a measure of privacy between neighbours by provid- ing space for light and landscaping. Page 249 of 430 17Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Encourage shallow pitched roofs that reflect those in the neighbourhood A consistent building height of 1.5 storeys frames the streetscape Approach to height and scale including transition Maximum 1.5 storeys difference between adjacent dwellings Consistent height Appropriate transition to lower dwellings Building Height and Scale Buildings in Aurora Heights range from 1 to 2 storeys, with a mix of architectural styles ranging from cottage bungalows to homes with projecting garages; split level houses are common in the neighbourhood. For the purposes of these guidelines, a storey shall be defined as one level of habitable living space. The objectives of the Design Guidelines in directing the rela- tionship of the building scale along the street are to: • Ensure a scale, massing, roof line and building orientation that is commonly found in the neighbourhood; • Ensure a sensitive transition to adjacent residential dwell- ings; and, • Promote more pedestrian-scaled streets. Design Guidelines for Framing the Street 15 On blocks where single storey or 1.5 storey homes are pre- dominant, second storey additions or new 2 storey homes may require particular attention to ensure sensitive transi- tions to adjacent properties. 16 Where possible, maintain the existing lot grading and the neighbourhood’s characteristic first floor height, and, if appropriate, consider split level houses when related to the lot’s grading. 17 Design to reflect the massing of the surrounding built form context for those elevations exposed to the public and pro- vide any additional massing away from them. 18 Provide appropriate transition to/from existing adjacent buildings and ensure no new building is more than 1.5 stor- eys or 4.5m higher/lower than the adjacent dwellings. 19 Aim for clean, modern lines and simple geometry that com- plement the surrounding built form character. 20 Discourage historic architectural styles. 21 Encourage roof lines with shallower pitches to reflect those of existing dwellings in the neighbourhood, and consider simple, articulated profiles to generate visual interest. 22 Ensure flat roof tops complement the massing and charac- ter of adjacent dwellings. Page 250 of 430 18 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Garage & Driveway Width and Location Garages and driveways should be located and sized based on the established pattern of the neighbourhood. In Aurora Heights parking is provided as either small attached garag- es- carports (mostly flush or projected beyond the main front wall of the dwelling), detached garages located at the rear or driveway pads in front of the dwelling. The objectives of the Design Guidelines in directing the width and location of garages and driveways along the street are to: • Ensure that garage doors do not dominate the front facade of the house; • Minimize the garage and driveway presence on the street- scape; and, • Maintain a consistent garage type and driveway width along the street. attached/ integrated front garage attached recessed garage detached recessed garage (front) detached recessed garage (rear) Design Guidelines for Driveways and Garages 23 For attached garages/carports, de-emphasize their visual impact on the streetscape by: a) Integrating the attached garage/carport into the massing and design of the dwelling. b) Recessing them from the main front wall and avoid projecting it beyond the main front wall of the adjacent dwellings. c) Considering the attached garages include a second stor- ey over the garage, where height limitations permit. d) Designing the roof line of the attached garage/carport to be compatible with and complement the roof line of the dwelling. Where appropriate, consider extending the dwelling’s roof to cover garages/carports to reflect mod- ern, minimalistic architectural styles. e) Integrating garage doors into the dwelling’s façade design. f) Ensuring that garage doors do not dominate the front facade of the house. 24 Encourage a consistent garage type and location along the street. 25 Encourage narrow driveways and ensure their widths do not substantially exceed the garage/carport width. 26 Encourage rear detached garages. 27 Where detached garages are proposed, locate them re- cessed from the dwelling’s main front wall, and design them to reflect and complement the materials and character of the house. 28 Ensure the size of the garage is compatible with the size of the lot/dwelling; a) Front-facing attached garages should not take up more than 50% of the width of the main front wall of the dwelling. b) A maximum of a 2-car garage is considered appropriate for this neighbourhood. 29 Where appropriate due to lot grading, consider half-below grade garages; ensure it is recessed from the main front wall and livable spaces are place on top of it (i.e. proportion- ate windows or balconies addressing the main frontage). Example of appropriate garage configurations that support the neighbourhood’s character and a pedestrian-oriented public realm attached recessed garage covers maximum 50% of main front wall Page 251 of 430 19Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood 33 Minimize hard surface landscaping/pavement in front yards and consider them for walkways and driveways only. 34 Encourage permeable paving for new walkways and drive- ways to reduce run-off to storm sewers and soften the streetscape appearance. 35 Provide a walkway from the front door to the sidewalk or to the driveway in the absence of a sidewalk. 36 Provide landscaping in front of blank walls. 37 Encourage front yard hedges do not exceed 1.2m in height, to allow for “eyes to the street” and avoid blocked views from/to dwellings. 38 Avoid privacy fencing at the front of the house; if con- sidered, privacy fencing should not extend beyond the main front wall of the dwelling. 39 Favour corner lot fencing materials that complement the dwelling’s character as well as that of the surrounding neighbourhood; 40 Encourage the use of natural stone finishes for paving and landscape walls. Landscape Treatment In Aurora Heights generous setbacks provide for front yards with extensive grassed areas and mature trees. In some cases, minimalistic/simple landscaping is provided along the dwelling edge and/or entrance features to complement them. The objectives of the Design Guidelines with respect to land- scape are to: • Maintain the green landscape character of the neighbourhood; • Plan for the urban canopy; • Screen views to rear yard parking; and, • Preserve mature trees. Design Guidelines for Landscape Treatment 30 Protect mature trees and encourage planting of new trees to enhance the urban canopy and create tree-lined streets. 31 Enhance the bio-resiliency of the area through planting of native, non-invasive trees and shrubs. 32 Encourage grassed areas to cover most of the front yard and consider keeping any landscape elements simple and complementary to the dwelling’s design and materiality. Mature trees and extensive grassed areas dominate front yards Simple front yard landscaping complements the dwelling’s side entrance Page 252 of 430 20 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood • Ensure that the prominence of house front entrance and the proportion of glazing are maintained and consistent with the surrounding neighbourhood; and, • Ensure the entrance remain the main feature of the house and is oriented to and clearly visible from the street. Design Guidelines 41 Design dwellings to have articulated elevations, especially those exposed to streets and/or open spaces. Articulated elevations might include changes in plane, projections, en- hanced fenestration, highlighted entrances, complementary materials, among other architectural elements. 42 Avoid blank walls facing the public realm (i.e. streets and open spaces) 43 Incorporate the vertical and horizontal proportions, rhythm and elevation design elements of surrounding dwellings including fenestration, lintels, sills, cornice and roof lines. 44 Ensure traditional architectural styles are properly exe- cuted and reflect their fundamental attributes. When not expressed / executed properly, these styles detract from the overall quality of the neighbourhood and can result in a hodge/podge of disparate design elements. 45 Consider contemporary architectural styles and ensure they reflect the proportions and fenestration of surrounding dwellings. 46 Consider keeping entry steps to a maximum of 3 and en- sure they lead to an entrance element/portico. 3.3 Architectural Forms and Styles Front Elevation Treatment The character of a neighbourhood is not static but rather, evolving and maturing with each home that is built or added onto. This creates a variety of styles, design expressions and materials that, layered over time, enhances and contributes to the character of a neighbourhood. This is most apparent along the streetscape. The main front wall of a dwelling has an important role in defining and framing the streetscape. Its design / articulation is equally important to animating the street, and to establishing a positive connection to the broader neighbourhood. In the Aurora Heights Neighbourhood most dwellings have low profile front entrances, close to grade, either flush or recessed from the main front wall and connected to the driveway, not the sidewalk, by modest walkways. Flush entrances are often covered by shallow pitch roofs that extend beyond the width of the entrance feature. Windows are generous in size and often wider in proportions. The objectives of the Design Guidelines in directing the relationship of the building front elevation and entrance to the street are to: • Encourage a variety of architectural forms and styles that reflect the evolution of the neighbourhood while enhancing its character. • Promote “eyes on the street” and a strong presence of the main elevation on the street; The design of new dwelling reflects the proportions of those adjacent to it Overall height and horizontal composition (base, mid- dle and top), including consistent ground floor height Vertical breaks and changes in plane Architectural details including windows (proportions and scale) Page 253 of 430 21Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood 47 Encourage entrance features close to the ground when grading permits (1-2 steps). 48 Design entrances to be consistent with the height and rela- tionship to the street of adjacent dwellings. 49 Ensure front doors are prominent, clearly visible and ap- proachable from the street via a walkway or driveway. 50 Encourage entrance features to be located at the front wall and highlight their prominence through articulated architec- tural elements. 51 Discourage side entrances. If they are considered, highlight their presence through massing and architectural gestures that provide a “public face” (e.g. wrapping porches/stoops and articulated elements) and provide a clear connection to the sidewalk or driveway. 52 Encourage weather protection elements at the main en- trance and design them to complement the overall design of the dwelling. 53 Where appropriate, consider extending the dwelling’s roof to cover entrance features to reflect modern - minimalistic architectural styles. 54 Avoid metallic - cottage style awnings attached to main front wall. 55 For new homes or additions to existing ones located where there is a dominant pattern of existing front porches, incor- porate similar elements into the design and encourage they are consistent in size and style with those in the surround- ing neighbourhood. 56 Design porch roof to complement the roof lines and propor- tions of the dwelling. 57 Provide enough glazing in the main elevation(s) through windows that complement the proportions and style of the dwelling, and those of adjacent dwellings. 58 Discourage ornamented styles with excessive decorative details. 59 Ensure corner units to display equal design quality on both elevations visible from the street and consider: a) Locating the main entrance at the exterior side wall. b) Incorporating wrap-around porches and corner features where appropriate. Example of a slightly recessed entrance feature covered by the main roof Simple architectural lines and massing are predominant in the neighbourhood An example of a contemporary style dwelling with simple architectural lines and enhanced entrance feature Page 254 of 430 22 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Design Guidelines 60 Encourage a variety of coordinated materials that enhance and complement both the surrounding neighbourhood as well as the design style of the building.This may include more contemporary materials such as metal and concrete, in combination with brick, stone and wood. 61 Promote the use of high quality materials. The following are recommended as primary building materials in the Aurora Heights Neighbourhood: a) Brick. b) Wood clapboard (siding) or wood batten. 62 Discourage the use of stone and stucco or its equivalent as main materials, and consider their use as secondary or accent materials only. 63 Consider natural finishes. 64 Provide colour palettes that take their cues from the built form on surrounding streets and/or are compatible with it. 65 Favour traditional red to light grey bricks, and a variety of colours/tones for wood clapboard/batten, including lighter ones. Avoid bright palettes. 66 Consider metallic railings and window frames as well as painted wood for porches, porch railings, bay window sur- rounds and shutters. 67 Consider cedar and asphalt shingles on roofs, as well as metal roofing when appropriate. 68 For additions or renovations to an existing building, incor- porate materials and colours that are consistent with and complement the main building. Building Materials The variety of building materials contributes to the interest along the street and to the varied architectural character of the neighbourhood. There should be no strict imposition of material palettes. How- ever, broad categories of building appearances are identified and described which provide sufficient flexibility to accommo- date variety, while ensuring that no jarring interventions will be inserted to interrupt the visual harmony of a neighbourhood. The objectives of the Design Guidelines for renovations, addi- tions and new construction are to: • Ensure high quality materials are used; • Preserve the variety of design, colour and building materials within a range that enhances the character of the neigh- bourhood; and, • Ensure that while buildings will inevitably change over time, they will maintain the cohesive visual character of the street. A variety of wood clapboard and brick are extensively used as primary materials Stone is used as secondary/accent material at the elevation base Page 255 of 430 23Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Residential Zones R3-SN (497) R7-SN (497) R3-SN (498) R3-SN (499) New BuildingBuilding Addition (equal to or greater than 50m2) or 4 Implementation, Monitoring & Updates Planning & Development Services‘Basic’ Site Plan Process & Urban Design Review • Site Design (grading, servicing, lot coverage and configuration, setbacks, garage and driveway width and location) • Urban Design Guidelines • Zoning • Building Design (building height and massing,architectural design, front elevation treatment, building materials, heritage resources) • Major alterations to existing heritage buildings need to obtain a Heritage Permit through the review and approval by Council prior to the issuance of site plan approval. • Refer to Site Plan Application Guide Site Plan Approval Building Permit Building Division • Ontario Building Code • Refer to Building Permit Application Guide+ Page 256 of 430 24 Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood Front building face width: the width of the main front wall of a dwelling, including a front-facing attached garage. Front-facing attached garage: a garage that is built into the front structure of a dwelling, with a garage door that faces and is accessed from the street. Historic/traditional style home: broad range of styles developed in the 19th and early 20th century, each displaying very unique features. Traditional home designs are influenced by historic styles (i.e. Victorian, Colonial, Craftsman, or Neo- classical architecture). Common features among them include large/open porches with overhanging beams and rafters, dormers, and tall/pitched rooftops with one or more gables. Common materials include brick, wood, stucco, and stone. Main Front Wall: the dwelling’s primary exterior front wall, not including permitted projections or a front attached garage door. Modern/contemporary Style: variety of styles developed in the latter half of the 20th century. Their design is based on the simple/clean lines, shapes and forms, mostly related to their structure. Straight lines, big openings, bold roofs lines (flat or low-sloped) and minimum texture are often seen in this type of houses. Common materials include concrete, brick, wood, and stucco. Stable Neighbourhoods: existing, older residential neighbour- hoods where a thriving community and a distinctive built/natur- al environment coexist and depend on each other. Sympathetic: that is compatible and supportive of an specific(s) built characteristic or element. Vicinity / Surrounding Context: area near or surrounding a particular place, or that is in enough proximity to share a physical relationship. Adverse Impact: Any impairment, disruption, destruction or harmful alteration. Articulated Elevation: A building elevation (usually the front and any publicly exposed building face) whose design includes a comprehensive combination of changes in plane, projections, enhanced fenestration, highlighted entrances, complementary materials, among other architectural elements (ie. not a plain, blank, flat wall). Building Footprint: the footprint of a house is the total ground area covered by the home including garages and porches. Character: a unique combination of features (i.e. existing pattern of development, built form and streetscape design) that should be embraced and reinforced. Coexist: two or more elements /structures that harmoniously exist in the same place. Compatible: As per the OP “...development that may not ne- cessarily be the same or similar to the existing buildings in the vicinity, but, nonetheless, enhances an established community and coexists with existing development without causing any undue adverse impact on surrounding properties.” Complement: built form that responds in a respectful and thoughtful manner to its context to reinforce it and make better. Enhance: strengthen, exalt and/or further improve the qualities that contribute to the character of a place. Reinforce. Existing: found in a particular place i.e. neighbourhood, street, development pattern. As per the OP”...means lawfully in existence on the date of this Plan’s adoption, and for greater certainty does not include a use, building or structure that is in existence on that date without being lawful”. appendix: Definitions & Glossary of Terms Page 257 of 430 25Urban Design Guidelines for Additions & New Buildings • Aurora Heights Neighbourhood this page is intentionally left blank Page 258 of 430 Page 259 of 430 Town of Aurora Urban Design Guidelines For Additions and New Buildings in Stable Neighbourhoods Regency Acres Neighbourhood Prepared by The Planning Partnership l October 2020 Attachment 4Page 260 of 430 this page is intentionally left blank Page 261 of 430 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood 1 Introduction 1 1.1 Purpose of the Design Guidelines 2 1.2 Design Guidelines Context 2 1.3 What are Design Guidelines 5 1.4 How will They Be Used 5 1.5 Objectives of the Design Guidelines 6 1.6 Character Attributes (general description) 8 2 Regency Acres Character 11 3 Urban Design Guidelines 15 3.1 Pattern of Lots 15 3.2 Streetscapes 16 3.3 Architectural Forms and Styles 20 4 Implementation, Monitoring & Updates 23 a Appendix: Definitions and Glossary of Terms 24 Table of Contents Page 262 of 430 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Murray Drive Fairway Drive Glenview Drive Cossar Drive Stoddar DriveNisbet DrivePatrick DriveBailey CrescentDavis Ro a d Richardson Drive Glas s D r i v e Holman Crescent Child Drive Baldwin RoadSpringburn Crescent Corbett Crescent Seaton DriveMorning CrescentWillis Drive Banbury CourtRegency Acres Neighbourhood (Zoning by-law boundary) Page 263 of 430 1Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Guided by the community vision articulated in the Official Plan (OP), and building on the principles of ‘compatible’ develop- ment, the objective of the Urban Design Guidelines is to provide direction for the design of future residential uses that ‘respect and reinforce’ the unique character of Aurora’s Stable Neighbourhoods. Throughout a number of Aurora’s Stable Neighbourhoods, there is a growing trend of dwellings being renovated, en- larged, or replaced by new dwellings, which are often signifi- cantly larger and conflict with the existing character of the community. Through consultation with the community and feedback from residents, the Town identified a number of concerns. It should be noted that while there were generally two perspectives expressed - with equal support by those in favour of develop- ment and those opposed to change, the following are high- lights of some of the concerns that were heard: • Compatibility of new dwellings with the existing fabric of the community, mainly with respect to built form, height, architectural style and scale; • Issues of privacy, overlook and impact on sunlight in (pri- vate) amenity areas; • Preserving the integrity of the existing landscaped pattern of front and rear yards, notably with mature trees and large front lawns; • Side yard setbacks (the open space between dwellings) which form part of the neighbourhood character; • Existing zoning provisions (R3) which do not reflect what is in the ground today, especially lot coverage; • The limit of development and siting of additions and new builds in the Greenlands System; • Calculation of gross floor area as an added restriction in the By-law and how that number was achieved; • How grade is currently measured in the By-law, and the slope of a property, affecting the character of a lot relative to the street, in particular building height; It should also be noted that there was general recognition that the each of the four Stable Neighbourhoods are: • Unique and distinct and require an appropriate and custom- ized approach; • ‘In transition’ and while stable, are not static; • Require a regulatory framework that allows for flexibility in architectural style while respecting and reinforcing the existing neighbourhood character; and, • Urban Design Guidelines are a good tool to help with ‘fit’ for new infill development; To address some of these challenges, Town Council identi- fied the need for further direction in managing the built form of these changes in four specific neighbourhoods: Aurora Heights, Regency Acres, Temperance Street and Town Park. The Stable Neighbourhoods Study and Peer Review infor- mation report, presented to Town Council January 2019, suggested a number of recommendations for strengthening the protection of Stable Neighbourhoods. The report recom- mended additional planning tools for managing character, including the preparation of amendments to the Zoning By-law (By-law Number 6190-19 enacted June 25, 2019) and Urban Design Guidelines. 1 Introduction Page 264 of 430 2 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood 1.1 Purpose of the Design Guidelines The purpose of the Urban Design Guidelines is to implement the Official Plan Vision for Stable Neighbourhoods, by identi- fying the key attributes that contribute to the character of the area and providing a framework to guide the design of addi- tions and new buildings and landscapes that: • Reconciles compatibility with diversity, while avoiding both monotony and harsh contrasts; • Respects and reinforces the existing character of the neigh- bourhood; and, • Promotes a contextual design approach that considers the adjacent and surrounding development and fosters pedes- trian scaled/oriented streetscapes, while allowing for and encouraging appropriate flexibility, innovation and diversity in design, intrinsic to evolving communities. The Urban Design Guidelines for Stable Neighbourhoods are intended to work alongside the Zoning By-law to implement the Official Plan vision for Stable Neighbourhoods, to ensure that new development is compatible with, and enhances exist- ing stable neighbourhoods. 1.2 Design Guidelines Context The Town’s Official Plan is one of the guiding documents that is used to direct and manage growth; it articulates the vision and objectives for how the community should be developed and outlines the policies for how land in the community should be used. The Official Plan is prepared with input from the public and the community and helps to ensure that future planning and development meets the specific needs of the community; it deals mainly with issues such as: • Where new housing, industry, offices and shops will be located • What services like roads, watermains, sewers, parks and schools will be needed • When, and in what order, parts of the community will grow • Community improvement initiatives The Town’s Council recognizes the importance of having a Vision to steer it through all of the many changes that are in the near and distant future and that, in order to be successful, meaningful and impactful, it must represent what the com- munity is today and what it aspires to be in the years to come. In this regard, one of the key objectives for the successful evo- lution and development of the community is ‘Ensuring Design Excellence’. Ensuring Design Excellence extends to all areas within the Town, including existing, older residential neighbourhoods. These areas are identified as ‘Stable Neighbourhoods’ in the Official Plan; this designation is intended to protect the Neigh- bourhoods from incompatible forms of development, while still permitting them to evolve and be enhanced over time. While it is recognized that Stable Neighbourhoods are places that will continue to attract new residents and evolve, the policies direct that new development is to be sympathetic to and compatible with the form and character of the area, and appropriately considers the character of the area and the surrounding neighbourhood context. Page 265 of 430 3Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Official Plan Policies that provide direction for Urban Design Guidelines include: Policy 2.1 Ensuring Design Excellence Ensure that Aurora promotes design excellence in all its land use and development decisions. High quality buildings, well-designed and functioning streetscapes, appropriate transi- tions between defined areas, integration between old and new development and connected open spaces are the elements that define a place. This Plan emphasizes the important link between managing growth, high quality design and Aurora’s continued evolution as a memorable and beautiful place. Policy 2.1.vi Protecting Stable Neighbourhoods It is the intent of this Plan to ensure that Aurora’s stable neigh- bourhoods are protected. Aurora’s existing neighbourhoods, both older and newer, are not only a defining element of Aurora’s character and urban structure, but also a tremendous asset and attractor for new residents and investment interests. This Plan seeks to ensure that the stability and vibrancy of these existing neighbourhoods is protected from the negative impacts of potential incompatible development and growth pressures. Any infill that occurs must be compatible with the established community character. Policy 8.0 Intent It is the intent of this Plan to ensure that the areas designated ‘Stable Neighbourhoods’.... are protected from incompatible forms of development and, at the same time, are permitted to evolve and be enhanced over time. All new development shall be compatible with its surrounding context and shall conform with all other applicable policies of this Plan. Policy 8.1.3: Development Policies New development and site alteration abutting existing residen- tial development shall be sympathetic to the form and charac- ter of the [sic] existing development and shall be compatible with regard to building scale and urban design. Policy 8.1.4: Design Policies a) All new development within the ‘Stable Neighbourhoods’ designation shall respect and reinforce the existing physical character and uses of the surrounding area, with particular attention to the following elements: i. the pattern of lots, streets and blocks; ii. the size and configuration of nearby lots; iii. the building type of nearby residential properties; iv. the heights and scale of nearby residential properties; v. the setback of buildings from the street; The Town of Aurora Official Plan September 27, 2010 50 vi. the pattern of rear and side-yard setbacks; and, vii. conservation and enhancement of cultural heritage resources. Policy 4.2.a: New development, redevelopment, rehabilitation, and sub- division layout shall be encouraged to complement natural landscapes and grades, water courses, vegetation, heritage environments and existing or proposed adjacent buildings, through the conceptual design of buildings, their massing, siting, exterior, access and public areas. Policy 4.2.c: Council shall support urban design which: • Reconciles compatibility with diversity; and, • Avoids both monotony and harsh contrasts. Policy 4.2.f: To achieve human scale, attractive and safe public environ- ments, in entryways, heritage areas, in and adjacent to streets and open spaces, the following: i. Development should encourage: • sun penetration on outdoor spaces such as sidewalks, streets, parks and court yards; • a micro climate which prevents wind tunnels and shelters against cold northerly winds; • access to historic areas by walking, cycling and transit; and, • practices that would mitigate local heat island effects such as the incorporation of green or white roofs, strategic planting of shade trees, and the use of light coloured paving materials. Page 266 of 430 4 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood viii. All new parking shall be located at the rear of buildings. In areas that have already been developed, parking in front shall be encouraged to: • be screened by landscaping; • allow for visibility of store fronts from the street by limiting the depth of front parking areas; • not create large gaps between developments; • allow for substantially uniform setbacks from the street; • minimize conflict with pedestrian circulation; and, • be coordinated with adjacent commercial developments. ix. Non-residential uses shall be screened from abutting resi- dential uses where residential uses exist or are planned and the non-residential use does not exist or requires an Official Plan Amendment. x. Unsightly site elements such as loading, parking, refuse storage areas and transformers shall be screened to ensure the amenity of adjacent areas. xi. Visual screens may consist of landscaped buffer areas with grass strips, tree(s), shrubs and or decorative screens, walls or fences, as specified in municipal standards. Such screens shall not obscure visibility or compromise the sense of safety. xii. In order to mitigate the visual impact of roof top mechanical equipment (other than solar panels), such equipment shall be: • placed in locations that eliminate their visibility; and/or, • screened by raised parapets that complement the building design, material and colour; and/or, • placed in specially designed enclosures that complement the building design, material and colour. xiii. Council may require special urban design studies for development proposals to ensure the special requirements are met at Entryway locations. ii. Facade treatment should encourage: • elements of interest such as displays; • well-designed street furniture and landscaping; • a variety of textures and colours on walls and walkways; • human scale development that ensures people at grade do not feel over-powered by the built environment; and, • open balconies on upper floors overlooking streets espe- cially in mixed use areas and residential projects. iii. Pedestrians shall be protected from inclement weather with canopies or arcades at building entrances and along store fronts. iv. Upper storeys of larger buildings may require step- backs to achieve: • human scale buildings; • vistas to heritage sites; • harmony with natural contours; and, • diversity of scales without harsh contrast and monotony. v. Landscaping and underground wiring may be required to enhance public vistas in visually significant areas. vi. Council may require utility providers to consider innovative methods of containing utility services on or within streetscape features such as entryway features, light standards, transit shelters, etc., when determining appropriate locations for larger utility equipment and/or utility clusters. vii. In older sections of the community, Council may undertake tree planting, maintenance and renewal while in new areas developers shall undertake a street tree planting programme in accordance with municipal standards. Page 267 of 430 5Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood 1.4 How will they be used? These Design Guidelines will be used to evaluate proposals for single-detached and semi-detached dwellings consisting of: - replacement dwellings or additions - new and replacement detached garages - accesory structures - additions/accesory structures equal to or over 50m2. The Design Guidelines : • Will be implemented through the Town’s Site Plan Approval process. • Are intended to provide guidance for homeowners, de- signers, architects, developers and landscape architects by outlining the framework and design principles for the site layout, massing and relationships of new and modified dwellings in the neighbourhood. • Are non-statutory statements and therefore have inherent flexibility in their interpretation and application. As a plan- ning tool, they may be changed or adjusted on a case-by- case basis. 1.3 What are Design Guidelines? The Zoning by-law addresses matters such as lot coverage, parking, setbacks and height - the ‘quantitative’ aspects of a neighbourhood’s physical form. While zoning regulates how buildings sit within a lot/block, it represents only one of the planning tools that may be used to guide and shape develop- ment. To create development that promotes ‘design excel- lence’, is ‘compatible’ with and ‘fits’ within its surrounding con- text, zoning is best used in conjunction with design guidelines. Design guidelines address the relative height, massing and ar- ticulation of elements (buildings and landscapes), their relation- ship to one another and to their surroundings - these ‘qualita- tive’ aspects of physical form work in combination with zoning parameters to lend shape and ‘character’ to a neighbourhood. These aspects are more effectively addressed through Urban Design Guidelines. Urban Design Guidelines are statements that include design guidance, criteria, standards and codes for how to shape the built environment, both the individual elements as well as how these should be spatially arranged and relate to one another. Urban Design Guidelines address diverse scales of develop- ment, from site specific to city-wide. Design Guidelines typical- ly address the design of buildings, landscape features and their organization within a defined area as well as their relationship to their surroundings - built and natural. Diagram generally illustrating the aspects of building that are addressed in the Zoning By-law. The Zoning By-law controls the use of land in terms of how it may be used, lot sizes/dimensions, where buildings and other structures can be located, the type of buildings permitted, height, parking requirements and setbacks. Diagram generally illustrating the contextual considerations for new buildings and additions addressed in Urban Design Guidelines. Urban design guidelines refine what happens inside the lot by further shaping the building(s) in relation to its context, in relation to the adjacent structures and the streetscape. Urban design considerations include elevation design, architec- tural style, use of materials, and landscape design in relation to the immediate and surrounding context. Rear Yard Setback Massing in relation to adjacent buildings Side Yard Setback Front Yard Setback Building Height Landscape /streetscape along the street Rhythm/placement of driveways along the street Building’s front-elevation as integral part of the streetscape Page 268 of 430 6 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood 1.5 Objectives of the Design Guidelines The recent development activity has posed a number of chal- lenges to maintaining the characteristics that define the Stable Neighbourhoods, including the Regency Acres Neighbourhood. These design guidelines work in combination with zoning standards to address the placement, scale and design of new buildings and additions relative to their surroundings and pro- vide guidance to: • promote compatible development; • enhance neighbourhood character; and, • promote good urban design and best practices. Site Local Neighbourhood Road 150m Diagrams generally illustrating the area to be considered, in relation to the scale of building proposed. When an addition to an existing building is proposed, the context area to be considered generally includes the adjacent lots indicated. When a new building (an existing dwelling is replaced by a new dwelling) is proposed, or a lot is severed, the context area to be considered generally includes the area indicated. Site Local Neighbourhood Road Page 269 of 430 7Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Neighbourhood Character Neighbourhood character refers to the “look and feel” of a place, and it considers the public and private realm components that define the area, including topography, age and style of housing, built environment, land use patterns, landscaping, street patterns, open space, natural heritage areas and streetscapes. Going beyond a categorization of the private and public realm, the character of individual properties and buildings cannot be viewed in isolation from the character of the street and surrounding context. Neighbourhoods evolve over time, the incremental / cumu- lative changes that occur are important to the continued viability and vibrancy of the area; these changes, when taken in context, help to shape the character of the neighbourhood, including the following key attributes: • Pattern of Lots; • Streetscapes; • Architectural Forms & Styles; and, • Cultural Heritage Resources. Page 270 of 430 8 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood 1.6 Character Attributes (general description) Pattern of Lots While the Zoning By-law speaks to individual lot sizes and lot frontages, urban design focuses on the combined/cumulative effect of the individual lots over a larger area, as an overall pat- tern. The pattern of lots is important as it informs where and how a building sits relative to the street and to one another, resulting in a rhythm of solid and void along the street as well as the proportion of building to landscape over the larger area. Streetscapes Streetscapes encompass the elements that contribute to spatially defining, articulating and animating the street environ- ment, within both the public and private domains. Streetscape design requires that these elements are considered in a comprehensive manner, including the placement of buildings and driveways, building features that face the street, the open spaces between buildings, the roof line of buildings along the street, and landscaping within the street boulevard and front yards. The illustrations below generally show these components, in plan and elevation view. Figure ground graphic reflecting the pattern of lots Fairway Drive Glenview Drive Cossar Drive Stoddar DriveSpringburn Crescent Streetscape elevation Streetscape Plan Page 271 of 430 9Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Architectural Forms & Styles The Zoning By-law speaks to how a building sits within a lot and a building ‘envelope’. It does not address the form and style of buildings which have a tremendous collective impact on the character of an area. While a rigorous adherence to a particular form or style is neither desirable nor realistic (even in new subdivisions), there are key elements of all building designs that can be used to ensure that different forms and styles can co-exist alongside one another in a compatible and complementary manner. This may include: front porches, windows, doors, horizontal bands, specific roof lines, etc. Examples of architectural forms and styles Page 272 of 430 10 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Detached garages setback from main building and driveways as main access to lots Wide streets and generous setbacks enhance the sense of openness Regency Acres road pattern Regency Acres streetscape Regency Acres lot pattern Murray Drive Fairway Drive Glenview Drive Cossar Drive Stoddar DriveNisbet DrivePatrick DriveBailey CrescentDavis Ro a d Richardson Drive Glass D r i v e Holm a n Crescent Child Drive Baldwin RoadSpringburn Crescent Corbett Crescent Seaton DriveMorning CrescentWillis Drive Banbury CourtMurray Drive Fairway Drive Glenview Drive Cossar Drive Stoddar DriveNisbet DrivePatrick DriveBailey CrescentDavis Ro a d Richardson Drive Glass D r i v e Holman Cr e s c e nt Child Drive Baldwin RoadSpringburn Crescent Corbett Crescent Seaton DriveMorning CrescentWillis Drive Banbury CourtPage 273 of 430 11Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood 2 Regency Acres Character Regency Acres is a relatively new neighbourhood located in the Yonge Street and Henderson Drive area. It is characterized by wide streets, large lots and low profile houses with gener- ous setbacks and limited landscaping, all of which contributes to a strong sense of openness. As Regency Acres continues to evolve, the construction of new buildings, building additions and building renovations is more common than ever. In order to ensure this construction fits well within the neighbourhood’s character, future develop- ment should ensure compatibility through the recognition and enhancement of neighbourhood character and the promotion of good urban design. For the Regency Acres Neighbourhood, it is recognized that its character arises from a combination of the following key attributes. Pattern of Lots In the Regency Acres Neighbourhood, the main grid consists of wide streets that follow a curvilinear pattern, and is comple- mented by ‘loop’ type streets or cul-de-sacs to the interior of the neighbourhood. The result is a grid of mostly long-uninter- rupted blocks, where large and spacious lots permit significant front and side yard setbacks, with well spaced houses setback consistently along the streetscapes. In recent years, older houses have been demolished and replaced by new larger/taller ones, placed closer to the street edge and/or adjacent units, while new additions, sometimes larger in height and massing than the main building, have been added onto existing homes. These new dwellings/additions, together with the significant integrated garages and front driveways, have impacted the character of the neighbourhood, altering the pattern of lots. Streetscapes In the Regency Acres Neighbourhood, the streetscape environ- ment is defined by: • Buildings that are generally 1 to 2 storeys, with most hav- ing shallow pitched roofs. • A consistent placement of dwellings generously setback from the street. • Driveways that act as the main access to lots and to garages, with parking pads/driveways being as wide as the garage itself. • A mixture of garage/parking configurations that include a mix of small detached garages to the rear and car-ports (as side extensions of the dwelling) for older units, or front-in- tegrated garages on newer ones, which creates greater visual impact and greater building massing along the street. Some units only have parking pads at the front, and often they are part of older subdivisions built without garages. • Landscaping that is dominated by grassy front lawns and some mid-age trees. • Sidewalks with a grassed boulevard provided on one side of most streets, with the more prominent streets having a treed boulevard. Other streets have a less urban character with open drainage ditches and no sidewalks. Page 274 of 430 12 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood A brick house in Regency Acres with simple architecture and recessed garage Low profile houses with shallow pitched roof lines dominate the Neighbour- hood’s built form Architectural Forms and Styles Built form in Regency Acres is generally characterized by well- spaced, modest 1 to 2-storey houses with shallow pitched roofs of different shapes. Low profile front entrances with little or no front porch are predominant, as well as the use of a variety of brick, stucco, siding and stone. However, two distinct areas can be recognized: • Units built around the 1960’s which include a mix of small bungalows, back splits, single storey duplexes and 2-storey semi-detached homes. Many of the bungalows in the area reflect the style of modest homes built post WWII, with some elements of the 1960 style. • Units built around the 1980’s and close to Golf Links, are larger and include attached garages. The architectural style and colour palette of the houses in the neighbourhood are relatively consistent along each street. Page 275 of 430 13Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Example of a mid-century house in Regency Acres Page 276 of 430 14 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Murray Drive Fairway Drive Glenview Drive Cossar Drive Stoddar DriveNisbet DrivePatrick DriveBailey CrescentDavis Ro a d Richardson Drive Glas s D r i v e Holman Crescent Child Drive Baldwin RoadSpringburn Crescent Corbett Crescent Seaton DriveMorning CrescentWillis Drive Banbury CourtFigure ground graphic reveals rear setbacks vary depending on the location of the lot on the block and the shape of the block itself. There is a generally even rhythm of built form and void among units on the same frontage, with few exceptions where rear yards are either very small - to non-existent, or deeper than the neighbour- hood’s average. There is also a tendency to keep dwellings depths consistent along the same streetscape/block frontage. Page 277 of 430 15Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Design Guidelines 1 Where possible, ensure that the rhythm along the street- scapes is respected and reinforced. 2 Where possible, enhance the public domain while main- taining appropriate separation of private areas. 3 Where possible, maintain the traditional building to lot rela- tionship and encourage dwellings are in proportion to their lot sizes. 4 Maintain generous open space in the rear yard to allow for space for light, landscaping and recreational uses. 5 Ensure a measure of privacy between neighbours by provid- ing sufficient distance between the back wall of the house and the rear property line. 6 Address rear yard privacy and sunlight issues when ex- tending a home towards the rear property line or building a new dwelling by: a) Minimizing extensions beyond the adjacent dwellings rear wall. b) Keeping windows to a minimum on side elevations when the rear wall of the renovated/new dwelling extends beyond the adjacent dwelling’s wall. c) Minimizing the location of second floor balconies on rear and side elevations. d) Providing fencing that effectively screens the rear amen- ity and minimizes its exposure to/from adjacent proper- ties. 7 Provide enough distance between detached garages and the rear property line to minimize their impact on adjacent lots and allow opportunities for planting. Rear yard setbacks Provide enough distance from the garage to the rear property line Provide enough distance from the house to the rear property line Minimize extensions beyond adjacent dwelling’s rear wall The Zoning By-law establishes clear regulations for lot cover- age, landscaping, front/rear yard setbacks and interior/exter- ior side yard setbacks. These guidelines are not intended to duplicate the Zoning By-law, but instead, to work in conjunc- tion with the zoning standards to not only ensure ‘no adverse impact’ through quantified performance standards, but also ‘compatibility’ of development through qualitative, context related design measures. As such, the guidelines in this section are organized based upon the three key attributes that contribute to the character of the Regency Acres Neighbourhood. They are not intended to be detailed but rather, provide general guidance for all stable neighbourhoods. 3.1 Pattern of Lots Lot Sizes/Configurations and Rear Setbacks While lot size conditions the development possibilities in terms of building size/coverage, the way it is configured determines how the development relates to the public realm and other buildings along the street, as well as the consistency of the neighbourhood. The objectives of the Urban Design Guidelines regarding lot size and its configuration and rear setbacks are to: • Ensure compatible/similar lot sizes that enhance the rhythm along the streetscapes; • Ensure lot configuration that reflect those of properties close by while achieving the desire relationship between the dwelling and the streetscape. • Generally maintain the traditional range of building to lot relationship; • Ensure that dwellings are in proportion to their lot sizes; • Maintain the level of openness in the rear yard; and, • Allow a measure of privacy between neighbours by provid- ing space for light, landscaping and recreational uses. 3 Urban Design Guidelines Page 278 of 430 16 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Front setback approaches Front setback reflects that of adjacent units Front setback is the average of that of adjacent units NewNew Generally consistent spacing between buildings Design Guidelines Between Buildings and the Street 8 Reflect the front setback of adjacent dwellings; when substantially different, ensure the new dwelling’s setback is equal to the average distance of those on either side of it. 9 Encourage a pedestrian oriented streetscape by placing new units close to the street edge/property line. 10 Provide side yard setbacks that reflect those of adjacent homes, or are the average distance of those on either side of the development, in accordance with existing zoning standards, to a minimum of 1.5 metres and 3.0m beyond the main rear wall of adjacent dwellings. Design Guidelines Between Buildings 11 Maintain consistent spacing between dwellings. 12 Maintain a consistent ‘street wall’. 13 Provide space for light and landscaping between neigh- bours. 14 Protect the privacy between units by minimizing the num- ber of windows on side elevations. 3.2 Streetscapes The form (height, scale and massing) and placement (setbacks) of buildings in relation to the street and to adjacent develop- ments are important considerations that define streetscapes. The height, scale, massing and placement of buildings are important to creating the ‘street wall’ and framing the street- scape. Front Yard and Side Yard Setbacks The relationship between buildings through placement on the lot is important to ensure a consistent neighbourhood ‘feel’, and defines/frames the street while impacting the sense of openness and enclosure. The positioning of houses on their lots contribute significantly to the streetscapes and the charac- ter of the Regency Acres Neighbourhood. The Zoning By-law establishes clear regulations for front yard setbacks and interior/exterior side yard setbacks. The object- ives of the Design Guidelines in directing the relationship of the building to the side lot lines are to: • Maintain a consistent spacing between dwellings; and • Allow a measure of privacy between neighbours by provid- ing space for light and landscaping. Page 279 of 430 17Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Approach to height and scale including transition Maximum 1.5 storeys difference between adjacent dwellings Consistent height Appropriate transition to lower dwellings Shallow pitched roof lines complement simple building geometry Consistent low-profile, 1.5 storey dwellings along the streetscape Building Height and Scale Buildings in Regency Acres range from 1 to 2 storeys, with a varied architectural style that include small bungalows, back splits, single storey duplexes and 2-storey semi-detached. For the purposes of these guidelines, a storey shall be defined as one level of habitable living space. The objectives of the Design Guidelines in directing the rela- tionship of the building scale along the street are to: • Ensure a scale, massing, roof line and building orientation that is commonly found in the neighbourhood; • Ensure a sensitive transition to adjacent residential dwell- ings; and, • Promote more pedestrian-scaled streets. Design Guidelines for Framing the Street 15 On blocks where single storey or 1.5 storey homes are pre- dominant, second storey additions or new 2 storey homes may require particular attention to ensure sensitive transi- tions to adjacent properties. 16 Where possible, maintain the existing lot grading and the neighbourhood’s characteristic first floor height, and, if appropriate, consider split level houses when related to the lot’s grading. 17 Design to reflect the massing of the surrounding built form context for those elevations exposed to the public and pro- vide any additional massing away from them. 18 Provide appropriate transition to/from existing adjacent buildings and ensure no new building is more than 1.5 stor- eys or 4.5m higher/lower than the adjacent dwellings. 19 Aim for clean, modern lines and simple geometry that com- plement the surrounding built form character. 20 Discourage historic architectural styles. 21 Encourage roof lines with shallower pitches to reflect those of existing dwellings in the neighbourhood, and consider simple, articulated profiles to generate visual interest. 22 Ensure flat roof tops complement the massing and charac- ter of adjacent dwellings. Page 280 of 430 18 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Garage & Driveway Width and Location Garages and driveways should be located and sized based on the established pattern of the neighbourhood. In Regency Acres parking is provided as either small attached garages/car- ports, detached garages at the rear or driveway parking pads. The objectives of the Design Guidelines in directing the width and location of garages and driveways along the street are to: • Ensure that garage doors do not dominate the front facade of the house; • Minimize the garage and driveway presence on the street- scape; and, • Maintain a consistent garage type and driveway width along the street. Design Guidelines for Driveways and Garages 23 For attached garages/carports, de-emphasize their visual impact on the streetscape by: a) Integrating the attached garage/carport into the massing and design of the dwelling. b) Recessing them from the main front wall and avoid projecting it beyond the main front wall of the adjacent dwellings. c) Considering the attached garages include a second stor- ey over the garage, where height limitations permit. d) Designing the roof line of the attached garage/carport to be compatible with and complement the roof line of the dwelling. Where appropriate, consider extending the dwelling’s roof to cover garages/carports to reflect mod- ern, minimalistic architectural styles. e) Integrating garage doors into the dwelling’s façade design. f) Ensuring that garage doors do not dominate the front facade of the house. 24 Encourage a consistent garage type and location along the street. 25 Encourage narrow driveways and ensure their widths do not substantially exceed the garage/carport width. 26 Encourage rear detached garages. 27 Where detached garages are proposed, locate them re- cessed from the dwelling’s main front wall, and design them to reflect and complement the materials and character of the house. 28 Ensure the size of the garage is compatible with the size of the lot/dwelling; a) Front-facing attached garages should not take up more than 50% of the width of the main front wall of the dwelling. b) A maximum of a 2-car garage is considered appropriate for this neighbourhood. 29 Where appropriate due to lot grading, consider half-below grade garages; ensure it is recessed from the main front wall and livable spaces are place on top of it (i.e. proportion- ate windows or balconies addressing the main frontage). attached/ integrated front garage attached recessed garage detached recessed garage (front) detached recessed garage (rear) Example of appropriate garage configurations that support the neighbourhood’s character and a pedestrian-oriented public realm attached recessed garage covers maximum 50% of main front wall Page 281 of 430 19Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood 33 Minimize hard surface landscaping/pavement in front yards and consider them for walkways and driveways only. 34 Encourage permeable paving for new walkways and drive- ways to reduce run-off to storm sewers and soften the streetscape appearance. 35 Provide a walkway from the front door to the sidewalk or to the driveway in the absence of a sidewalk. 36 Provide landscaping in front of blank walls. 37 Encourage front yard hedges do not exceed 1.2m in height, to allow for “eyes to the street” and avoid blocked views from/to dwellings. 38 Avoid privacy fencing at the front of the house; if con- sidered, privacy fencing should not extend beyond the main front wall of the dwelling. 39 Favour corner lot fencing materials that complement the dwelling’s character as well as that of the surrounding neighbourhood; 40 Encourage the use of natural stone finishes for paving and landscape walls. Landscape Treatment In Regency Acres generous setbacks provide for front yards with extensive grassed areas and, in some cases, minimalistic/ simple landscaping complementing entrance features. Mature trees are common in the landscape. The objectives of the Design Guidelines with respect to land- scape are to: • Maintain the green landscape character of the neighbourhood; • Plan for the urban canopy; • Screen views to rear yard parking; and, • Preserve mature trees. Design Guidelines for Landscape Treatment 30 Protect mature trees and encourage planting of new trees to enhance the urban canopy and create tree-lined streets. 31 Enhance the bio-resiliency of the area through planting of native, non-invasive trees and shrubs. 32 Encourage grassed areas to cover most of the front yard and consider keeping any landscape elements simple and complementary to the dwelling’s design and materiality. Mature trees are retained Extensive grassed areas with minimal landscape elements complementing the dwelling’s design Page 282 of 430 20 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood • Ensure that the prominence of house front entrance and the proportion of glazing are maintained and consistent with the surrounding neighbourhood; and, • Ensure the entrance remain the main feature of the house and is oriented to and clearly visible from the street. Design Guidelines 41 Design dwellings to have articulated elevations, especially those exposed to streets and/or open spaces. Articulated elevations might include changes in plane, projections, en- hanced fenestration, highlighted entrances, complementary materials, among other architectural elements. 42 Avoid blank walls facing the public realm (i.e. streets and open spaces) 43 Incorporate the vertical and horizontal proportions, rhythm and elevation design elements of surrounding dwellings including fenestration, lintels, sills, cornice and roof lines. 44 Ensure traditional architectural styles are properly exe- cuted and reflect their fundamental attributes. When not expressed / executed properly, these styles detract from the overall quality of the neighbourhood and can result in a hodge/podge of disparate design elements. 45 Consider contemporary architectural styles and ensure they reflect the proportions and fenestration of surrounding dwellings. 46 Consider keeping entry steps to a maximum of 3 and en- sure they lead to an entrance element/portico. 3.3 Architectural Forms and Styles Front Elevation Treatment The character of a neighbourhood is not static but rather, evolving and maturing with each home that is built or added onto. This creates a variety of styles, design expressions and materials that, layered over time, enhances and contributes to the character of a neighbourhood. This is most apparent along the streetscape. The main front wall of a dwelling has an important role in defining and framing the streetscape. Its design / articulation is equally important to animating the street, and to establishing a positive connection to the broader neighbourhood. In the Regency Acres neighbourhood most dwellings have low profile front entrances, close to grade, with small porches or stoops that generally lead to the driveway; side entrances are also common in the neighbourhood. Windows are generous in size and often wider in proportions. The objectives of the Design Guidelines in directing the relationship of the building front elevation and entrance to the street are to: • Encourage a variety of architectural forms and styles that reflect the evolution of the neighbourhood while enhancing its character. • Promote “eyes on the street” and a strong presence of the main elevation on the street; The design of new dwelling reflects the proportions of those adjacent to it Overall height and horizontal composition (base, mid- dle and top), including consistent ground floor height Vertical breaks and changes in plane Architectural details including windows (proportions and scale) Page 283 of 430 21Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood 47 Encourage low-profile entrance features close to the ground when grading permits (1-2 steps). 48 Design entrances to be consistent with the height and rela- tionship to the street of adjacent dwellings. 49 Ensure front doors are prominent, clearly visible and ap- proachable from the street via a walkway or driveway. 50 Encourage entrance features to be located at the front wall and highlight their prominence through articulated architec- tural elements. 51 Discourage side entrances. If they are considered, highlight their presence through massing and architectural gestures that provide a “public face” (e.g. wrapping porches/stoops and articulated elements) and provide a clear connection to the sidewalk or driveway. 52 Encourage weather protection elements at the main en- trance and design them to complement the overall design of the dwelling. 53 Where appropriate, consider extending the dwelling’s roof to cover entrance features to reflect modern - minimalistic architectural styles. 54 Avoid metallic - cottage style awnings attached to main front walls. 55 For new homes or additions to existing ones located where there is a dominant pattern of existing front porches, incor- porate similar elements into the design and encourage they are consistent in size and style with those in the surround- ing neighbourhood. 56 Design porch roof to complement the roof lines and propor- tions of the dwelling. 57 Provide enough glazing in the main elevation(s) through windows that complement the proportions and style of the dwelling, and those of adjacent dwellings. 58 Discourage ornamented styles with excessive decorative details. 59 Ensure corner units to display equal design quality on both elevations visible from the street and consider: a) Locating the main entrance at the exterior side wall. b) Incorporating wrap-around porches and corner features where appropriate. Highlighted side entrances Livable spaces are located to the front of the dwelling provide a strong relation- ship between the private and public realm through generous glazing Entrance at grade, covered by main dwelling’s roof and connected to the lot’s access Page 284 of 430 22 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Design Guidelines 60 Encourage a variety of coordinated materials that enhance and complement both the surrounding neighbourhood as well as the design style of the building.This may include more contemporary materials such as metal and concrete, in combination with brick, stone and wood. 61 Promote the use of high quality materials. The following are recommended as primary building materials in the Regency Acres Neighbourhood: a) Brick. b) Wood clapboard (siding) or wood batten. 62 Discourage the use of stone and stucco or its equivalent as main materials, and consider their use as secondary or accent materials only. 63 Consider natural finishes. 64 Provide colour palettes that take their cues from the built form on surrounding streets and/or are compatible with it. 65 Favour traditional red to light coloured bricks, and a variety of colours/tones for wood clapboard/batten, including lighter ones. Avoid bright palettes. 66 Consider metallic railings and window frames as well as painted wood for porches, porch railings, bay window sur- rounds and shutters. 67 Consider cedar and asphalt shingles on roofs, as well as metal roofing when appropriate. 68 For additions or renovations to an existing building, incor- porate materials and colours that are consistent with and complement the main building. Building Materials The variety of building materials contributes to the interest along the street and to the varied architectural character of the neighbourhood. There should be no strict imposition of material palettes. How- ever, broad categories of building appearances are identified and described which provide sufficient flexibility to accommo- date variety, while ensuring that no jarring interventions will be inserted to interrupt the visual harmony of a neighbourhood. The objectives of the Design Guidelines for renovations, addi- tions and new construction are to: • Ensure high quality materials are used; • Preserve the variety of design, colour and building materials within a range that enhances the character of the neigh- bourhood; and, • Ensure that while buildings will inevitably change over time, they will maintain the cohesive visual character of the street. Contemporary infill house design with materials and colours that complement the surrounding traditional material palettes Lighter tone of brick and metallic framing complement the simplicity of the dwelling’s design Page 285 of 430 23Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Residential Zones R3-SN (497) R7-SN (497) R3-SN (498) R3-SN (499) New BuildingBuilding Addition (equal to or greater than 50m2) or 4 Implementation, Monitoring & Updates Planning & Development Services‘Basic’ Site Plan Process & Urban Design Review • Site Design (grading, servicing, lot coverage and configuration, setbacks, garage and driveway width and location) • Urban Design Guidelines • Zoning • Building Design (building height and massing,architectural design, front elevation treatment, building materials, heritage resources) • Major alterations to existing heritage buildings need to obtain a Heritage Permit through the review and approval by Council prior to the issuance of site plan approval. • Refer to Site Plan Application Guide Site Plan Approval Building Permit Building Division • Ontario Building Code • Refer to Building Permit Application Guide+ Page 286 of 430 24 Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood Front building face width: the width of the main front wall of a dwelling, including a front-facing attached garage. Front-facing attached garage: a garage that is built into the front structure of a dwelling, with a garage door that faces and is accessed from the street. Historic/traditional style home: broad range of styles developed in the 19th and early 20th century, each displaying very unique features. Traditional home designs are influenced by historic styles (i.e. Victorian, Colonial, Craftsman, or Neo- classical architecture). Common features among them include large/open porches with overhanging beams and rafters, dormers, and tall/pitched rooftops with one or more gables. Common materials include brick, wood, stucco, and stone. Main Front Wall: the dwelling’s primary exterior front wall, not including permitted projections or a front attached garage door. Modern/contemporary Style: variety of styles developed in the latter half of the 20th century. Their design is based on the simple/clean lines, shapes and forms, mostly related to their structure. Straight lines, big openings, bold roofs lines (flat or low-sloped) and minimum texture are often seen in this type of houses. Common materials include concrete, brick, wood, and stucco. Stable Neighbourhoods: existing, older residential neighbour- hoods where a thriving community and a distinctive built/natur- al environment coexist and depend on each other. Sympathetic: that is compatible and supportive of an specific(s) built characteristic or element. Vicinity / Surrounding Context: area near or surrounding a particular place, or that is in enough proximity to share a physical relationship. Adverse Impact: Any impairment, disruption, destruction or harmful alteration. Articulated Elevation: A building elevation (usually the front and any publicly exposed building face) whose design includes a comprehensive combination of changes in plane, projections, enhanced fenestration, highlighted entrances, complementary materials, among other architectural elements (ie. not a plain, blank, flat wall). Building Footprint: the footprint of a house is the total ground area covered by the home including garages and porches. Character: a unique combination of features (i.e. existing pattern of development, built form and streetscape design) that should be embraced and reinforced. Coexist: two or more elements /structures that harmoniously exist in the same place. Compatible: As per the OP “...development that may not ne- cessarily be the same or similar to the existing buildings in the vicinity, but, nonetheless, enhances an established community and coexists with existing development without causing any undue adverse impact on surrounding properties.” Complement: built form that responds in a respectful and thoughtful manner to its context to reinforce it and make better. Enhance: strengthen, exalt and/or further improve the qualities that contribute to the character of a place. Reinforce. Existing: found in a particular place i.e. neighbourhood, street, development pattern. As per the OP”...means lawfully in existence on the date of this Plan’s adoption, and for greater certainty does not include a use, building or structure that is in existence on that date without being lawful”. appendix: Definitions & Glossary of Terms Page 287 of 430 25Urban Design Guidelines for Additions & New Buildings • Regency Acres Neighbourhood this page is intentionally left blank Page 288 of 430 Page 289 of 430 Town of Aurora Urban Design Guidelines For Additions and New Buildings in Stable Neighbourhoods Temperance Street Neighbourhood Prepared by The Planning Partnership l October 2020 Attachment 5Page 290 of 430 this page is intentionally left blank Page 291 of 430 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 1 Introduction 1 1.1 Purpose of the Design Guidelines 2 1.2 Design Guidelines Context 2 1.3 What are Design Guidelines 5 1.4 How will They Be Used 5 1.5 Objectives of the Design Guidelines 6 1.6 Character Attributes (general description) 8 2 Temperance Street Character 11 3 Urban Design Guidelines 15 3.1 Pattern of Lots 15 3.2 Streetscapes 16 3.3 Architectural Forms and Styles 20 3.4 Cultural Heritage Resources 23 4 Implementation, Monitoring & Updates 24 a Appendix: Definitions and Glossary of Terms 25 Table of Contents Page 292 of 430 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Kennedy Street West Yonge StreetReuben Street Temperance StreetRansom Street Temperance Street Neighbourhood (Zoning by-law boundary) Page 293 of 430 1 1 Introduction Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Guided by the community vision articulated in the Official Plan (OP), and building on the principles of ‘compatible’ develop- ment, the objective of the Urban Design Guidelines is to provide direction for the design of future residential uses that ‘respect and reinforce’ the unique character of Aurora’s Stable Neighbourhoods. Throughout a number of Aurora’s Stable Neighbourhoods, there is a growing trend of dwellings being renovated, en- larged, or replaced by new dwellings, which are often signifi- cantly larger and conflict with the existing character of the community. Through consultation with the community and feedback from residents, the Town identified a number of concerns. It should be noted that while there were generally two perspectives expressed - with equal support by those in favour of develop- ment and those opposed to change, the following are high- lights of some of the concerns that were heard: • Compatibility of new dwellings with the existing fabric of the community, mainly with respect to built form, height, architectural style and scale; • Issues of privacy, overlook and impact on sunlight in (pri- vate) amenity areas; • Preserving the integrity of the existing landscaped pattern of front and rear yards, notably with mature trees and large front lawns; • Side yard setbacks (the open space between dwellings) which form part of the neighbourhood character; • Existing zoning provisions (R3) which do not reflect what is in the ground today, especially lot coverage; • The limit of development and siting of additions and new builds in the Greenlands System; • Calculation of gross floor area as an added restriction in the By-law and how that number was achieved; • How grade is currently measured in the By-law, and the slope of a property, affecting the character of a lot relative to the street, in particular building height; It should also be noted that there was general recognition that the each of the four Stable Neighbourhoods are: • Unique and distinct and require an appropriate and custom- ized approach; • ‘In transition’ and while stable, are not static; • Require a regulatory framework that allows for flexibility in architectural style while respecting and reinforcing the existing neighbourhood character; and, • Urban Design Guidelines are a good tool to help with ‘fit’ for new infill development; To address some of these challenges, Town Council identi- fied the need for further direction in managing the built form of these changes in four specific neighbourhoods: Aurora Heights, Regency Acres, Temperance Street and Town Park. The Stable Neighbourhoods Study and Peer Review infor- mation report, presented to Town Council January 2019, suggested a number of recommendations for strengthening the protection of Stable Neighbourhoods. The report recom- mended additional planning tools for managing character, including the preparation of amendments to the Zoning By-law (By-law Number 6190-19 enacted June 25, 2019) and Urban Design Guidelines. 1 Introduction Page 294 of 430 2 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 1.1 Purpose of the Design Guidelines The purpose of the Urban Design Guidelines is to implement the Official Plan Vision for Stable Neighbourhoods, by identi- fying the key attributes that contribute to the character of the area and providing a framework to guide the design of addi- tions and new buildings and landscapes that: • Reconciles compatibility with diversity, while avoiding both monotony and harsh contrasts; • Respects and reinforces the existing character of the neigh- bourhood; and, • Promotes a contextual design approach that considers the adjacent and surrounding development and fosters pedes- trian scaled/oriented streetscapes, while allowing for and encouraging appropriate flexibility, innovation and diversity in design, intrinsic to evolving communities. The Urban Design Guidelines for Stable Neighbourhoods are intended to work alongside the Zoning By-law to implement the Official Plan vision for Stable Neighbourhoods, to ensure that new development is compatible with, and enhances exist- ing stable neighbourhoods. 1.2 Design Guidelines Context The Town’s Official Plan is one of the guiding documents that is used to direct and manage growth; it articulates the vision and objectives for how the community should be developed and outlines the policies for how land in the community should be used. The Official Plan is prepared with input from the public and the community and helps to ensure that future planning and development meets the specific needs of the community; it deals mainly with issues such as: • Where new housing, industry, offices and shops will be located • What services like roads, watermains, sewers, parks and schools will be needed • When, and in what order, parts of the community will grow • Community improvement initiatives The Town’s Council recognizes the importance of having a Vision to steer it through all of the many changes that are in the near and distant future and that, in order to be successful, meaningful and impactful, it must represent what the com- munity is today and what it aspires to be in the years to come. In this regard, one of the key objectives for the successful evo- lution and development of the community is ‘Ensuring Design Excellence’. Ensuring Design Excellence extends to all areas within the Town, including existing, older residential neighbourhoods. These areas are identified as ‘Stable Neighbourhoods’ in the Official Plan; this designation is intended to protect the Neigh- bourhoods from incompatible forms of development, while still permitting them to evolve and be enhanced over time. While it is recognized that Stable Neighbourhoods are places that will continue to attract new residents and evolve, the policies direct that new development is to be sympathetic to and compatible with the form and character of the area, and appropriately considers the character of the area and the surrounding neighbourhood context. Page 295 of 430 3Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Official Plan Policies that provide direction for Urban Design Guidelines include: Policy 2.1 Ensuring Design Excellence Ensure that Aurora promotes design excellence in all its land use and development decisions. High quality buildings, well-designed and functioning streetscapes, appropriate transi- tions between defined areas, integration between old and new development and connected open spaces are the elements that define a place. This Plan emphasizes the important link between managing growth, high quality design and Aurora’s continued evolution as a memorable and beautiful place. Policy 2.1.vi Protecting Stable Neighbourhoods It is the intent of this Plan to ensure that Aurora’s stable neigh- bourhoods are protected. Aurora’s existing neighbourhoods, both older and newer, are not only a defining element of Aurora’s character and urban structure, but also a tremendous asset and attractor for new residents and investment interests. This Plan seeks to ensure that the stability and vibrancy of these existing neighbourhoods is protected from the negative impacts of potential incompatible development and growth pressures. Any infill that occurs must be compatible with the established community character. Policy 8.0 Intent It is the intent of this Plan to ensure that the areas designated ‘Stable Neighbourhoods’.... are protected from incompatible forms of development and, at the same time, are permitted to evolve and be enhanced over time. All new development shall be compatible with its surrounding context and shall conform with all other applicable policies of this Plan. Policy 8.1.3: Development Policies New development and site alteration abutting existing residen- tial development shall be sympathetic to the form and charac- ter of the [sic] existing development and shall be compatible with regard to building scale and urban design. Policy 8.1.4: Design Policies a) All new development within the ‘Stable Neighbourhoods’ designation shall respect and reinforce the existing physical character and uses of the surrounding area, with particular attention to the following elements: i. the pattern of lots, streets and blocks; ii. the size and configuration of nearby lots; iii. the building type of nearby residential properties; iv. the heights and scale of nearby residential properties; v. the setback of buildings from the street; The Town of Aurora Official Plan September 27, 2010 50 vi. the pattern of rear and side-yard setbacks; and, vii. conservation and enhancement of cultural heritage resources. Policy 4.2a: New development, redevelopment, rehabilitation, and sub- division layout shall be encouraged to complement natural landscapes and grades, water courses, vegetation, heritage environments and existing or proposed adjacent buildings, through the conceptual design of buildings, their massing, siting, exterior, access and public areas. Policy 4.2c: Council shall support urban design which: • Reconciles compatibility with diversity; and, • Avoids both monotony and harsh contrasts. Policy 4.2.f: To achieve human scale, attractive and safe public environ- ments, in entryways, heritage areas, in and adjacent to streets and open spaces, the following: i. Development should encourage: • sun penetration on outdoor spaces such as sidewalks, streets, parks and court yards; • a micro climate which prevents wind tunnels and shelters against cold northerly winds; • access to historic areas by walking, cycling and transit; and, • practices that would mitigate local heat island effects such as the incorporation of green or white roofs, strategic planting of shade trees, and the use of light coloured paving materials. Page 296 of 430 4 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood viii. All new parking shall be located at the rear of buildings. In areas that have already been developed, parking in front shall be encouraged to: • be screened by landscaping; • allow for visibility of store fronts from the street by limiting the depth of front parking areas; • not create large gaps between developments; • allow for substantially uniform setbacks from the street; • minimize conflict with pedestrian circulation; and, • be coordinated with adjacent commercial developments. ix. Non-residential uses shall be screened from abutting resi- dential uses where residential uses exist or are planned and the non-residential use does not exist or requires an Official Plan Amendment. x. Unsightly site elements such as loading, parking, refuse storage areas and transformers shall be screened to ensure the amenity of adjacent areas. xi. Visual screens may consist of landscaped buffer areas with grass strips, tree(s), shrubs and or decorative screens, walls or fences, as specified in municipal standards. Such screens shall not obscure visibility or compromise the sense of safety. xii. In order to mitigate the visual impact of roof top mechanical equipment (other than solar panels), such equipment shall be: • placed in locations that eliminate their visibility; and/or, • screened by raised parapets that complement the building design, material and colour; and/or, • placed in specially designed enclosures that complement the building design, material and colour. xiii. Council may require special urban design studies for development proposals to ensure the special requirements are met at Entryway locations. ii. Facade treatment should encourage: • elements of interest such as displays; • well-designed street furniture and landscaping; • a variety of textures and colours on walls and walkways; • human scale development that ensures people at grade do not feel over-powered by the built environment; and, • open balconies on upper floors overlooking streets espe- cially in mixed use areas and residential projects. iii. Pedestrians shall be protected from inclement weather with canopies or arcades at building entrances and along store fronts. iv. Upper storeys of larger buildings may require step- backs to achieve: • human scale buildings; • vistas to heritage sites; • harmony with natural contours; and, • diversity of scales without harsh contrast and monotony. v. Landscaping and underground wiring may be required to enhance public vistas in visually significant areas. vi. Council may require utility providers to consider innovative methods of containing utility services on or within streetscape features such as entryway features, light standards, transit shelters, etc., when determining appropriate locations for larger utility equipment and/or utility clusters. vii. In older sections of the community, Council may undertake tree planting, maintenance and renewal while in new areas developers shall undertake a street tree planting programme in accordance with municipal standards. Page 297 of 430 5Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 1.4 How will they be used? These Design Guidelines will be used to evaluate proposals for single-detached and semi-detached dwellings consisting of: - replacement dwellings or additions - new and replacement detached garages - accesory structures - additions/accesory structures equal to or over 50m2. The Design Guidelines : • Will be implemented through the Town’s Site Plan Approval process. • Are intended to provide guidance for homeowners, de- signers, architects, developers and landscape architects by outlining the framework and design principles for the site layout, massing and relationships of new and modified dwellings in the neighbourhood. • Are non-statutory statements and therefore have inherent flexibility in their interpretation and application. As a plan- ning tool, they may be changed or adjusted on a case-by- case basis. 1.3 What are Design Guidelines? The Zoning by-law addresses matters such as lot coverage, parking, setbacks and height - the ‘quantitative’ aspects of a neighbourhood’s physical form. While zoning regulates how buildings sit within a lot/block, it represents only one of the planning tools that may be used to guide and shape develop- ment. To create development that promotes ‘design excel- lence’, is ‘compatible’ with and ‘fits’ within its surrounding con- text, zoning is best used in conjunction with design guidelines. Design guidelines address the relative height, massing and ar- ticulation of elements (buildings and landscapes), their relation- ship to one another and to their surroundings - these ‘qualita- tive’ aspects of physical form work in combination with zoning parameters to lend shape and ‘character’ to a neighbourhood. These aspects are more effectively addressed through Urban Design Guidelines. Urban Design Guidelines are statements that include design guidance, criteria, standards and codes for how to shape the built environment, both the individual elements as well as how these should be spatially arranged and relate to one another. Urban Design Guidelines address diverse scales of develop- ment, from site specific to city-wide. Design Guidelines typical- ly address the design of buildings, landscape features and their organization within a defined area as well as their relationship to their surroundings - built and natural. Diagram generally illustrating the aspects of building that are addressed in the Zoning By-law. The Zoning By-law controls the use of land in terms of how it may be used, lot sizes/dimensions, where buildings and other structures can be located, the type of buildings permitted, height, parking requirements and setbacks. Diagram generally illustrating the contextual considerations for new buildings and additions addressed in Urban Design Guidelines. Urban design guidelines refine what happens inside the lot by further shaping the building(s) in relation to its context, in relation to the adjacent structures and the streetscape. Urban design considerations include elevation design, architec- tural style, use of materials, and landscape design in relation to the immediate and surrounding context. Rear Yard Setback Massing in relation to adjacent buildings Side Yard Setback Front Yard Setback Building Height Landscape /streetscape along the street Rhythm/placement of driveways along the street Building’s front-elevation as integral part of the streetscape Page 298 of 430 6 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 1.5 Objectives of the Design Guidelines The recent development activity has posed a number of chal- lenges to maintaining the characteristics that define the Stable Neighbourhoods, including the Temperance Street Neighbour- hood. These design guidelines work in combination with zoning standards to address the placement, scale and design of new buildings and additions relative to their surroundings and pro- vide guidance to: • promote compatible development; • enhance neighbourhood character; and, • promote good urban design and best practices. Site Local Neighbourhood Road 150mDiagrams generally illustrating the area to be considered, in relation to the scale of building proposed. When an addition to an existing building is proposed, the context area to be considered generally includes the adjacent lots indicated. When a new building (an existing dwelling is replaced by a new dwelling) is proposed, or a lot is severed, the context area to be considered generally includes the area indicated. Site Local Neighbourhood Road Page 299 of 430 7Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Neighbourhood Character Neighbourhood character refers to the “look and feel” of a place, and it considers the public and private realm components that define the area, including topography, age and style of housing, built environment, land use patterns, landscaping, street patterns, open space, natural heritage areas and streetscapes. Going beyond a categorization of the private and public realm, the character of individual properties and buildings cannot be viewed in isolation from the character of the street and surrounding context. Neighbourhoods evolve over time, the incremental / cumu- lative changes that occur are important to the continued viability and vibrancy of the area; these changes, when taken in context, help to shape the character of the neighbourhood, including the following key attributes: • Pattern of Lots; • Streetscapes; • Architectural Forms & Styles; and, • Cultural Heritage Resources. Page 300 of 430 8 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 1.6 Character Attributes (general description) Pattern of Lots While the Zoning By-law speaks to individual lot sizes and lot frontages, urban design focuses on the combined/cumulative effect of the individual lots over a larger area, as an overall pat- tern. The pattern of lots is important as it informs where and how a building sits relative to the street and to one another, resulting in a rhythm of solid and void along the street as well as the proportion of building to landscape over the larger area. Streetscapes Streetscapes encompass the elements that contribute to spatially defining, articulating and animating the street environ- ment, within both the public and private domains. Streetscape design requires that these elements are considered in a comprehensive manner, including the placement of buildings and driveways, building features that face the street, the open spaces between buildings, the roof line of buildings along the street, and landscaping within the street boulevard and front yards. The illustrations below generally show these components, in plan and elevation view. Figure ground graphic reflecting the pattern of lots Reuben Street Temperance StreetStreetscape elevation Streetscape Plan Page 301 of 430 9Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Architectural Forms & Styles The Zoning By-law speaks to how a building sits within a lot and a building ‘envelope’. It does not address the form and style of buildings which have a tremendous collective impact on the character of an area. While a rigorous adherence to a particular form or style is neither desirable nor realistic (even in new subdivisions), there are key elements of all building designs that can be used to ensure that different forms and styles can co-exist alongside one another in a compatible and complementary manner. This may include: front porches, windows, doors, horizontal bands, specific roof lines, etc. Cultural Heritage Resources Cultural heritage resources are important character-giving elements of our communities and where feasible, should be preserved, integrated and enhanced. At the same time, the impact of new developments on heritage buildings and the character of a street / area should be minimized. This means that new buildings in proximity to heritage buildings should be compatible in height, massing and placement on the lot and complementary in style, materials and details. Examples of architectural forms and styles Temperance Street Area_Late 1920s; 1878 County Atlas Map Page 302 of 430 10 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Houses placed close to the street edge provide for a more urban neighbourhood character Mature trees and enhanced landscaping are essential part of the neighbourhood’s character Temperance Street road pattern Temperance Street streetscape Temperance Street lot pattern Kennedy Street West Yonge StreetReuben Street Temperance StreetRansom Street Kennedy Street West Yonge StreetReuben Street Temperance StreetRansom Street Page 303 of 430 11Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 2 Temperance Street Character The Temperance Street Neighbourhood is an older urban neighbourhood located in the Temperance Street and Kennedy Street West area, and directly connected to the Yonge Street commercial corridor. The neighbourhood encompasses the southern end of Temperance Street and acts as a transition area along the westernmost edge of the modified grid street network along Yonge Street. The neighbourhood is characterized by an eclectic mix of building forms and architectural styles largely extending north- south along Temperance Street, and narrower streets and intersections. Smaller setbacks and a large concentration of 1.5 to 2.5 storey houses, together with prominent porches, mature trees and generous landscaping help to creates a strong sense of enclosure to the streetscape and a more comfortable ped- estrian environment. Older historic houses dominate the neighbourhood and some from the late 20th century can be found in the south. Over time, the Temperance Street area has continued to evolve, change and mature, with the construction of both new buildings, building additions and building renovations. While the incremental pattern of development activity has resulted in a visually rich and interesting neighbourhood character, future development should ensure compatibility through the recog- nition and enhancement of neighbourhood character and the promotion of good urban design. For the Temperance Street Neighbourhood, it is recognized that its character arises from a combination of the following key attributes. Pattern of Lots The Neighbourhood reflects a regular, orthogonal grid with Temperance Street acting as the north-south neighbourhood spine parallel to Yonge, and 3 east-west streets intersecting it. Most lots are narrow and deep, and relatively large compared to those on other similar urban settings. Although houses have variable front and side yard setbacks, buildings are generally placed closer to the street edge, which enhances the compact character of the neighbourhood and streetscape. Lots are either accessed via a driveway or walkway. Streetscapes In the Temperance Street Neighbourhood, the streetscape environment is defined by: • Streets and intersections narrower than those in the newer neighbourhoods. • Buildings that are generally 1.5 to 2.5 storeys, with most having pitched roofs. • A variation in the placement of dwellings from the street, with most in the older buildings located relatively close to the street. • Garages that are not prominent on the streetscape and, where provided, they are generally set back from the front façade or detached and placed to the rear of the property, with the exception of the newer houses. • Significant mature trees and landscaping. • Sidewalks are provided on at least one side of almost all streets, some with a boulevard. Page 304 of 430 12 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Example of an older historic dwellings in the Neighbourhood Historic style houses with significant porches and pitched roof linesSiding, as well as brick, are common materials Architectural Forms and Styles As the Temperance Street neighbourhood is located adjacent to a traditional main street, there are a mix of adjacent land uses that add to the diverse building forms in the area and makes it. However, a significant number of older historic hous- es dominate the area, including some late 20th century houses in the south. Newer construction can be found in the southern part of the neighbourhood. Most of the buildings in the neighbourhood face the street and provide a positive presence on the public realm, includ- ing prominent front doors and significant front porches that frequently softened the design of front facades. There is a wide range of roof lines and pitches, with a steeper pitch dominating older built forms. Page 305 of 430 13Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Section of the ‘Downtown Area Heritage Properties with Buildings ‘ Map Dated February2012 Cultural Heritage Resources The majority of properties located located on Ransom Street, Reuben Street, Kennedy Street West and Temperance Street are either designated or listed heritage properties under the Ontario Heritage Act. These are protected in the Official Plan to ensure that Aurora’s cultural heritage resources are conserved and enhanced to the long-term benefit of the community. The Temperance Street Neighbourhood is unique in that it is essentially focused on two sides of a few streets and that many of the existing lots back onto the Main Street (Yonge Street). It will be particularly important to maintain the character of this small area, as pressures for potential development occur along Yonge Street. New developments will likely be in higher density mixed use building forms and thus the impact of those types of buildings on the neighbourhood should be carefully considered.Temperance StYONGE STREETChurch St Gurnett StKennedy St EMill StReuben St nnedy St W Ransom Crt Ransom St Tyler St Park Temperance St20 15224-15226 8 8 6 9 8 8 7 3 7& 7A 5 96 90 226181412 191513 211713 1618 1511-13 17 11 98 96 92 90 86 82 78 74 68 64 60 58 56 54 50 46 42 99 95 91 89 87 83 79 81 57 55 47 41 39 37 20 16 12 33 31 29 27 25 23 19 15 11 42 38 34 30 28 26 24 20 16 12 41 39 37 31 29 25 21 19 15 11 34 32 30 28 18-20 16 37 35 31 29 27 23 50 46 42 40 38 34 28 16 12 45 37 35 31 29 15 11 55 50 46 44 42 28 41 35-37 13 32 24 12 39B 150 148 144 140 138 136 122 120 118 116 102 100 14 1 1 13 146 144 142 140 138 134 126 120 110 108 104 102 100 143 139 137 121 119 117 113 107 103 101 39A 14961 14967 14973 14981 14987 14993 1500515017 15029 15037 15055 15085 15105 15117 15145 15157 15165 15171 15185 1518715191 15195 1519915203 15207 15213 15217 15221 15225 15231 15233 15243 14958 14980 14988 14996 15004 15010 15018 15032 15040 15048 15054 15064 15074 15086-15088 15106 15114 15120 15124 15132 15136 15140 15150 15160 15186 15198 15208 15210 15216 15218 15222 15226 15230 15236 1524015242 1525515252 15229 15220 15228 Pending List Listed Heritage Property Designated Heritage Property Page 306 of 430 14 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Kennedy Street West Yonge StreetReuben Street Temperance StreetRansom Street Figure ground graphic reveals the neighbourhood has an array of rear setbacks that is directly related to the existing variety in lot depths and shapes, and building footprints/sizes. However, clusters of 3-5 adjacent lots along the same streetscape share the same rear setback and very similar built form configurations/size. Page 307 of 430 15Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Design Guidelines 1 Where possible, ensure that the rhythm along the street- scapes is respected and reinforced. 2 Where possible, enhance the public domain while main- taining appropriate separation of private areas. 3 Where possible, maintain the traditional building to lot rela- tionship and encourage dwellings are in proportion to their lot sizes. 4 Maintain generous open space in the rear yard to allow for space for light, landscaping and recreational uses. 5 Ensure a measure of privacy between neighbours by provid- ing sufficient distance between the back wall of the house and the rear property line. 6 Address rear yard privacy and sunlight issues when ex- tending a home towards the rear property line or building a new dwelling by: a) Minimizing extensions beyond the adjacent dwellings rear wall. b) Keeping windows to a minimum on side elevations when the rear wall of the renovated/new dwelling extends beyond the adjacent dwelling’s wall. c) Minimizing the location of second floor balconies on rear and side elevations. d) Providing fencing that effectively screens the rear amen- ity and minimizes its exposure to/from adjacent proper- ties. 7 Provide enough distance between detached garages and the rear property line to minimize their impact on adjacent lots and allow opportunities for planting. Rear yard setbacks Provide enough distance from the garage to the rear property line Provide enough distance from the house to the rear property lineMinimize extensions beyond adjacent dwelling’s rear wall 3 Urban Design Guidelines The Zoning By-law establishes clear regulations for lot cover- age, landscaping, front/rear yard setbacks and interior/exter- ior side yard setbacks. These guidelines are not intended to duplicate the Zoning By-law, but instead, to work in conjunc- tion with the zoning standards to not only ensure ‘no adverse impact’ through quantified performance standards, but also ‘compatibility’ of development through qualitative, context related design measures. As such, the guidelines in this section are organized based upon the four key attributes that contribute to the character of the Temperance Street Neighbourhood. They are not intended to be detailed but rather, provide general guidance for all stable neighbourhoods. 3.1 Pattern of Lots Lot Sizes/Configurations and Rear Setbacks While lot size conditions the development possibilities in terms of building size/coverage, the way it is configured determines how the development relates to the public realm and other buildings along the street, as well as the consistency of the neighbourhood. The objectives of the Urban Design Guidelines regarding lot size and its configuration and rear setbacks are to: • Ensure compatible/similar lot sizes that enhance the rhythm along the streetscapes; • Ensure lot configuration that reflect those of properties close by while achieving the desire relationship between the dwelling and the streetscape. • Generally maintain the traditional range of building to lot relationship; • Ensure that dwellings are in proportion to their lot sizes; • Maintain the level of openness in the rear yard; and, • Allow a measure of privacy between neighbours by provid- ing space for light, landscaping and recreational uses. Page 308 of 430 16 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Front setback approaches Front setback reflects that of adjacent units Front setback is the average of that of adjacent units NewNew Generally consistent spacing between buildings Design Guidelines Between Buildings and the Street 8 Reflect the front setback of adjacent dwellings; when substantially different, ensure the new dwelling’s setback is equal to the average distance of those on either side of it. 9 Encourage a pedestrian oriented streetscape by placing new units close to the street edge/property line. 10 Provide side yard setbacks that reflect those of adjacent homes, or are the average distance of those on either side of the development, in accordance with existing zoning standards, to a minimum of 1.5 metres and 3.0m beyond the main rear wall of adjacent dwellings. Design Guidelines Between Buildings 11 Maintain consistent spacing between dwellings. 12 Maintain a consistent ‘street wall’. 13 Provide space for light and landscaping between neigh- bours. 14 Protect the privacy between units by minimizing the num- ber of windows on side elevations. 3.2 Streetscapes The form (height, scale and massing) and placement (setbacks) of buildings in relation to the street and to adjacent develop- ments are important considerations that define streetscapes. The height, scale, massing and placement of buildings are important to creating the ‘street wall’ and framing the street- scape. Front Yard and Side Yard Setbacks The relationship between buildings through placement on the lot is important to ensure a consistent neighbourhood ‘feel’, and defines/frames the street while impacting the sense of openness and enclosure. The positioning of houses on their lots contribute significantly to the streetscapes and the charac- ter of the Temperance Street Neighbourhood. The Zoning By-law establishes clear regulations for front yard setbacks and interior/exterior side yard setbacks. The object- ives of the Design Guidelines in directing the relationship of the building to the side lot lines are to: • Maintain a consistent spacing between dwellings, and • Allow a measure of privacy between neighbours by provid- ing space for light and landscaping. Page 309 of 430 17Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Approach to height and scale including transition Maximum 1.5 storeys difference between adjacent dwellings Consistent height Appropriate transition to lower dwellings Articulated dwelling design reflects the original lot grading Articulated 2.5 storey buildings with entry porches frame the street Building Height and Scale Buildings in Temperance Street range from 1.5 to 2.5 storeys, with a mix of architectural styles ranging from mostly historic houses to some 20th century homes. For the purposes of these guidelines, a storey shall be defined as one level of habitable living space. The objectives of the Design Guidelines in directing the rela- tionship of the building scale along the street are to: • Ensure a scale, massing, roof line and building orientation that is commonly found in the neighbourhood; • Ensure a sensitive transition to adjacent residential dwell- ings; and, • Promote more pedestrian-scaled streets. Design Guidelines for Framing the Street 15 On blocks where single storey or 1.5 storey homes are pre- dominant, second storey additions or new 2 storey homes may require particular attention to ensure sensitive transi- tions to adjacent properties. 16 Where possible, maintain the existing lot grading and the neighbourhood’s characteristic first floor height. 17 Design to reflect the massing of the surrounding built form context for those elevations exposed to the public and pro- vide any additional massing away from them. 18 Provide appropriate transition to/from existing adjacent buildings and ensure no new building is more than 1.5 stor- eys or 4.5m higher/lower than the adjacent dwellings. 19 Favour traditional architectural styles and ensure modern ones complement the surrounding dwellings. 20 Encourage roof lines with steeper pitches and articulated roof lines to reflect those of existing dwellings in the neigh- bourhood. 21 Discourage flat rooftops. Page 310 of 430 18 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Garage & Driveway Width and Location Garages and driveways should be located and sized based on the established pattern of the neighbourhood. In Temperance Street garages are generally not a prominent feature of the streetscape, and they are typically set back from the front facade or detached and located to the rear of the property. The objectives of the Design Guidelines in directing the width and location of garages and driveways along the street are to: • Ensure that garage doors do not dominate the front facade of the house; • Minimize the garage and driveway presence on the street- scape; and, • Maintain a consistent garage type and driveway width along the street. attached/ integrated front garage attached recessed garage detached recessed garage (front) detached recessed garage (rear) Design Guidelines for Driveways and Garages 22 For attached garages/carports, de-emphasize their visual impact on the streetscape by: a) Integrating the attached garage/carport into the massing and design of the dwelling. b) Recessing them from the main front wall and avoid projecting it beyond the main front wall of the adjacent dwellings. c) Considering the attached garages include a second stor- ey over the garage, where height limitations permit. d) Designing the roof line of the attached garage/carport to be compatible with and complement the roof line of the dwelling. e) Integrating garage doors into the dwelling’s façade design. f) Ensuring that garage doors do not dominate the front facade of the house. 23 Encourage a consistent garage type and location along the street. 24 Encourage narrow driveways and ensure their widths do not substantially exceed the garage/carport width. 25 Encourage rear detached garages. 26 Consider tandem parking for narrower lots. 27 Where detached garages are proposed, locate them re- cessed from the dwelling’s main front wall, and design them to reflect and complement the materials and character of the house. 28 Ensure the size of the garage is compatible with the size of the lot/dwelling; a) Front-facing attached garages should not take up more than 50% of the width of the main front wall of the dwelling. b) A maximum of a 2-car garage is considered appropriate for this neighbourhood. Example of appropriate garage configurations that support the neighbourhood’s character and a pedestrian-oriented public realm attached recessed garage covers maximum 50% of main front wall Page 311 of 430 19Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 31 Encourage a combination of grassed areas and plantings that complement the design dwelling and animate the street edge. 32 Minimize hard surface landscaping/pavement in front yards and consider them for walkways and driveways only. 33 Encourage permeable paving for new walkways and drive- ways to reduce run-off to storm sewers and soften the streetscape appearance. 34 Provide a walkway from the front door to the sidewalk or to the driveway in the absence of a sidewalk. 35 Provide landscaping in front of blank walls. 36 Encourage front yard hedges do not exceed 1.2m in height, to allow for “eyes to the street” and avoid blocked views from/to dwellings. 37 Avoid privacy fencing at the front of the house; if con- sidered, privacy fencing should not extend beyond the main front wall of the dwelling. 38 Favour corner lot fencing materials that complement the dwelling’s character as well as that of the surrounding neighbourhood; 39 Encourage the use of natural stone finishes for paving and landscape walls. Landscape Treatment As dwellings in Temperance Street are located close to the street edge, front yards are mostly a combination of grassed areas with mature trees and decorative low plantings and shrubs that complement porches and entrance features, while providing transition from the public to the private spaces. in the neighbourhood side yards are often delineated by fences and/or generous planting. The objectives of the Design Guidelines with respect to land- scape are to: • Maintain the green landscape character of the neighbourhood; • Plan for the urban canopy; • Screen views to rear yard parking; and, • Preserve mature trees. Design Guidelines for Landscape Treatment 29 Protect mature trees and encourage planting of new trees to enhance the urban canopy and create tree-lined streets. 30 Enhance the bio-resiliency of the area through planting of native, non-invasive trees and shrubs. Hard surfaces are limited to the parking and walkway areas while complementing landscaping enhances the dwelling’s design Page 312 of 430 20 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood • Ensure that the prominence of house front entrance and the proportion of glazing are maintained and consistent with the surrounding neighbourhood; and, • Ensure the entrance remain the main feature of the house and is oriented to and clearly visible from the street. Design Guidelines 40 Design dwellings to have articulated elevations, especially those exposed to streets and/or open spaces. Articulated elevations might include changes in plane, projections, en- hanced fenestration, highlighted entrances, complementary materials, among other architectural elements. 41 Avoid blank walls facing the public realm (i.e. streets and open spaces) 42 Incorporate the vertical and horizontal proportions, rhythm and elevation design elements of surrounding dwellings including fenestration, lintels, sills, cornice and roof lines. 43 Ensure traditional architectural styles are properly exe- cuted and reflect their fundamental attributes. When not expressed / executed properly, these styles detract from the overall quality of the neighbourhood and can result in a hodge/podge of disparate design elements. 44 Consider contemporary architectural styles and ensure they reflect the proportions and fenestration of surrounding dwellings. 3.3 Architectural Forms and Styles Front Elevation Treatment The character of a neighbourhood is not static but rather, evolving and maturing with each home that is built or added onto. This creates a variety of styles, design expressions and materials that, layered over time, enhances and contributes to the character of a neighbourhood. This is most apparent along the streetscape. The main front wall of a dwelling has an important role in defining and framing the streetscape. Its design / articulation is equally important to animating the street, and to establishing a positive connection to the broader neighbourhood. As a neighbourhood with a strong historic character, dwellings in Temperance Street have prominent entries with significant front porches that generally step down to a front walkway and/ or driveway. Glazing is provided through modest windows of vertical proportions, aligned vertically to one another or to entrances. The objectives of the Design Guidelines in directing the relationship of the building front elevation and entrance to the street are to: • Encourage a variety of architectural forms and styles that reflect the evolution of the neighbourhood while enhancing its character. • Promote “eyes on the street” and a strong presence of the main elevation on the street; The design of new dwelling reflects the proportions of those adjacent to it Overall height and horizontal composition (base, mid- dle and top), including consistent ground floor height Vertical breaks and changes in plane Architectural details including windows (proportions and scale) Page 313 of 430 21Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 45 Consider keeping entry steps to a maximum of 5 and ensure they lead to a significant porch/entrance element/ portico. 46 Design entrances to be consistent with the height and rela- tionship to the street of adjacent dwellings. 47 Ensure front doors are prominent, clearly visible and ap- proachable from the street via a walkway or driveway. 48 Encourage entrance features to be located at the front wall and highlight their prominence through articulated architec- tural elements. 49 Discourage side entrances. If they are considered, highlight their presence through massing and architectural gestures that provide a “public face” (e.g. wrapping porches/stoops and articulated elements) and provide a clear connection to the sidewalk or driveway. 50 Encourage weather protection elements at the main en- trance and design them to complement the overall design of the dwelling. 51 Avoid metallic - cottage style awnings attached to main front wall. 52 For new homes or additions to existing ones located where there is a dominant pattern of existing front porches, incor- porate similar elements into the design and encourage they are consistent in size and style with those in the surround- ing neighbourhood. 53 If appropriate, consider porches that are as wide as the main front wall but ensure steps are only slightly wider than the entrance doors. 54 Design porch roof to complement the roof lines and propor- tions of the dwelling. 55 Provide enough glazing in the main elevation(s) through windows that complement the proportions and style of the dwelling, and those of adjacent dwellings. 56 Ensure corner units to display equal design quality on both elevations visible from the street and consider: a) Locating the main entrance at the exterior side wall. b) Incorporating wrap-around porches and corner features where appropriate. Articulated front elevation and roof lines animate the streetscape Dwelling’s mass is broken through the articulation of the front elevation and the use of accent materials to emphasize the entrance portion Articulated corner porch as main element of the front elevation Page 314 of 430 22 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Design Guidelines 57 Encourage a variety of coordinated materials that enhance and complement both the surrounding neighbourhood as well as the design style of the building.This may include more contemporary materials such as metal and concrete, in combination with brick, stone and wood. 58 Promote the use of high quality materials. The following are recommended as primary building materials in the Temper- ance Street Neighbourhood: a) Brick. b) Wood clapboard (siding) or wood batten. 59 Discourage the use of stone and stucco or its equivalent as main materials, and consider their use as secondary or accent materials only. 60 Consider natural finishes. 61 Provide colour palettes that take their cues from the built form on surrounding streets and/or are compatible with it. 62 Favour colours and materials from a heritage palette, including dark (reds and browns) and yellow buff brick and a variety of colours/tones for wood clapboard/batten. Avoid bright palettes. 63 Consider metallic railings and window frames as well as painted wood for porches, porch railings, bay window sur- rounds and shutters. 64 Consider cedar and asphalt shingles on roofs, as well as metal roofing when appropriate. 65 For additions or renovations to an existing building, incor- porate materials and colours that are consistent with and complement the main building. Building Materials The variety of building materials contributes to the interest along the street and to the varied architectural character of the neighbourhood. There should be no strict imposition of material palettes. How- ever, broad categories of building appearances are identified and described which provide sufficient flexibility to accommo- date variety, while ensuring that no jarring interventions will be inserted to interrupt the visual harmony of a neighbourhood. The objectives of the Design Guidelines for renovations, addi- tions and new construction are to: • Ensure high quality materials are used; • Preserve the variety of design, colour and building materials within a range that enhances the character of the neigh- bourhood; and, • Ensure that while buildings will inevitably change over time, they will maintain the cohesive visual character of the street. Brick as primary material in heritage palettes Wood clapboard as primary material with stone used as accent and metallic railings complementing the dwelling’s architecture Page 315 of 430 23Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood 3.4 Cultural Heritage Resources The objectives of the Design Guidelines with respect to Cultural Heritage Resources are: • Preserve and highlight valuable Heritage Buildings in the area • Ensure the design of new dwellings and ancillary struc- tures enhances and highlights existing Heritage Buildings through appropriate placement, scale/massing and facade and streetscape treatments Design Guidelines 66 Place additions to heritage buildings on the rear or side, recessed from the main front wall of the heritage building. 67 Locate new garages to the rear or setback on the side of the heritage building, and design them to complement it. 68 Ensure appropriate integration of heritage buildings into new developments on the same site by providing: a) The new structure’s main wall or that of ancillary build- ings is setback from that of the heritage building. b) The height of the new structure is maximum 1 storey greater than the heritage building (or 3.5m measured to the top of the new structure’s roof). c) The proportions and palette of materials/colours of the new structure reflect and complement those of the Heritage Building. d) The new structure is physically and visually compatible with, subordinate to, and distinguishable from the herit- age building. e) No heritage attribute of the heritage building is concealed by the new structure (i.e. the heritage attributes identi- fied in the designation by-law should remain visible from the street). f) No addition or new construction will negatively impact the heritage building if removed in the future. 69 Design new buildings to minimize their impact on heritage buildings on adjacent lots and to acknowledge/highlight them by ensuring: a) The new building setback is equal to that of the heritage building, or is the average distance between the setbacks of the buildings on either side of the new development. b) The height of the new dwelling is equal to or maximum 1.5 storeys or 4.5m taller than that of the Heritage Build- ing. 70 Avoid recreating historical architectural styles. 71 Reflect the rhythm of the horizontal and vertical architectural elements of the adjacent or on-site heritage building in the design of new dwellings/structures/additions. 72 Provide the finished first floor height of any new dwelling/ structure/addition is consistent with the finished first floor height of adjacent or on-site heritage buildings. 73 Design new elevations to reflect the heritage building’s proportions of glazing vs. solid, and those of windows and doors (width and height). 74 Reflect the design and proportions of the landscape treat- ment of adjacent heritage properties. 75 When considered, contemporary designs shall respond to / reflect key elements of the adjacent heritage buildings, including for examples: a) Its scale, massing and overall proportions. b) The arrangement and proportions of its elevation ele- ments (horizontal and vertical articulation, rhythm of windows). c) Its materials and colours. Page 316 of 430 24 Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Residential Zones R3-SN (497) R7-SN (497) R3-SN (498) R3-SN (499) New BuildingBuilding Addition (equal to or greater than 50m2) or 4 Implementation, Monitoring & Updates Planning & Development Services‘Basic’ Site Plan Process & Urban Design Review • Site Design (grading, servicing, lot coverage and configuration, setbacks, garage and driveway width and location) • Urban Design Guidelines • Zoning • Building Design (building height and massing,architectural design, front elevation treatment, building materials, heritage resources) • Major alterations to existing heritage buildings need to obtain a Heritage Permit through the review and approval by Council prior to the issuance of site plan approval. • Refer to Site Plan Application Guide Site Plan Approval Building Permit Building Division • Ontario Building Code • Refer to Building Permit Application Guide+ Page 317 of 430 25Urban Design Guidelines for Additions & New Buildings • Temperance Street Neighbourhood Front-facing attached garage: a garage that is built into the front structure of a dwelling, with a garage door that faces and is accessed from the street. Heritage Attribute: attributes of the property, buildings and structures that contribute to the property’s cultural heritage value or interest. They may inlcude but are not limited to archi- tectural style/design, massing/scale, composition, function, interior spatial configurations, external layouts, and location. Historic/traditional style home: broad range of styles developed in the 19th and early 20th century, each displaying very unique features. Traditional home designs are influenced by historic styles (i.e. Victorian, Colonial, Craftsman, or Neo- classical architecture). Common features among them include large/open porches with overhanging beams and rafters, dormers, and tall/pitched rooftops with one or more gables. Common materials include brick, wood, stucco, and stone. Main Front Wall: the dwelling’s primary exterior front wall, not including permitted projections or a front attached garage door. Modern/contemporary Style: variety of styles developed in the latter half of the 20th century. Their design is based on the simple/clean lines, shapes and forms, mostly related to their structure. Straight lines, big openings, bold roofs lines (flat or low-sloped) and minimum texture are often seen in this type of houses. Common materials include concrete, brick, wood, and stucco. Stable Neighbourhoods: existing, older residential neighbour- hoods where a thriving community and a distinctive built/natur- al environment coexist and depend on each other. Sympathetic: that is compatible and supportive of an specific(s) built characteristic or element. Vicinity / Surrounding Context: area near or surrounding a particular place, or that is in enough proximity to share a physical relationship. Adverse Impact: Any impairment, disruption, destruction or harmful alteration. Articulated Elevation: A building elevation (usually the front and any publicly exposed building face) whose design includes a comprehensive combination of changes in plane, projections, enhanced fenestration, highlighted entrances, complementary materials, among other architectural elements (ie. not a plain, blank, flat wall). Building Footprint: the footprint of a house is the total ground area covered by the home including garages and porches. Character: a unique combination of features (i.e. existing pattern of development, built form and streetscape design) that should be embraced and reinforced. Coexist: two or more elements /structures that harmoniously exist in the same place. Compatible: As per the OP “...development that may not ne- cessarily be the same or similar to the existing buildings in the vicinity, but, nonetheless, enhances an established community and coexists with existing development without causing any undue adverse impact on surrounding properties.” Complement: built form that responds in a respectful and thoughtful manner to its context to reinforce it and make better. Enhance: strengthen, exalt and/or further improve the qualities that contribute to the character of a place. Reinforce. Existing: found in a particular place i.e. neighbourhood, street, development pattern. As per the OP”...means lawfully in existence on the date of this Plan’s adoption, and for greater certainty does not include a use, building or structure that is in existence on that date without being lawful”. Front building face width: the width of the main front wall of a dwelling, including a front-facing attached garage. appendix: Definitions & Glossary of Terms Page 318 of 430 Page 319 of 430 Town of Aurora Urban Design Guidelines For Additions and New Buildings in Stable Neighbourhoods Town Park Neighbourhood Prepared by The Planning Partnership l October 2020 Attachment 6Page 320 of 430 this page is intentionally left blank Page 321 of 430 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood 1 Introduction 1 1.1 Purpose of the Design Guidelines 2 1.2 Design Guidelines Context 2 1.3 What are Design Guidelines 5 1.4 How will They Be Used 5 1.5 Objectives of the Design Guidelines 6 1.6 Character Attributes (general description) 8 2 Town Park Character 11 3 Urban Design Guidelines 15 3.1 Pattern of Lots 15 3.2 Streetscapes 16 3.3 Architectural Forms and Styles 20 3.4 Cultural Heritage Resources 23 4 Implementation, Monitoring & Updates 24 a Appendix: Definitions and Glossary of Terms 25 Table of Contents Page 322 of 430 Urban Design Guidelines for Additions & New Buildings • Town Park NeighbourhoodWells StreetHarrison Avenue Connaught Avenue Kennedy Street East Cousins Drive Royal Road Dunning Avenue Wenderly Drive Church Street Metcalfe Street Mosley Street Yonge StreetGurnett StreetVictoria StreetLarmont StreetBerczy StreetEdward StreetTown Park Neighbourhood (Zoning by-law boundary) Page 323 of 430 1Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Guided by the community vision articulated in the Official Plan (OP), and building on the principles of ‘compatible’ develop- ment, the objective of the Urban Design Guidelines is to provide direction for the design of future residential uses that ‘respect and reinforce’ the unique character of Aurora’s Stable Neighbourhoods. Throughout a number of Aurora’s Stable Neighbourhoods, there is a growing trend of dwellings being renovated, en- larged, or replaced by new dwellings, which are often signifi- cantly larger and conflict with the existing character of the community. Through consultation with the community and feedback from residents, the Town identified a number of concerns. It should be noted that while there were generally two perspectives expressed - with equal support by those in favour of develop- ment and those opposed to change, the following are high- lights of some of the concerns that were heard: • Compatibility of new dwellings with the existing fabric of the community, mainly with respect to built form, height, architectural style and scale; • Issues of privacy, overlook and impact on sunlight in (pri- vate) amenity areas; • Preserving the integrity of the existing landscaped pattern of front and rear yards, notably with mature trees and large front lawns; • Side yard setbacks (the open space between dwellings) which form part of the neighbourhood character; • Existing zoning provisions (R3) which do not reflect what is in the ground today, especially lot coverage; • The limit of development and siting of additions and new builds in the Greenlands System; • Calculation of gross floor area as an added restriction in the By-law and how that number was achieved; • How grade is currently measured in the By-law, and the slope of a property, affecting the character of a lot relative to the street, in particular building height; It should also be noted that there was general recognition that the each of the four Stable Neighbourhoods are: • Unique and distinct and require an appropriate and custom- ized approach; • ‘In transition’ and while stable, are not static; • Require a regulatory framework that allows for flexibility in architectural style while respecting and reinforcing the existing neighbourhood character; and, • Urban Design Guidelines are a good tool to help with ‘fit’ for new infill development; To address some of these challenges, Town Council identi- fied the need for further direction in managing the built form of these changes in four specific neighbourhoods: Aurora Heights, Regency Acres, Temperance Street and Town Park. The Stable Neighbourhoods Study and Peer Review infor- mation report, presented to Town Council January 2019, suggested a number of recommendations for strengthening the protection of Stable Neighbourhoods. The report recom- mended additional planning tools for managing character, including the preparation of amendments to the Zoning By-law (By-law Number 6190-19 enacted June 25, 2019) and Urban Design Guidelines. 1 Introduction Page 324 of 430 2 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood 1.1 Purpose of the Design Guidelines The purpose of the Urban Design Guidelines is to implement the Official Plan Vision for Stable Neighbourhoods, by identi- fying the key attributes that contribute to the character of the area and providing a framework to guide the design of addi- tions and new buildings and landscapes that: • Reconciles compatibility with diversity, while avoiding both monotony and harsh contrasts; • Respects and reinforces the existing character of the neigh- bourhood; and, • Promotes a contextual design approach that considers the adjacent and surrounding development and fosters pedes- trian scaled/oriented streetscapes, while allowing for and encouraging appropriate flexibility, innovation and diversity in design, intrinsic to evolving communities. The Urban Design Guidelines for Stable Neighbourhoods are intended to work alongside the Zoning By-law to implement the Official Plan vision for Stable Neighbourhoods, to ensure that new development is compatible with, and enhances exist- ing stable neighbourhoods. 1.2 Design Guidelines Context The Town’s Official Plan is one of the guiding documents that is used to direct and manage growth; it articulates the vision and objectives for how the community should be developed and outlines the policies for how land in the community should be used. The Official Plan is prepared with input from the public and the community and helps to ensure that future planning and development meets the specific needs of the community; it deals mainly with issues such as: • Where new housing, industry, offices and shops will be located • What services like roads, watermains, sewers, parks and schools will be needed • When, and in what order, parts of the community will grow • Community improvement initiatives The Town’s Council recognizes the importance of having a Vision to steer it through all of the many changes that are in the near and distant future and that, in order to be successful, meaningful and impactful, it must represent what the com- munity is today and what it aspires to be in the years to come. In this regard, one of the key objectives for the successful evo- lution and development of the community is ‘Ensuring Design Excellence’. Ensuring Design Excellence extends to all areas within the Town, including existing, older residential neighbourhoods. These areas are identified as ‘Stable Neighbourhoods’ in the Official Plan; this designation is intended to protect the Neigh- bourhoods from incompatible forms of development, while still permitting them to evolve and be enhanced over time. While it is recognized that Stable Neighbourhoods are places that will continue to attract new residents and evolve, the policies direct that new development is to be sympathetic to and compatible with the form and character of the area, and appropriately considers the character of the area and the surrounding neighbourhood context. Page 325 of 430 3Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Official Plan Policies that provide direction for Urban Design Guidelines include: Policy 2.1 Ensuring Design Excellence Ensure that Aurora promotes design excellence in all its land use and development decisions. High quality buildings, well-designed and functioning streetscapes, appropriate transi- tions between defined areas, integration between old and new development and connected open spaces are the elements that define a place. This Plan emphasizes the important link between managing growth, high quality design and Aurora’s continued evolution as a memorable and beautiful place. Policy 2.1.vi Protecting Stable Neighbourhoods It is the intent of this Plan to ensure that Aurora’s stable neigh- bourhoods are protected. Aurora’s existing neighbourhoods, both older and newer, are not only a defining element of Aurora’s character and urban structure, but also a tremendous asset and attractor for new residents and investment interests. This Plan seeks to ensure that the stability and vibrancy of these existing neighbourhoods is protected from the negative impacts of potential incompatible development and growth pressures. Any infill that occurs must be compatible with the established community character. Policy 8.0 Intent It is the intent of this Plan to ensure that the areas designated ‘Stable Neighbourhoods’.... are protected from incompatible forms of development and, at the same time, are permitted to evolve and be enhanced over time. All new development shall be compatible with its surrounding context and shall conform with all other applicable policies of this Plan. Policy 8.1.3: Development Policies New development and site alteration abutting existing residen- tial development shall be sympathetic to the form and charac- ter of the [sic] existing development and shall be compatible with regard to building scale and urban design. Policy 8.1.4: Design Policies a) All new development within the ‘Stable Neighbourhoods’ designation shall respect and reinforce the existing physical character and uses of the surrounding area, with particular attention to the following elements: i. the pattern of lots, streets and blocks; ii. the size and configuration of nearby lots; iii. the building type of nearby residential properties; iv. the heights and scale of nearby residential properties; v. the setback of buildings from the street; The Town of Aurora Official Plan September 27, 2010 50 vi. the pattern of rear and side-yard setbacks; and, vii. conservation and enhancement of cultural heritage resources. Policy 4.2a: New development, redevelopment, rehabilitation, and sub- division layout shall be encouraged to complement natural landscapes and grades, water courses, vegetation, heritage environments and existing or proposed adjacent buildings, through the conceptual design of buildings, their massing, siting, exterior, access and public areas. Policy 4.2c: Council shall support urban design which: • Reconciles compatibility with diversity; and, • Avoids both monotony and harsh contrasts. Policy 4.2.f: To achieve human scale, attractive and safe public environ- ments, in entryways, heritage areas, in and adjacent to streets and open spaces, the following: i. Development should encourage: • sun penetration on outdoor spaces such as sidewalks, streets, parks and court yards; • a micro climate which prevents wind tunnels and shelters against cold northerly winds; • access to historic areas by walking, cycling and transit; and, • practices that would mitigate local heat island effects such as the incorporation of green or white roofs, strategic planting of shade trees, and the use of light coloured paving materials. Page 326 of 430 4 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood viii. All new parking shall be located at the rear of buildings. In areas that have already been developed, parking in front shall be encouraged to: • be screened by landscaping; • allow for visibility of store fronts from the street by limiting the depth of front parking areas; • not create large gaps between developments; • allow for substantially uniform setbacks from the street; • minimize conflict with pedestrian circulation; and, • be coordinated with adjacent commercial developments. ix. Non-residential uses shall be screened from abutting resi- dential uses where residential uses exist or are planned and the non-residential use does not exist or requires an Official Plan Amendment. x. Unsightly site elements such as loading, parking, refuse storage areas and transformers shall be screened to ensure the amenity of adjacent areas. xi. Visual screens may consist of landscaped buffer areas with grass strips, tree(s), shrubs and or decorative screens, walls or fences, as specified in municipal standards. Such screens shall not obscure visibility or compromise the sense of safety. xii. In order to mitigate the visual impact of roof top mechanical equipment (other than solar panels), such equipment shall be: • placed in locations that eliminate their visibility; and/or, • screened by raised parapets that complement the building design, material and colour; and/or, • placed in specially designed enclosures that complement the building design, material and colour. xiii. Council may require special urban design studies for development proposals to ensure the special requirements are met at Entryway locations. ii. Facade treatment should encourage: • elements of interest such as displays; • well-designed street furniture and landscaping; • a variety of textures and colours on walls and walkways; • human scale development that ensures people at grade do not feel over-powered by the built environment; and, • open balconies on upper floors overlooking streets espe- cially in mixed use areas and residential projects. iii. Pedestrians shall be protected from inclement weather with canopies or arcades at building entrances and along store fronts. iv. Upper storeys of larger buildings may require step- backs to achieve: • human scale buildings; • vistas to heritage sites; • harmony with natural contours; and, • diversity of scales without harsh contrast and monotony. v. Landscaping and underground wiring may be required to enhance public vistas in visually significant areas. vi. Council may require utility providers to consider innovative methods of containing utility services on or within streetscape features such as entryway features, light standards, transit shelters, etc., when determining appropriate locations for larger utility equipment and/or utility clusters. vii. In older sections of the community, Council may undertake tree planting, maintenance and renewal while in new areas developers shall undertake a street tree planting programme in accordance with municipal standards. Page 327 of 430 5Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood 1.4 How will they be used? These Design Guidelines will be used to evaluate proposals for single-detached and semi-detached dwellings consisting of: - replacement dwellings or additions - new and replacement detached garages - accesory structures - additions/accesory structures equal to or over 50m2. The Design Guidelines : • Will be implemented through the Town’s Site Plan Approval process. • Are intended to provide guidance for homeowners, de- signers, architects, developers and landscape architects by outlining the framework and design principles for the site layout, massing and relationships of new and modified dwellings in the neighbourhood. • Are non-statutory statements and therefore have inherent flexibility in their interpretation and application. As a plan- ning tool, they may be changed or adjusted on a case-by- case basis. 1.3 What are Design Guidelines? The Zoning by-law addresses matters such as lot coverage, parking, setbacks and height - the ‘quantitative’ aspects of a neighbourhood’s physical form. While zoning regulates how buildings sit within a lot/block, it represents only one of the planning tools that may be used to guide and shape develop- ment. To create development that promotes ‘design excel- lence’, is ‘compatible’ with and ‘fits’ within its surrounding con- text, zoning is best used in conjunction with design guidelines. Design guidelines address the relative height, massing and ar- ticulation of elements (buildings and landscapes), their relation- ship to one another and to their surroundings - these ‘qualita- tive’ aspects of physical form work in combination with zoning parameters to lend shape and ‘character’ to a neighbourhood. These aspects are more effectively addressed through Urban Design Guidelines. Urban Design Guidelines are statements that include design guidance, criteria, standards and codes for how to shape the built environment, both the individual elements as well as how these should be spatially arranged and relate to one another. Urban Design Guidelines address diverse scales of develop- ment, from site specific to city-wide. Design Guidelines typical- ly address the design of buildings, landscape features and their organization within a defined area as well as their relationship to their surroundings - built and natural. Diagram generally illustrating the aspects of building that are addressed in the Zoning By-law. The Zoning By-law controls the use of land in terms of how it may be used, lot sizes/dimensions, where buildings and other structures can be located, the type of buildings permitted, height, parking requirements and setbacks. Diagram generally illustrating the contextual considerations for new buildings and additions addressed in Urban Design Guidelines. Urban design guidelines refine what happens inside the lot by further shaping the building(s) in relation to its context, in relation to the adjacent structures and the streetscape. Urban design considerations include elevation design, architec- tural style, use of materials, and landscape design in relation to the immediate and surrounding context. Rear Yard Setback Massing in relation to adjacent buildings Side Yard Setback Front Yard Setback Building Height Landscape /streetscape along the street Rhythm/placement of driveways along the street Building’s front-elevation as integral part of the streetscape Page 328 of 430 6 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood 1.5 Objectives of the Design Guidelines The recent development activity has posed a number of chal- lenges to maintaining the characteristics that define the Stable Neighbourhoods, including the Town Park Neighbourhood. These design guidelines work in combination with zoning standards to address the placement, scale and design of new buildings and additions relative to their surroundings and pro- vide guidance to: • promote compatible development; • enhance neighbourhood character; and, • promote good urban design and best practices. Site Local Neighbourhood Road 150mDiagrams generally illustrating the area to be considered, in relation to the scale of building proposed. When an addition to an existing building is proposed, the context area to be considered generally includes the adjacent lots indicated. When a new building (an existing dwelling is replaced by a new dwelling) is proposed, or a lot is severed, the context area to be considered generally includes the area indicated. Site Local Neighbourhood Road Page 329 of 430 7Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Neighbourhood Character Neighbourhood character refers to the “look and feel” of a place, and it considers the public and private realm components that define the area, including topography, age and style of housing, built environment, land use patterns, landscaping, street patterns, open space, natural heritage areas and streetscapes. Going beyond a categorization of the private and public realm, the character of individual properties and buildings cannot be viewed in isolation from the character of the street and surrounding context. Neighbourhoods evolve over time, the incremental / cumu- lative changes that occur are important to the continued viability and vibrancy of the area; these changes, when taken in context, help to shape the character of the neighbourhood, including the following key attributes: • Pattern of Lots; • Streetscapes; • Architectural Forms & Styles; and, • Cultural Heritage Resources. Page 330 of 430 8 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood 1.6 Character Attributes (general description) Pattern of Lots While the Zoning By-law speaks to individual lot sizes and lot frontages, urban design focuses on the combined/cumulative effect of the individual lots over a larger area, as an overall pattern. The pattern of lots is important as it informs where and how a building sits relative to the street and to one another, resulting in a rhythm of solid and void along the street as well as the proportion of building to landscape over the larger area. Streetscapes Streetscapes encompass the elements that contribute to spatially defining, articulating and animating the street environ- ment, within both the public and private domains. Streetscape design requires that these elements are considered in a comprehensive manner, including the placement of buildings and driveways, building features that face the street, the open spaces between buildings, the roof line of buildings along the street, and landscaping within the street boulevard and front yards. The illustrations below generally show these components, in plan and elevation view. Figure ground graphic reflecting the pattern of lots Streetscape elevation Streetscape Plan Page 331 of 430 9Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Architectural Forms & Styles The Zoning By-law speaks to how a building sits within a lot and a building ‘envelope’. It does not address the form and style of buildings which have a tremendous collective impact on the character of an area. While a rigorous adherence to a particular form or style is neither desirable nor realistic (even in new subdivisions), there are key elements of all building designs that can be used to ensure that different forms and styles can co-exist alongside one another in a compatible and complementary manner. This may include: front porches, windows, doors, horizontal bands, specific roof lines, etc. Cultural Heritage Resources Cultural heritage resources are important character-giving elements of our communities and where feasible, should be preserved, integrated and enhanced. At the same time, the impact of new developments on heritage buildings and the character of a street / area should be minimized. This means that new buildings in proximity to heritage buildings should be compatible in height, massing and placement on the lot and complementary in style, materials and details. Sketches of Heritage Resources From the Town of Aurora LACAC report (1985) Examples of architectural forms and styles Wellington Street East_Late 1920s; 1878 County Atlas Map Page 332 of 430 10 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Town Park road pattern Town Park streetscape Town Park lot patternWells StreetHarrison Avenue Connaught Avenue Kennedy Street East Cousins Drive Royal Road Dunning Avenue Wenderly Drive Church Street Metcalfe Street Mosley Street Yonge StreetGurnett StreetVictoria StreetLarmont StreetBerczy StreetEdward StreetWells StreetHarrison Avenue Connaught Avenue Kennedy Street East Cousins Drive Royal Road Dunning Avenue Wenderly Drive Church Street Metcalfe Street Mosley Street Yonge StreetGurnett StreetVictoria StreetLarmont StreetBerczy StreetEdward StreetPage 333 of 430 11Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Pattern of Lots In the Town Park Neighbourhood, the distinctive grid pattern of streets and blocks is grounded in the historic system of land surveying which created the orthogonal pattern of Concession Roads and Side roads and as such, is oriented along the Yonge Street and Wellington Street axes. The grid continues into the newer parts of the area, south of Metcalf Street, with only minor deviations to accommodate the water course that runs through this portion of the neigh- bourhood. Lots are relatively large and the majority are oriented in the north-south direction, resulting in most of the east-west streets having more ‘front doors’ facing onto them. Over time, existing lots have been subdivided to allow for the development smaller units, older houses have been demol- ished and replaced with newer, much larger homes which have significant integrated garages and front driveways, and new additions, sometimes larger in height and massing than the main building, have been added onto existing homes. This has the effect of altering the pattern of lots in the neighbourhood. As part of the historic core of the community, Town Park neigh- bourhood is one of the oldest neighbourhoods in Aurora. Its character is distinguished by a concentration of older homes on relatively large lots, architectural variety, prominent porches, mature tree-lined streets and significant open areas of land- scape. Many of the homes in the area are also designated and listed heritage properties. Over time, the Town Park area has continued to evolve, change and mature, with the construction of both new buildings, build- ing additions and building renovations. While the incremental pattern of development activity has resulted in a visually rich and interesting neighbourhood character, future development should ensure compatibility through the recognition and enhancement of neighbourhood character and the promotion of good urban design. For the Town Park Neighbourhood, it is recognized that its char- acter arises from a combination of the following key attributes. Streetscapes In the Town Park Neighbourhood, the streetscape environment is defined by: • Buildings that are generally 1.5 to 2.5 storeys, with most having pitched roofs. • A variation in the placement of dwellings from the street, with most in the older area located relatively close to the street. • Garages are mostly attached and recessed from the main front wall with parking pads/driveways being as wide as the garage itself. Detached garages are either located to match the dwelling’s setback or slightly recessed from it. How- ever, in the newer areas, garages tend to be integrated with the main building at the front of the house, creating greater visual impact and greater building massing along the street. • A abundance of mature of trees and landscaping. • Sidewalks on at least one side of almost all streets, and some in conjunction with a planted boulevard. 2 Town Park Character Page 334 of 430 12 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Architectural Forms and Styles As one of the oldest neighbourhoods in Aurora, the Town Park Neighbourhood is characterized by the predominance of herit- age buildings and a variety of architectural forms and styles. The area’s long history, spanning from the 1800s to today, is represented in the diversity of building styles, including Gothic, Edwardian Classic, Vernacular Homestead, Georgian and Craftsman styles of architecture that are found in the north parts of the neighbourhood, and mid-to-late 20th century houses and newer construction found in the south parts of the neighbourhood. Buildings generally face the street and provide a positive pres- ence on the public realm, including prominent front doors and porches. There is a wide range of roof forms (hip and gable) and pitches, with a steeper pitch dominating older built forms, located gen- erally to the north of the Neighbourhood. Examples of stones residence in Town Park Older historic houses are predominant in the Neighbourhood Siding, as well as brick and stone, are common materials in Town Park Page 335 of 430 13Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Edwardian Classicism Gothic Revival Vernacular Architecture Cultural Heritage Resources The majority of properties located in the north part of the Town Park are either designated or listed heritage properties under the Ontario Heritage Act. These are protected in the Official Plan to ensure that Aurora’s cultural heritage resources are conserved and enhanced to the long-term benefit of the com- munity. In particular, Policy 2.1.xi., for the Town Park North/ South Neighbourhood states that: “Promote the conservation and enhancement of Aurora’s cul- tural heritage resources. Cultural heritage resources, whether they are buildings, monuments, landscapes, archaeological sites, or districts, tell the story of a community’s evolution and provide important visual reminders that can help to define a sense of place.’ Page 336 of 430 14 Urban Design Guidelines for Additions & New Buildings • Town Park NeighbourhoodWells StreetHarrison Avenue Connaught Avenue Kennedy Street East Cousins Drive Royal Road Dunning Avenue Wenderly Drive Church Street Metcalfe Street Mosley Street Yonge StreetGurnett StreetVictoria StreetLarmont StreetBerczy StreetEdward StreetFigure ground graphic reveals generous rear setbacks and generally even rhythm of built form and void along the neighbourhood’s streetscapes, as well as tendency to keep dwellings depths consistent Page 337 of 430 15Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Design Guidelines 1 Where possible, ensure that the rhythm along the street- scapes is respected and reinforced. 2 Where possible, enhance the public domain while main- taining appropriate separation of private areas. 3 Where possible, maintain the traditional building to lot rela- tionship and encourage dwellings are in proportion to their lot sizes. 4 Maintain generous open space in the rear yard to allow for space for light, landscaping and recreational uses. 5 Ensure a measure of privacy between neighbours by provid- ing sufficient distance between the back wall of the house and the rear property line. 6 Address rear yard privacy and sunlight issues when ex- tending a home towards the rear property line or building a new dwelling by: a) Minimizing extensions beyond the adjacent dwellings rear wall. b) Keeping windows to a minimum on side elevations when the rear wall of the renovated/new dwelling extends beyond the adjacent dwelling’s wall. c) Minimizing the location of second floor balconies on rear and side elevations. d) Providing fencing that effectively screens the rear amen- ity and minimizes its exposure to/from adjacent proper- ties. 7 Provide enough distance between detached garages and the rear property line to minimize their impact on adjacent lots and allow opportunities for planting. Rear yard setbacks Provide enough distance from the garage to the rear property line Provide enough distance from the house to the rear property lineMinimize extensions beyond adjacent dwelling’s rear wall 3 Urban Design Guidelines The Zoning By-law establishes clear regulations for lot cover- age, landscaping, front/rear yard setbacks and interior/exter- ior side yard setbacks. These guidelines are not intended to duplicate the Zoning By-law, but instead, to work in conjunc- tion with the zoning standards to not only ensure ‘no adverse impact’ through quantified performance standards, but also ‘compatibility’ of development through qualitative, context related design measures. As such, the guidelines in this section are organized based upon the four key attributes that contribute to the character of the Town Park Neighbourhood. They are not intended to be detailed but rather, provide general guidance for all stable neighbourhoods. 3.1 Pattern of Lots Lot Sizes/Configurations and Rear Setbacks While lot size conditions the development possibilities in terms of building size/coverage, the way it is configured determines how the development relates to the public realm and other buildings along the street, as well as the consistency of the neighbourhood. The objectives of the Urban Design Guidelines regarding lot size and its configuration and rear setbacks are to: • Ensure compatible/similar lot sizes that enhance the rhythm along the streetscapes; • Ensure lot configuration that reflect those of properties close by while achieving the desire relationship between the dwelling and the streetscape. • Generally maintain the traditional range of building to lot relationship; • Ensure that dwellings are in proportion to their lot sizes; • Maintain the level of openness in the rear yard; and, • Allow a measure of privacy between neighbours by provid- ing space for light, landscaping and recreational uses. Page 338 of 430 16 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Front setback approaches Front setback reflects that of adjacent units Front setback is the average of that of adjacent units NewNew Generally consistent spacing between buildings Design Guidelines Between Buildings and the Street 8 Reflect the front setback of adjacent dwellings; when substantially different, ensure the new dwelling’s setback is equal to the average distance of those on either side of it. 9 Encourage a pedestrian oriented streetscape by placing new units close to the street edge/property line. 10 Provide side yard setbacks that reflect those of adjacent homes, or are the average distance of those on either side of the development, in accordance with existing zoning standards, to a minimum of 1.5 metres and 3.0m beyond the main rear wall of adjacent dwellings. Design Guidelines Between Buildings 11 Maintain consistent spacing between dwellings. 12 Maintain a consistent ‘street wall’. 13 Provide space for light and landscaping between neigh- bours. 14 Protect the privacy between units by minimizing the num- ber of windows on side elevations. 3.2 Streetscapes The form (height, scale and massing) and placement (setbacks) of buildings in relation to the street and to adjacent develop- ments are important considerations that define streetscapes. The height, scale, massing and placement of buildings are important to creating the ‘street wall’ and framing the street- scape. Front Yard and Side Yard Setbacks The relationship between buildings through placement on the lot is important to ensure a consistent neighbourhood ‘feel’, and defines/frames the street while impacting the sense of openness and enclosure. The positioning of houses on their lots contribute significantly to the streetscapes and the charac- ter of the Town Park Neighbourhood. The Zoning By-law establishes clear regulations for front yard setbacks and interior/exterior side yard setbacks. The object- ives of the Design Guidelines in directing the relationship of the building to the side lot lines are to: • Maintain a consistent spacing between dwellings, and • Allow a measure of privacy between neighbours by provid- ing space for light and landscaping. Page 339 of 430 17Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Approach to height and scale including transition Maximum 1.5 storeys difference between adjacent dwellings Consistent height Appropriate transition to lower dwellings Articulated 2.5 storey buildings frame the street in a consistent manner Proper transition from 2 .5 to 3 storey buildings Building Height and Scale Buildings in Town Park range from 1.5 to 2.5 storeys, with an eclectic mix of architectural styles ranging from 1800s to 20th century homes. For the purposes of these guidelines, a storey shall be defined as one level of habitable living space. The objectives of the Design Guidelines in directing the rela- tionship of the building scale along the street are to: • Ensure a scale, massing, roof line and building orientation that is commonly found in the neighbourhood; • Ensure a sensitive transition to adjacent residential dwell- ings; and, • Promote more pedestrian-scaled streets. Design Guidelines for Framing the Street 15 On blocks where single storey or 1.5 storey homes are pre- dominant, second storey additions or new 2 storey homes may require particular attention to ensure sensitive transi- tions to adjacent properties. 16 Where possible, maintain the existing lot grading and the neighbourhood’s characteristic first floor height. 17 Design to reflect the massing of the surrounding built form context for those elevations exposed to the public and pro- vide any additional massing away from them. 18 Provide appropriate transition to/from existing adjacent buildings and ensure no new building is more than 1.5 stor- eys or 4.5m higher/lower than the adjacent dwellings. 19 Favour traditional architectural styles and ensure modern ones complement the surrounding dwellings. 20 Encourage roof lines with steeper pitches and articulated roof lines to reflect those of existing dwellings in the neigh- bourhood. 21 Discourage flat rooftops. Page 340 of 430 18 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Garage & Driveway Width and Location Garages and driveways should be located and sized based on the established pattern of the neighbourhood. In Town Park garages are mostly attached and recessed from the main front wall with parking pads/driveways being as wide as the garage itself. Detached garages are either located to match the dwell- ing’s setback or slightly recessed from it. The objectives of the Design Guidelines in directing the width and location of garages and driveways along the street are to: • Ensure that garage doors do not dominate the front facade of the house; • Minimize the garage and driveway presence on the street- scape; and, • Maintain a consistent garage type and driveway width along the street. attached/ integrated front garage attached recessed garage detached recessed garage (front) detached recessed garage (rear) Design Guidelines for Driveways and Garages 22 For attached garages/carports, de-emphasize their visual impact on the streetscape by: a) Integrating the attached garage/carport into the massing and design of the dwelling. b) Recessing them from the main front wall and avoid projecting it beyond the main front wall of the adjacent dwellings. c) Considering the attached garages include a second stor- ey over the garage, where height limitations permit. d) Designing the roof line of the attached garage/carport to be compatible with and complement the roof line of the dwelling. e) Integrating garage doors into the dwelling’s façade design. f) Ensuring that garage doors do not dominate the front facade of the house. 23 Encourage a consistent garage type and location along the street. 24 Encourage narrow driveways and ensure their widths do not substantially exceed the garage/carport width. 25 Encourage rear detached garages. 26 Where detached garages are proposed, locate them recessed from the dwelling’s main front wall, and design them to reflect and complement the materials and character of the house. 27 Ensure the size of the garage is compatible with the size of the lot/dwelling; a) Front-facing attached garages should not take up more than 50% of the width of the main front wall of the dwelling. b) A maximum of a 2-car garage is considered appropriate for this neighbourhood. Example of appropriate garage configurations that support the neighbourhood’s character and a pedestrian-oriented public realm attached recessed garage covers maximum 50% of main front wall Page 341 of 430 19Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Landscape Treatment Front yards in Town Park are varied with most of the dwellings having modest front yards with a combination of grassed areas and low landscape elements along entry features. Mature trees are common in the landscape. The objectives of the Design Guidelines with respect to land- scape are to: • Maintain the green landscape character of the neighbourhood; • Plan for the urban canopy; • Screen views to rear yard parking; and, • Preserve mature trees. Design Guidelines for Landscape Treatment 28 Protect mature trees and encourage planting of new trees to enhance the urban canopy and create tree-lined streets. 29 Enhance the bio-resiliency of the area through planting of native, non-invasive trees and shrubs. 30 Minimize hard surface landscaping/pavement in front yards and consider them for walkways and driveways only. 31 Encourage permeable paving for new walkways and driveways to reduce run-off to storm sewers and soften the streetscape appearance. 32 Provide a walkway from the front door to the sidewalk or to the driveway in the absence of a sidewalk. 33 Provide landscaping in front of blank walls. 34 Encourage front yard hedges do not exceed 1.2m in height, to allow for “eyes to the street” and avoid blocked views from/to dwellings. 35 Avoid privacy fencing at the front of the house; if con- sidered, privacy fencing should not extend beyond the main front wall of the dwelling. 36 Favour corner lot fencing materials that complement the dwelling’s character as well as that of the surrounding neighbourhood; 37 Encourage the use of natural stone finishes for paving and landscape walls. Enhanced front yard landscape animates the street edge Landscape incorporates mature tree and lower plantings addressing entrance Simple front yard landscape includes mature tree and a walkway connecting the entrance to the sidewalk Page 342 of 430 20 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood • Promote “eyes on the street” and a strong presence of the main elevation on the street; • Ensure that the prominence of house front entrance and the proportion of glazing are maintained and consistent with the surrounding neighbourhood; and, • Ensure the entrance remain the main feature of the house and is oriented to and clearly visible from the street. Design Guidelines 38 Design dwellings to have articulated elevations, especially those exposed to streets and/or open spaces. Articulated elevations might include changes in plane, projections, en- hanced fenestration, highlighted entrances, complementary materials, among other architectural elements. 39 Avoid blank walls facing the public realm (i.e. streets and open spaces) 40 Incorporate the vertical and horizontal proportions, rhythm and elevation design elements of surrounding dwellings including fenestration, lintels, sills, cornice and roof lines. 41 Ensure traditional architectural styles are properly exe- cuted and reflect their fundamental attributes. When not expressed / executed properly, these styles detract from the overall quality of the neighbourhood and can result in a hodge/podge of disparate design elements. 42 Consider contemporary architectural styles and ensure they reflect the proportions and fenestration of surrounding dwellings. 3.3 Architectural Forms and Styles Front Elevation Treatment The character of a neighbourhood is not static but rather, evolving and maturing with each home that is built or added onto. This creates a variety of styles, design expressions and materials that, layered over time, enhances and contributes to the character of a neighbourhood. This is most apparent along the streetscape. The main front wall of a dwelling has an important role in defining and framing the streetscape. Its design / articulation is equally important to animating the street, and to establishing a positive connection to the broader neighbourhood. Although a neighbourhood with an eclectic character, dwellings in Town Park generally have prominent entries with significant front porches or projected walls that include entrance features. Entrances generally step down to a front walkway and/or drive- way. Windows vary in size and proportions but are generally aligned vertically to one another or to entrances. The objectives of the Design Guidelines in directing the relationship of the building front elevation and entrance to the street are to: • Encourage a variety of architectural forms and styles that reflect the evolution of the neighbourhood while enhancing its character. The design of new dwelling reflects the proportions of those adjacent to it Overall height and horizontal composition (base, mid- dle and top), including consistent ground floor height Vertical breaks and changes in plane Architectural details including windows (proportions and scale) Page 343 of 430 21Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood 43 Consider keeping entry steps to a maximum of 4 and ensure they lead to a significant porch/entrance element/ portico. 44 Design entrances to be consistent with the height and rela- tionship to the street of adjacent dwellings. 45 Ensure front doors are prominent, clearly visible and ap- proachable from the street via a walkway or driveway. 46 Encourage entrance features to be located at the front wall and highlight their prominence through articulated architec- tural elements. 47 Discourage side entrances. If they are considered, highlight their presence through massing and architectural gestures that provide a “public face” (e.g. wrapping porches/stoops and articulated elements) and provide a clear connection to the sidewalk or driveway. 48 Encourage weather protection elements at the main en- trance and design them to complement the overall design of the dwelling. 49 Avoid metallic - cottage style awnings attached to main front wall. 50 For new homes or additions to existing ones located where there is a dominant pattern of existing front porches, incor- porate similar elements into the design and encourage they are consistent in size and style with those in the surround- ing neighbourhood. 51 If appropriate, consider porches that are as wide as the main front wall but ensure steps are only slightly wider than the entrance doors. 52 Design porch roof to complement the roof lines and propor- tions of the dwelling. 53 Provide enough glazing in the main elevation(s) through windows that complement the proportions and style of the dwelling, and those of adjacent dwellings. 54 Ensure corner units to display equal design quality on both elevations visible from the street and consider: a) Locating the main entrance at the exterior side wall. b) Incorporating wrap-around porches and corner features where appropriate. Corner unit with consistent elevation treatment on both sides framing the street Articulated elevation with changes in plane and pitched roof lines Entries are prominent with large porches Page 344 of 430 22 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Design Guidelines 55 Encourage a variety of coordinated materials that enhance and complement both the surrounding neighbourhood as well as the design style of the building.This may include more contemporary materials such as metal and concrete, in combination with brick, stone and wood. 56 Promote the use of high quality materials. The following are recommended as primary building materials in the Town Park Neighbourhood: a) Brick. b) Wood clapboard (siding) or wood batten. 57 Discourage the use of stone and stucco or its equivalent as main materials, and consider their use as secondary or accent materials only. 58 Consider natural finishes. 59 Provide colour palettes that take their cues from the built form on surrounding streets and/or are compatible with it. 60 Favour dark and buff brick and a variety of colours/tones for wood clapboard/batten. Avoid bright palettes. 61 Consider metallic railings and window frames as well as painted wood for porches, porch railings, bay window sur- rounds and shutters. 62 Consider cedar and asphalt shingles on roofs. 63 For additions or renovations to an existing building, incor- porate materials and colours that are consistent with and complement the main building. Building Materials The variety of building materials contributes to the interest along the street and to the varied architectural character of the neighbourhood. There should be no strict imposition of material palettes. How- ever, broad categories of building appearances are identified and described which provide sufficient flexibility to accommo- date variety, while ensuring that no jarring interventions will be inserted to interrupt the visual harmony of a neighbourhood. The objectives of the Design Guidelines for renovations, addi- tions and new construction are to: • Ensure high quality materials are used; • Preserve the variety of design, colour and building materials within a range that enhances the character of the neigh- bourhood; and, • Ensure that while buildings will inevitably change over time, they will maintain the cohesive visual character of the street. Wood clapboard in lighter tones is characteristic of the neighbourhoodBrick as main and accent material Page 345 of 430 23Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood 3.4 Cultural Heritage Resources The objectives of the Design Guidelines with respect to Cultural Heritage Resources are: • Preserve and highlight valuable Heritage Buildings in the area • Ensure the design of new dwellings and ancillary struc- tures enhances and highlights existing Heritage Buildings through appropriate placement, scale/massing and facade and streetscape treatments Design Guidelines 64 Place additions to heritage buildings on the rear or side, recessed from the main front wall of the heritage building. 65 Locate new garages to the rear or setback on the side of the heritage building, and design them to complement it. 66 Ensure appropriate integration of heritage buildings into new developments on the same site by providing: a) The new structure’s main wall or that of ancillary build- ings is setback from that of the heritage building b) The height of the new structure is maximum 1 storey greater than the heritage building (or 3.5m measured to the top of the new structure’s roof.) c) The proportions and palette of materials/colours of the new structure reflect and complement those of the Heritage Building. d) The new structure is physically and visually compatible with, subordinate to, and distinguishable from the herit- age building. e) No heritage attribute of the heritage building is concealed by the new structure (i.e. the heritage attributes identi- fied in the designation by-law should remain visible from the street). f) No addition or new construction will negatively impact the heritage building if removed in the future. 67 Design new buildings to minimize their impact on heritage buildings on adjacent lots and to acknowledge/highlight them by ensuring: a) The new building setback is equal to that of the heritage building, or is the average distance between the setbacks of the buildings on either side of the new development. b) The height of the new dwelling is equal to or maximum 1.5 storeys or 4.5m taller than that of the Heritage Build- ing. 68 Avoid recreating historical architectural styles. 69 Reflect the rhythm of the horizontal and vertical architectural elements of the adjacent or on-site heritage building in the design of new dwellings/structures/additions. 70 Provide the finished first floor height of any new dwelling/ structure/addition is consistent with the finished first floor height of adjacent or on-site heritage buildings. 71 Design new elevations to reflect the heritage building’s proportions of glazing vs. solid, and those of windows and doors (width and height). 72 Reflect the design and proportions of the landscape treat- ment of adjacent heritage properties. 73 When considered, contemporary designs shall respond to / reflect key elements of the adjacent heritage buildings, including for examples: a) Its scale, massing and overall proportions. b) The arrangement and proportions of its elevation ele- ments (horizontal and vertical articulation, rhythm of windows). c) Its materials and colours. Extension to the back reflects scale and architectural proportions/details of original structure Page 346 of 430 24 Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Residential Zones R3-SN (497) R7-SN (497) R3-SN (498) R3-SN (499) New BuildingBuilding Addition (equal to or greater than 50m2)Planning & Development Services‘Basic’ Site Plan Process & Urban Design Review • Site Design (grading, servicing, lot coverage and configuration, setbacks, garage and driveway width and location) • Urban Design Guidelines • Zoning • Building Design (building height and massing,architectural design, front elevation treatment, building materials, heritage resources) • Major alterations to existing heritage buildings need to obtain a Heritage Permit through the review and approval by Council prior to the issuance of site plan approval. • Refer to Site Plan Application Guide Site Plan Approval Building Permit Building Division • Ontario Building Code • Refer to Building Permit Application Guide or + 4 Implementation, Monitoring & Updates Page 347 of 430 25Urban Design Guidelines for Additions & New Buildings • Town Park Neighbourhood Front-facing attached garage: a garage that is built into the front structure of a dwelling, with a garage door that faces and is accessed from the street. Heritage Attribute: attributes of the property, buildings and structures that contribute to the property’s cultural heritage value or interest. They may inlcude but are not limited to archi- tectural style/design, massing/scale, composition, function, interior spatial configurations, external layouts, and location. Historic/traditional style home: broad range of styles developed in the 19th and early 20th century, each displaying very unique features. Traditional home designs are influenced by historic styles (i.e. Victorian, Colonial, Craftsman, or Neo- classical architecture). Common features among them include large/open porches with overhanging beams and rafters, dormers, and tall/pitched rooftops with one or more gables. Common materials include brick, wood, stucco, and stone. Main Front Wall: the dwelling’s primary exterior front wall, not including permitted projections or a front attached garage door. Modern/contemporary Style: variety of styles developed in the latter half of the 20th century. Their design is based on the simple/clean lines, shapes and forms, mostly related to their structure. Straight lines, big openings, bold roofs lines (flat or low-sloped) and minimum texture are often seen in this type of houses. Common materials include concrete, brick, wood, and stucco. Stable Neighbourhoods: existing, older residential neighbour- hoods where a thriving community and a distinctive built/natur- al environment coexist and depend on each other. Sympathetic: that is compatible and supportive of an specific(s) built characteristic or element. Vicinity / Surrounding Context: area near or surrounding a particular place, or that is in enough proximity to share a physical relationship. Adverse Impact: Any impairment, disruption, destruction or harmful alteration. Articulated Elevation: A building elevation (usually the front and any publicly exposed building face) whose design includes a comprehensive combination of changes in plane, projections, enhanced fenestration, highlighted entrances, complementary materials, among other architectural elements (ie. not a plain, blank, flat wall). Building Footprint: the footprint of a house is the total ground area covered by the home including garages and porches. Character: a unique combination of features (i.e. existing pattern of development, built form and streetscape design) that should be embraced and reinforced. Coexist: two or more elements /structures that harmoniously exist in the same place. Compatible: As per the OP “...development that may not ne- cessarily be the same or similar to the existing buildings in the vicinity, but, nonetheless, enhances an established community and coexists with existing development without causing any undue adverse impact on surrounding properties.” Complement: built form that responds in a respectful and thoughtful manner to its context to reinforce it and make better. Enhance: strengthen, exalt and/or further improve the qualities that contribute to the character of a place. Reinforce. Existing: found in a particular place i.e. neighbourhood, street, development pattern. As per the OP”...means lawfully in existence on the date of this Plan’s adoption, and for greater certainty does not include a use, building or structure that is in existence on that date without being lawful”. Front building face width: the width of the main front wall of a dwelling, including a front-facing attached garage. appendix: Definitions & Glossary of Terms Page 348 of 430 Page 349 of 430 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CMS20-025 ______________________________________________________________________ Subject: Aquatic Feasibility Study - Update Prepared by: Lisa Warth, Manager, Recreation Department: Community Services Date: November 3, 2020 ______________________________________________________________________ Recommendation 1. That Report No. CMS20-025 be received. Executive Summary The Aquatic Feasibility Study (“the study”) developed by Isaac Sports Group LLC (“ISG”), is now complete. This report provides findings on the community survey along with next steps in determining what type of aquatic facility could be considered.  A summary of the results from an online aquatic feasibility survey and the community presentations reveals strong support for a new aquatic facility  Next Steps include further discussion on Sport Tourism in the Town of Aurora Background The Aquatic Feasibility Study was awarded to and has been completed by Isaac Sports Group. Stuart Isaac presented an overview of the feasibility study to Council on July 7, 2020 and reviewed several options and high level costing (both capital and operating) to build a new aquatic facility in the Town of Aurora, either as an addition to the SARC or a standalone facility. At that time it was noted that additional community consultation (presentation and survey) would be completed before staff return to Council with an update. Page 350 of 430 November 3, 2020 2 of 6 Report No. CMS20-025 Analysis A summary of the results from an online aquatic feasibility survey and the community presentations reveals strong support for a new aquatic facility An online survey was posted from September 14 to October 2 at engageaurora.ca, the Town’s online community engagement site. There were 109 responses to the survey and highlights include:  88% of survey respondents were Aurora residents  In response to “how many times per month do you or member of household use a Town of Aurora pool”, responses ranged from 0-20.  43% of respondents indicated they use aquatic facilities outside of Aurora. When asked which pools they use, 30% of respondents indicated they use pools in the Town of Newmarket. When asked where and why other pools are used, responses included: o Private pools (for lessons and leisure) o Other municipal outdoor pools o Other municipal indoor pools o Hotel swimming pools o Training facilities such as the Markham Pan Am Centre and the Toronto Pan Am pool  When asked, on a scale of 1-5, with 5 being most important, how important are aquatic facilities to your household, 80% responded that aquatic facilities are very important.  When asked about the current level of satisfaction with current Town of Aurora aquatic facilities, the answers were as follows: o 11% indicated they were very satisfied o 24% indicated they were satisfied o 52% indicated they were somewhat satisfied o 13% indicated they were unsatisfied  When asked to what degree do you oppose or support the Town of Aurora developing new aquatics facilities, respondents answered as follows: o 66% said they strongly support new aquatic facilities o 25% responded they support new aquatic facilities o 6% responded they oppose new aquatic facilities o 3% indicated they were strongly opposed. Page 351 of 430 November 3, 2020 3 of 6 Report No. CMS20-025  When asked to what degree respondents supported or opposed an increase in user fees to support the operation a new aquatic facility, the answers were as follows: o 31% strongly support an increase in user fees o 46% support an increase in user fees o 15% oppose an increase in user fees o 8% strongly oppose an increase in user fees  When asked what type of facility respondents feel would best serve the community, the answers were as follows:’ o 56% answered a 50 metre competition pool o 18% answered a 50 metre training pool o 20% answered a 25 metre pool o 6% answered no new facility  When asked about the importance of the economic spinoff that a 50 metre event pool could bring to the Town, answers were as follows: o 58% responded very important o 24% responded somewhat important o 10% responded not very important o 4% responded unimportant o 3% responded very unimportant o 1% had no opinion In addition to the survey, two community presentations were held on August 20, 2020. These sessions were held virtually via Zoom and 48 people attended between the 2 sessions. The presentation was lead by the consultant, Stuart Isaac and included an overview of the Feasibility study, including the various options of aquatic facilities, programming and operation, and capital and operating costs. Feedback from these presentations were positive, with several participants indicating support for a new aquatic facility. Comments included questions about the location of a new facility and suggestions for specific design elements (such as washrooms on deck). Previous to this, several other consultations took place as outlined in the July 7, 2020 General Committee report. Next Steps include further discussion on Sport Tourism in the Town of Aurora In order to determine the size and type of aquatic facility to build and operate, the Town needs to have further discussion on Sport Tourism in general. With other sport and Page 352 of 430 November 3, 2020 4 of 6 Report No. CMS20-025 recreation facilities currently under consideration including a gymnasium addition to the SARC and sports field development, the Town needs to determine which facilities to invest in, to drive sport tourism. Investment in sport facilities will also require Council to make a decision on service levels and affordability. The size and type of future facilities will depend on the Town’s desire to further Sport Tourism. A 50 metre pool is not required, nor sustainable for only community use (ie: learn to swim, leisure swims, water sports, aquatic exercise, training etc.). A 50 metre pool would only be built if Council wanted to provide a facility for elite athlete training, and hosting high level competitions along with some community use. The Town will not be successful in the sport tourism realm without suitable facilities. Additionally, the Town may want to explore potential partnerships for the construction and operation of any facility capable of hosting high level sporting events as there will be a Regional benefit to having these facilities. 14 letters of support have been received with respect to a 50 metre competition pool. These letters have been received from national and provincial aquatic organizations, several regional and local aquatic user groups and high school swim teams. The location of any new facility will also need to be considered, as the Town’s land inventory is dwindling, and options to purchase new land are also limited. The Aquatic Feasibility Study states that as an addition to the SARC, 2.25 acres of land are needed for 25 metre pool and 4.25 acres are needed for a 50 metre event pool and as a standalone facility, 4 acres are needed for a 25 metre pool and 6.5 acres are needed for a 50 metre facility. Both the Sport Plan and the Economic Development Strategy address the development of a Sport Tourism strategy. This will have to include the proper facilities and other amenities to host large scale national and international events. It may be useful for Council to participate in a workshop where the benefits and risks of Sport Tourism and investments in facilities can be further explored. Advisory Committee Review Staff attended both the June 20 and October 10, 2019 meetings of the Community Advisory Committee along with the consultant at the June 20, 2019 meeting. Discussion and feedback was received on various topics including potential locations for a new facility, green technologies and efficiencies for any new operating plants. Page 353 of 430 November 3, 2020 5 of 6 Report No. CMS20-025 Legal Considerations None Financial Implications This report does not result in any financial implications for the Town. Another important next step in the Town’s exploration of a new aquatics facility will be its development of a funding strategy for this project. This project may be eligible for grants such as the Investing in Canada Infrastructure Program, however projects need to be at a “shovel ready” stage. Communications Considerations As discussions on Sports Tourism and about a potential new aquatic facility take shape, the community will be informed through various means as appropriate to the situation. Where engagement is required, Communications will organize for appropriate engagement solutions, and will share information as the process unfolds. Link to Strategic Plan This project supports Objectives #4 – Encouraging an active and healthy lifestyle under the Community pillar of the strategic plan. Alternative(s) to the Recommendation Not applicable Conclusions The survey results indicate that respondents are in favour of building and operating a new aquatic facility, even if it results in small tax levy increase. Survey results also indicate that only 35% of respondents were either very satisfied or satisfied with the current facilities, indicating a desire for a new facility. Page 354 of 430 November 3, 2020 6 of 6 Report No. CMS20-025 The Aquatic Feasibility Study and the Parks and Recreation Master Plan indicates that at minimum, an additional 25 metre pool is needed for the Town of Aurora to meet the current and future demands of the Aurora community. Council will need to make a decision on the level of service and investment they are willing to make with respect to a new aquatic facility. A 25 metre pool will serve the needs of the immediate community but limits the economic impacts and benefits a larger, competition pool would provide. A Council workshop on Sport Tourism would be a useful exercise to assist Council in making these decisions and could be scheduled in early 2021. Attachments None Previous Reports CMS20-016 – Aquatics Feasibility Study – July 7, 2020 Pre-submission Review Agenda Management Team review on October 15, 2020 Approvals Approved by Robin McDougall, Director, Community Services Approved by Doug Nadorozny, Chief Administrative Officer Page 355 of 430 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS20-067 ______________________________________________________________________ Subject: Applications for Official Plan Amendment and Zoning By-law Amendment 1623 Wellington Street Developments Limited 1623 Wellington Street East Concession 3, Part Lot 20 File Numbers: OPA-2020-02 and ZBA-2020-02 Related File Numbers: SP-2018-05 and C-2020-01 Prepared by: Matthew Peverini, Planner Department: Planning and Development Services Date: November 3, 2020 ______________________________________________________________________ Recommendation 1. That Report No. PDS20-067 be received; 2. That Official Plan Amendment application OPA-2020-02 be approved to: a. Amend Schedule ‘AA’ of OPA 30 and revise Schedule ‘H’ of the Town of Aurora Official Plan in accordance with Figures 6 and 7 attached to this report, respectively. b. Revise the policies of Section 3.5.3 of OPA 30, and Section 16.36 of the Town’s Official Plan in accordance with the proposed changes as listed in Appendix ‘B’ to this report; 3. That Zoning By-law Amendment application ZBA-2020-02 be approved to rezone the subject lands from “Business Park (E-BP) Zone”, “Business Park [E-BP(398)] Exception 398 Zone” and “Holding Provision Business Park [(H)E-BP(398)] Exception 398 Zone”, to “Business Park [E-BP(XX)] Exception XX Zone”; and, 4. That the implementing Official Plan and Zoning By-law Amendments be brought forward to a future Council Meeting for adoption. Page 356 of 430 November 3, 2020 2 of 17 Report No. PDS20-067 Executive Summary This report seeks Council’s approval for Official Plan and Zoning By-law Amendment applications for 1623 Wellington Street East to add additional commercial and related employment uses for the subject lands.  The Official Plan Amendment application proposes to re-designate the subject lands, add new uses, and amend site-specific policies;  The applicant is proposing to amend Section 3.5 of OPA 30 and Section 16.36 of the Town’s Official Plan to add “Motor Vehicle Sales Establishment” and “Commercial Self-Storage Facility” as standalone permitted uses on a portion of the subject lands;  The Zoning By-law Amendment application proposes to rezone the subject lands to provide for additional permitted uses, revised parking rates, phasing provisions, and other site-specific provisions;  The proposed applications are consistent with the Provincial Policy Statement, A Place to Grow: Growth Plan for the Greater Golden Horseshoe, and OPA 48 and the Oak Ridges Moraine Conservation Plan;  The proposed applications conform to the Lake Simcoe Protection Plan, and York Region Official Plan;  A site-specific parking standard is proposed for the Commercial Self-Storage Facility; and,  The proposed applications were circulated to all internal and external agencies for review and comments. All circulated agencies are satisfied with the revisions and have no objections to the approval of the amendments. Background Application History The planning applications for Official Plan and Zoning By-law Amendment were deemed complete on February 19, 2020. A Statutory Public Planning Meeting was held on June Page 357 of 430 November 3, 2020 3 of 17 Report No. PDS20-067 9, 2020, and at this meeting, Council passed a resolution referring the applications back to Staff to address comments presented at the meeting, and to report back to General Committee. Minutes of the Public Planning Meeting are attached as Appendix ‘A’. A detailed history of previous planning applications for the subject lands is presented in Public Planning Report PDS20-040, dated June 9, 2020. Location / Land Use The subject lands are municipally known as 1623 Wellington Street East, and are located on the south side of Wellington Street East, west of Highway 404 (Figure 1). The subject lands are irregular in shape with an approximate area of 13.07 hectares (32.30 acres), and front Wellington Street East and Highway 404. Access is provided by a curb-cut located at the signalized intersection of Wellington Street East and First Commerce Drive. The subject lands are currently vacant, with a relatively flat topography, and vegetation along the southern lot line. Surrounding Land Uses The surrounding land uses are as follows: North: Wellington Street East and a Regional Commercial Centre; South: Business Park; East: Highway 404; and, West: a gas bar and undeveloped employment lands. Policy Context Provincial Policies All development applications shall have regard for the Provincial Policy Statement (PPS), which provides policy direction on matters of Provincial interest. These policies support the development of strong communities through the promotion of efficient land use and development patterns. A Place to Grow: Growth Plan for the Greater Golden Horseshoe (The Growth Plan) is a guiding document for growth management within the Greater Golden Horseshoe Area. The Growth Plan provides a framework which guides land-use planning. Page 358 of 430 November 3, 2020 4 of 17 Report No. PDS20-067 The Lake Simcoe Protection Plan (LSPP) provides policies which address aquatic life, water quality and quantity, shorelines and natural heritage, other threats and activities (invasive species, climate change and recreational activities) and implementation. The Oak Ridges Moraine Conservation Plan (ORMCP) provides land use and resource management planning direction on how to protect the Moraine’s ecological and hydrological features and functions. Official Plan Amendment No. 48 (OPA 48) was adopted by Council in October, 2003 to bring the Town’s Official Plan into conformity with the ORMCP. A small portion at the southeast limits of the subject lands are located within the “Settlement Area” of the Oak Ridges Moraine. York Region Official Plan (YROP) The YROP designates the subject lands as “Urban Area”. The planning vision for the Urban Area is to strategically focus growth while conserving resources; and to create sustainable, lively communities. A primary goal of the YROP is to enhance the Region’s urban structure through city building, intensification and compact, complete vibrant communities. The subject lands are not located within a Wellhead Protection Area. The Region has granted the applicant’s request for exemption from Regional approval for the proposed Official Plan Amendment application. Bayview Northeast Area 2B Secondary Plan (OPA 30) The subject lands are designated “Business Park” and “Business Park – Special Policy Area 1” by OPA 30, as amended by OPA 76 (see Figure 2). The Business Park designation provides opportunities for a range of high quality employment uses and several supporting commercial and community facilities geared towards satisfying the needs of residents, businesses and employees within the Town and Region. The “Business Park – Special Policy Area 1” designation allows for an expanded range of commercial retail uses as principal uses, in addition to Business Park uses. Site- specific policies for this designation are implemented through Section 3.5.3 of OPA 30 (and Section 16.36 of the Town’s Official Plan). Page 359 of 430 November 3, 2020 5 of 17 Report No. PDS20-067 Town of Aurora Official Plan Schedule ‘A’ – Structure Plan of the Town’s Official Plan, identifies that the subject lands are part of the Bayview Northeast Area 2B Secondary Plan (OPA 30). Schedule ‘H’ – Site Specific Policy Areas, identifies that a portion of the subject lands are subject to “Site Specific Policy Area 36” (SSPA 36) (Figure 3). SSPA 36 details the policies of the “Business Park – Special Policy Area 1” designation of OPA 30. Schedule ‘K’ – Trail Network Concept identifies a Future Trail Route along the eastern boundary of the subject lands in accordance with the Town’s Trails Master Plan. Section 10.3.1(f) of the Town’s Official Plan prescribes that new development in Employment Areas shall achieve an average minimum density of 40 jobs per hectare in the developable area. Business Park uses within OPA 30 contribute to the “Employment Areas” referenced in this section of the Official Plan. Zoning By-law 6000-17, as amended The subject lands are zoned “Business Park (E-BP) Zone”, “Business Park [E-BP(398)] Exception 398 Zone” and “Holding Provision Business Park [(H)E-BP(398)] Exception 398 Zone” by Zoning By-law 6000-17, as amended (Figure 4). The in force zoning for the subject lands do not permit the proposed uses and site-specific regulations. Therefore a Zoning By-law Amendment application is required. Reports and Studies Reports and Studies submitted as part of a complete application are listed in Planning and Development Services Report No. PDS20-040. Proposed Applications The development concept for the subject lands consists of a campus-like setting that includes commercial retail, motor vehicle sales establishment, commercial self-storage, and office uses (see Figure 5). Page 360 of 430 November 3, 2020 6 of 17 Report No. PDS20-067 The Official Plan Amendment application proposes to re-designate the subject lands, add new uses, and amend site-specific policies The applicant is proposing to re-designate the subject lands from “Business Park” and “Business Park – Special Policy Area 1” to “Business Park – Special Policy Area 1” in its entirety. Amendments to Schedule ‘AA’ of OPA 30 (Figure 6), and Schedule ‘H’ of the Town of Aurora Official Plan (Figure 7) are required, and an overlay to the Schedules will identify four areas (‘A’, ‘B’, ‘C’, and ‘D’) to further regulate land use (Figure 8). The applicant is also proposing to amend Section 3.5.3 of OPA 30 and Section 16.36 of the Town’s Official Plan to add “Motor Vehicle Sales Establishment” and “Commercial Self-Storage Facility” as standalone uses on a portion of the subject lands. Site-specific policies will permit a maximum of two Motor Vehicle Sales Establishment uses and limit their location within areas ‘A’ and/or ‘B’, while the Commercial Self-Storage Facility will be limited to Area ‘C’ (see Figure 8). Additionally, the Owner is proposing to delete the site-specific policy that restricts individual commercial retail units to a maximum GFA. Further to the above noted amendments, technical amendments such as renumbering and rewording of site-specific policies, will be required. A comparison of the existing Official Plan polices to the proposed policies is included as Appendix B to this report. The Zoning By-law Amendment application proposes to rezone the subject lands. The proposed zoning encompasses additional uses, revised parking rates, phasing provisions, and other site-specific provisions As shown on Figure 9, the applicant proposes to rezone the subject lands from E- BP(398), (H)E-BP(398) and E-BP to a “Business Park E-BP(XX) Exception Zone”. A table comparing the Existing E-BP and E-BP(398) Zones to the proposed E-BP(XX) zone can be found in Appendix C. In summary, this exception zone will:  Include a figure overlay which identifies four different “Areas” that align with the proposed Official Plan Amendment;  Allow “Motor Vehicle Sales Establishment” and “Commercial Self-Storage Facility” as standalone uses on a portion of the subject lands; o A maximum of two Motor Vehicle Sales Establishments will be permitted on the subject lands, and only within Areas ‘A’ and ‘B’; Page 361 of 430 November 3, 2020 7 of 17 Report No. PDS20-067  If located within Area ‘A’, a maximum of 30% of the GLFA of the dealership shall be counted towards the overall maximum GLFA cap for all retail and commercial uses on the subject lands;  If located within Area ‘B’, the GLFA shall be excluded from the overall maximum GLFA cap for all retail and commercial uses on the subject lands;  Require one loading space; o Permit one Commercial Self Storage Facility only within area ‘C’;  Impose a maximum height restriction of 17.5 m;  Require a parking rate of one parking space per 1,000 m2 of GFA;  Require one loading space;  Establish that the Parking Standards for the Developed Business Park be calculated on an overall site basis;  Continue to maintain the phasing provision for any retail and commercial GLFA built beyond 11,100 m2;  Impose a provision that the minimum separation distance between two buildings on the same lot be 12 m;  Render Wellington Street East as the front lot line, and Goulding Avenue as the side lot line; and,  Permit a maximum driveway width of 23.0 m at street line for driveways along Goulding Avenue. Analysis The applicant has significantly revised their proposal in response to Town and Agency comments and the input received at the June 9, 2020 Public Planning Meeting. Major revisions are highlighted as follows:  A retail block consisting of three buildings was added to the southeast corner of Wellington Street East and the future extension of Goulding Avenue;  Two proposed automobile dealerships have shifted slightly to the east;  The number of Motor Vehicle Sales Establishments was restricted to two on the subject lands, and only permitted within Areas ‘A’ and ‘B’;  The height of he Commercial Self Storage building was reduced to a maximum of 17.5 m (four storeys);  The phasing for retail uses beyond 11,100 m2 is maintained whereas it was initially proposed to be deleted; Page 362 of 430 November 3, 2020 8 of 17 Report No. PDS20-067  A parking rate of 0.9 parking spaces per 1,000 m2 of gross floor area (GFA) for the Commercial Self-Storage use is proposed;  Parking for the build out of the subject lands is proposed to be calculated on an overall site basis;  30% of the gross leasable floor area (GLFA) of a Motor Vehicle Sales Establishment within Area “A” is proposed to count towards the overall maximum GLFA cap for all retail and commercial uses on the subject lands;  The GLFA of a Motor Vehicle Sales Establishment permitted within Area “B” is proposed to not count towards the overall maximum GLFA cap for all retail and commercial uses on the subject lands; and,  A minimum separation distance of 12 m between buildings is proposed for the subject lands. Planning Considerations The proposed applications are consistent with the Provincial Policy Statement (‘PPS’) The subject lands are located within a Settlement Area, which is intended to be the area of focus for growth and development within the Province. The proposed development efficiently uses land, resources and available infrastructure, while preserving the opportunity to accommodate projected targets and densities for employment. The proposed applications support the overarching goals and well-being of both the Region and the Town, by providing employment uses, and uses ancillary to employment uses which support the existing planned Business Park Area. The proposed applications contribute to the buildout of a complete community in the Bayview Northeast 2B. The proposed applications are consistent with the PPS goal of promoting economic development and competitiveness by providing for an appropriate range and mix of employment uses and ancillary uses to meet long-term needs of the Region and the Town. The proposed amendments will introduce uses that support and reinforce the in-effect policies and intent for the Business Park designation. The Region of York has advised Page 363 of 430 November 3, 2020 9 of 17 Report No. PDS20-067 the Town staff that the proposed planning applications do not represent an employment land conversion. The overall conceptual development in concert with the proposed amendments constitute a compact built-form that efficiently uses land and existing infrastructure. It ensures that the subject lands will be developed in a manner that achieves a striking presence of a prestige Business Park at a gateway to the Town, while also ensuring compatibility to existing adjacent uses. Additionally, the newly proposed uses will offer additional services to residents and businesses in Aurora and the surrounding area. Through future detailed development applications, Staff will work with the applicant to ensure that development delivers a high degree of urban design, does not cause undue environmental or public health and safety concerns, and contributes to a healthy and vibrant community. All future development will be required to comply with applicable Provincial legislation such as the Ontario Building Code (OBC) and Accessibility for Ontarians with Disabilities Ace (AODA), and will incorporate sustainable measures to assist the Province, Region and Municipality in achieving resilience to climate change. As such, Staff are satisfied that the proposed applications are consistent with the PPS. The proposed applications are consistent with A Place to Grow: Growth Plan for the Greater Golden Horseshoe (‘the Growth Plan’) The Growth Plan sets objectives to accommodate forecasted growth in complete communities. Objectives include creating complete, healthy and safe communities with a focus on intensification in settlement areas and optimizing the use of existing infrastructure. It also sets out population and employment forecasts for all upper- and single-tier municipalities within the Greater Golden Horseshoe area. The proposed applications support the Growth Plan’s infill policies by facilitating an appropriate built-form and contributing to a complete community by providing for a mix of employment uses on the subject lands. The subject lands are within a Settlement Area, where exiting or planned transit is located, and are also adjacent to a Major Goods Movement corridor (Highway 404). Page 364 of 430 November 3, 2020 10 of 17 Report No. PDS20-067 The proposed development concept and subject applications promote economic development and competitiveness in the Greater Golden Horseshoe by broadening the scope of permitted employment uses on the subject lands, and supporting and enhancing the employment directives of the Growth Plan in the Municipality. The proposed uses are compatible with the surrounding business park, are within the range of uses contemplated for employment areas, and will assist in meeting the needs of the community. Existing higher-order employment uses such as Offices, Research and Development Facilities, etc., will continue to be permitted on the subject lands. The proposed applications make efficient use of existing, undeveloped employment lands, and capitalize on the proximity of Highway 404. The applicant’s Planning Justification Report prepared by MHBC states that the overall build out of the subject lands are projected to provide a greater employment density (110 to 113 jobs per hectare) than is prescribed in OPA 30, which meets the Employment objectives of the Growth Plan. As such, Staff are satisfied that the proposed applications are consistent with the Growth Plan for the Greater Golden Horseshoe. The proposed applications conform to the Lake Simcoe Protection Plan (LSPP) The subject lands are located outside of an area that is regulated by the Lake Simcoe Region Conservation Authority (LSRCA) under Ontario Regulation 179/06 of the Conservation Authorities Act. Accordingly, a permit from the LSRCA under Ontario Regulation 179/06 will not be required prior to development or site alteration occurring on the subject property. Additionally, there are no Natural Hazards or Natural Heritage Features present on the subject lands. The subject lands are within an Ecologically Significant Groundwater Recharge Area and future site plan applications will be required to include a study which demonstrates that the quality and quantity of groundwater and the function of the recharge area will be protected, improved or restored. The LSRCA has reviewed the proposed applications in concert with the LSPP and has provided that consistency with Section 3.1 of the PPS has been demonstrated, and there is no objection from a watershed perspective to permit additional uses on the subject lands. Page 365 of 430 November 3, 2020 11 of 17 Report No. PDS20-067 As such, the proposed applications conforms to the LSPP. The proposed applications conform to the York Region Official Plan (YROP) As previously mentioned, the Region reviewed granted the request for Regional exemption of the Official Plan Amendment application in accordance with section 8.3.8 of the Region’s Official Plan. The Region has reviewed the proposed applications, and have no objections, provided that the commercial retail space in Area ‘A’ does not exceed the requirements of the site-specific policies that will form part of the implementing planning amendments. The proposed applications are consistent with the YROP objective of achieving a sustainable natural environment. Future development will be subject to Site Plan Control, where the applicant will be required to have an integrated and innovative approach to water management, landscape treatment, and may incorporate low impact development measures where appropriate and feasible. Additionally, future development is encouraged to design buildings that achieve LEED status, and incorporate green initiatives. The proposed applications support the YROP goal of achieving a strong, stable economy, by creating a competitive business environment. The proposed amendments provide broader employment opportunities for residents and will contribute to employment targets. As stated by the applicant’s Planning Justification Report, the revised concept plan will yield upwards of 1,449 jobs across the subject lands, assuming a build out as contemplated in Figure 5. As such, the proposed applications conform to the YROP. The proposed applications are consistent with OPA 48 and the Oak Ridges Moraine Conservation Plan (ORMCP) A small portion of the southeast corner of the subject lands are located within the ORMCP area. The portion of the subject lands within the Oak Ridges Moraine are within a “Settlement Area”, which is designated for development of an urban type, permitting a range of residential, commercial, industrial and institutional uses. Within the Settlement Area, the existing Region of York and Town of Aurora Official Plan policies and land use designations shall guide development, subject to the applicable provisions of the ORMCP and the applicable policies of Section 3.13 of OPA 48. Uses permitted shall be Page 366 of 430 November 3, 2020 12 of 17 Report No. PDS20-067 in accordance with OPA 30, and all applicable policies of the ORMCP. The LSRCA has reviewed the proposed uses in conformity with the ORMCP, and have no objection to the proposed uses on the subject lands. In consultation with the LSRCA, it has been determined that there are no Natural Heritage features located within the portion of the lands within the ORMCP boundary, or on the balance of the subject lands. The subject lands are also not located within an area of influence of a Natural Heritage feature. Staff has reviewed the proposed applications with regards to consistency to OPA 48 and the ORMCP, and have no objections. A site-specific parking standard is proposed for the Commercial Self-Storage Facility The applicant has submitted a Parking Study prepared by BA Group, and is proposing a parking rate of 0.9 parking spaces per 1000 m2 of GFA for the Commercial Self Storage Facility (for a total of 12 spaces). The current Zoning By-law requirement is 1 space per 100m2 of GFA. BA Group undertook a parking assessment by reviewing the actual parking demand for three comparable multi-storey self-storage sites, and determined that the current Zoning requirement is significantly higher than the actual demand for multi-storey self storage facilities. Based on parking demand information collected at comparable sites, the estimated parking demand of the proposed development is 9 parking spaces, which is significantly less than the 125 spaces required by the Zoning By-law. This indicates that the proposed total parking supply for the self-storage facility of 10 spaces (plus 2 barrier-free parking spaces) exceeds the projected demand for the site, and that the proposed amendments to reduce the total Zoning By-law parking requirement from 125 spaces to 10 spaces is appropriate. The Town’s Traffic/Transportation Analyst has reviewed the Parking Study submitted, and has no objection to the methodologies used to arrive at the conclusion. All other parking rates within the subject lands are to be calculated on an overall site basis. Page 367 of 430 November 3, 2020 13 of 17 Report No. PDS20-067 Department / Agency Comments The proposed applications were circulated to all internal and external agencies for review and comments. All circulated agencies are satisfied with the revisions and have no objections. The following are highlighted discussions from the circulations: Traffic/Parking/Access A Traffic Brief, and Parking Study have been submitted as part of the proposed applications. The Town’s Traffic/Transportation Analyst has provided that the methodologies used and conclusions drawn in both the Traffic Brief and Parking Study are acceptable for the purpose of these applications. There are no objections to the proposed parking rate. Landscaping/ Trails Cash-in-lieu of parkland may be required in accordance with Town policy and By-law 4291-01.F. Superior landscaping will be required, with emphasis on pedestrian movement and accessibility at the many entrance and egress points of the site. Additional comments regarding street trees, topsoil requirements and other landscape standards will be provided as this plan evolves to the development stage. The Trails Master Plan identifies the requirement of a 12 m wide trail corridor along the eastern boundary, culminating in a pedestrian underpass under Wellington Street adjacent to the on-ramp to the 404. This will be secured through a future Site Plan Agreement on the subject lands. This 12 m corridor shall be in addition to Controlled Access Highway Limits (14 m) as provided for in the Ministry of Transportation comments (below). Urban Design The subject lands are to be planned, designed and developed in an integrated, campus- like setting to create a striking built presence on Highway 404 and Wellington Street East. Building and landscape design shall facilitate the establishment of distinctive, landmark buildings. To ensure a high quality of development, the Town and the applicant will consider current Urban Design best practices, and the Wellington Street East Corridor Page 368 of 430 November 3, 2020 14 of 17 Report No. PDS20-067 (Area 2B) Urban Design Guidelines. Urban Design matters will be assessed in greater detail upon submission of future Site Plan applications Cultural Heritage In September 2011, Council approved the demolition of the Issac Petch Farm House that previously existed on the subject lands, subject to conditions. The Owner is required to fulfil the following conditions as part of a future site plan agreement:  Commemorate the Lyon/Petch Farm and its occupants, in a form, wording and location acceptable to the Town by installing interpretive plaques, street naming and the provision of a public gathering place on site, for future development on the east side of the future extension of Goulding Avenue; and,  Salvage the brick of the Isaac Petch Farm House and incorporate it into future development on the east side of the future extension of Goulding Avenue. The Owner acknowledges and agrees that should the above conditions not be satisfied, the Owner will obtain Council’s approval, in consultation with the Heritage Advisory Committee. Lake Simcoe Region Conservation Authority No natural hazards are identified for this site. The subject lands are located within an area that is subject to the policies contained in the Source Protection Plan. From a watershed perspective, the LSRCA are satisfied and have no objections to the proposed applications to permit additional uses on the subject land. York Region This application is considered to be a local matter and is exempted from approval by Regional Planning Committee and Council. Ministry of Transportation A minimum setback of 14 m shall be required from the Controlled Access highway Limits (along the eastern boundary and on-ramp limits). No permanent structures are permitted within this 14 m right-of-way limit. Page 369 of 430 November 3, 2020 15 of 17 Report No. PDS20-067 Public Comments No public comments were received for the subject planning applications. Advisory Committee Review No communication is required. Legal Considerations Subsections 22(7) and 22(7.0.2) of the Planning Act states that if Council refuses the Official Plan Amendment application or fails to make a decision on it within 120 days after the receipt of the application, the applicant (or the Minister) may appeal the application to the Local Planning Appeal Tribunal (LPAT). Subsection 34(11.0.0.0.1) of the Planning Act states that if the passing of a Zoning By- law Amendment also requires an amendment to the Official Plan, and that if both applications are made on the same day, if Council refuses the Zoning By-law Amendment application or fails to make a decision on it within 120 days after the receipt of the application, the applicant (or Minister) may appeal the application to the LPAT. As the application was received on February 19, 2020, the applicant may appeal to the LPAT at any time. Financial Implications There are no financial implications. Communications Considerations On February 27, 2020, a Notice of Complete Application respecting the Official Plan Amendment and Zoning By-law Amendment Applications was published in the Auroran and Aurora Banner newspapers. Additionally a sign giving notice of a complete application was posted on the subject lands. On May 20, 2020, notices were given by mail to all addressed property Owners within a minimum of 120 m (393 ft) of the subject lands, and signage on the subject lands was updated with information regarding particulars of the Public Meeting. On May 28, 2020, Page 370 of 430 November 3, 2020 16 of 17 Report No. PDS20-067 Notice of Public Planning Meeting was published in the Auroran and Aurora Banner newspapers. Notification has been provided in accordance with the Planning Act. Public notification of the General Committee meeting was given in accordance with the requirements of the Planning Act. Link to Strategic Plan The applications will be reviewed in accordance with the Strategic Plan and its goal of enabling a Diverse, Creative and Resilient Economy through promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business. Alternative(s) to the Recommendation 1. That Council provide direction. Conclusions Planning and Development Services has reviewed the proposed Official Plan Amendment and Zoning By-law Amendment applications against the relevant Provincial plans, Regional and Town Official Plans, Town Zoning By-law and municipal development standards. The development proposal is considered good planning, and conforms to Provincial and Regional policies and is consistent with policies of the Town’s Official Plan. Therefore, Staff recommend the approval of Official Plan Amendment file OPA-2020-02, and Zoning By-law Amendment file ZBA-2020-02 Attachments Figure 1 – Location Map Figure 2 – Existing Official Plan Designation (OPA 30) Figure 3 – Town of Aurora Official Plan Schedule ‘H’ Figure 4 – Existing Zoning By-Law Figure 5 – Conceptual Master Plan Figure 6 – Proposed Official Plan (OPA 30) Figure 7 – Proposed Town of Aurora Official Plan Schedule ‘H’ Figure 8 – Proposed Official Plan Amendment Overlay Schedule Page 371 of 430 November 3, 2020 17 of 17 Report No. PDS20-067 Figure 9 – Proposed Zoning By-law Appendix ‘A’ – Statutory Public Planning Meeting Minutes Appendix ‘B’ – Official Plan Policy Comparison Appendix ‘C’ – Proposed E-BP, E-BP(398) and E-BP(XX) Zone Comparison Previous Reports Public Planning Report No. PDS20-040, June 9, 2020. Pre-submission Review Agenda Management Team review on October 15, 2020 Approvals Approved by David Waters, MCIP, RPP, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 372 of 430 Exit45First Commerce DriveWellington Street East Leslie StreetExit 45WellingtonStreetEast Don Hillock Drive Don Hillock Drive LOCATION MAP Map created by the Town of Aurora Planning & Building Services Department, May 11, 2020. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2019, © First Base Solutions Inc., 2019 Orthophotography. ¯ FIGURE 1 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd 0 25 50 75 100 MetresAPPLICANT: 1623 Wellington Street Developments LimitedFILES: OPA-2020-02 & ZBA-2020-02 SUBJECT LANDSGoulding AvenuePage 373 of 430 Highway 404Goulding AvenueFirst Commerce DriveDon Hillock Drive Exit45WELLINGTON STREET EASTLESLIE STREETLESLIE STREETEXISTING OFFICIAL PLAN DESIGNATION Map created by the Town of Aurora Planning & Building Services Department, May 14, 2020. Base data provided by York Region & the Town of Aurora. ¯0 25 50 75 100 Metres APPLICANT: 1623 Wellington Street Developments LimitedFILES: OPA-2020-02 & ZBA-2020-02FIGURE 2 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd SUBJECT LANDS Schedule B1 Secondary Plan Area Schedule A OPA Business Park - Regional Commercial Centre Business Park Community Commercial Business Park - Special Policy Area 1 BusinessPark Business Park - Special Policy Area 1 Page 374 of 430 tutututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututuTOWN OF AURORA OFFICIAL PLAN SCHEDULE 'H' Map created by the Town of Aurora Planning & Building Services Department, May 29, 2020. Base data provided by York Region & the Town of Aurora. ¯0 25 50 75 100 Metres APPLICANT: 1623 Wellington Street Developments LimitedFILES: OPA-2020-02 & ZBA-2020-02FIGURE 3 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd Subject Lands Site Specific Policy Area 36 36 42 28 Page 375 of 430 First Commerce DriveDon Hillock Drive Exit45 RU-ORMC3(426) E-BP(398) E-BP(338) RU E-BP RU (H)E-BP(398) EP E-BP I EP C3(328) E-BP RU C3(11)E-BP(357) WELLINGTON STREET EAST LESLIE STREETLESLIE STREETEXISTING ZONING BY-LAW Map created by the Town of Aurora Planning & Building Services Department, May 29, 2020. Base data provided by York Region & the Town of Aurora. ¯0 25 50 75 100 Metres APPLICANT: 1623 Wellington Street Developments LimitedFILES: OPA-2020-02 & ZBA-2020-02FIGURE 4 SUBJECT LANDS INSTITUTIONAL ZONES InstitutionalI Zoning Legend EMPLOYMENT ZONES OPEN SPACES ZONES Environmental ProtectionEP RURAL ZONES RuralRU Oak Ridges MoraineRuralRU-ORM Business ParkE-BP COMMERCIAL ZONES Service CommercialC3 Page 376 of 430 Map created by the Town of Aurora Planning & Development Services Department, October 13, 2020. Base data provided by Sweeny & Co Architects CONCEPTUAL MASTER PLANAPPLICANT: 1623 Wellington Street Developments LimitedFILES: OPA-2020-02 & ZBA-2020-02FIGURE 5 Page 377 of 430 Highway 404Goulding AvenueFirst Commerce DriveDon Hillock Drive Exit45WELLINGTON STREET EASTLESLIE STREETLESLIE STREETPROPOSED OFFICIAL PLAN Map created by the Town of Aurora Planning & Building Services Department, May 29, 2020. Base data provided by York Region & the Town of Aurora. ¯0 25 50 75 100 Metres APPLICANT: 1623 Wellington Street Developments LimitedFILES: OPA-2020-02 & ZBA-2020-02FIGURE 6 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd SUBJECT LANDS Schedule B1 Secondary Plan Area Schedule A OPA Business Park - Regional Commercial Centre Business Park Community Commercial Business Park - Special Policy Area 1 From "Business Park" to"Business Park - Special Policy Area 1" Business Park - Special Policy Area 1 Proposed Change Page 378 of 430 tutututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututu tutututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututututuPROPOSED TOWN OF AURORA OFFICIAL PLAN SCHEDULE 'H' Map created by the Town of Aurora Planning & Building Services Department, May 29, 2020. Base data provided by York Region & the Town of Aurora. ¯ 0 25 50 75 100 Metres APPLICANT: 1623 Wellington Street Developments Limited FILES: OPA-2020-02 & ZBA-2020-02FIGURE 7 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd Subject LandsLands proposed to be designated Site-Specific Policy Area 36 Site-Specific Policy Area 36 Site-Specific Policy Area 36 Proposed expansion of Site Specific Policy Area 36 Page 379 of 430 Map created by the Town of Aurora Planning & Development Services Department, May 29, 2020. PROPOSED OFFICIAL PLAN OVERLAY SCHEDULEAPPLICANT: 1623 Wellington Street Developments LimitedFILES: OPA-2020-02 & ZBA-2020-02FIGURE 8 Page 380 of 430 First Commerce DriveDon Hillock Drive Exit45 RU-ORMC3(426) From "E-BP(398)" to "E-BP(XX)" E-BP(338) RU E-BP RU From "(H)E-BP(398)" to "E-BP(XX)" EP From "E-BP" to "E-BP(XX)" I EP C3(328) E-BP RU C3(11)E-BP(357) WELLINGTON STREET EAST LESLIE STREETLESLIE STREETMap created by the Town of Aurora Planning & Building Services Department, May 12, 2020. Base data provided by York Region & the Town of Aurora. ¯0 25 50 75 100 Metres PROPOSED ZONING BY-LAW APPLICANT: 1623 Wellington Street Developments Limited FILES: OPA-2020-02 & ZBA-2020-02FIGURE 9 SUBJECT LANDS INSTITUTIONAL ZONES InstitutionalI Zoning Legend EMPLOYMENT ZONES OPEN SPACES ZONES Environmental ProtectionEP RURAL ZONES RuralRU Oak Ridges MoraineRuralRU-ORM Business ParkE-BP COMMERCIAL ZONES Service CommercialC3 Page 381 of 430 Town of Aurora Council Public Planning Meeting Minutes Video Conference Tuesday, June 9, 2020 Attendance Council Members Mayor Mrakas in the Chair; Councillors Gaertner, Gallo, Gilliland, Humfryes, Kim, and Thompson Members Absent None Other Attendees David Waters, Director of Planning and Development Services, Matthew Peverini, Planner, Michael de Rond, Town Clerk, Linda Bottos, Council/Committee Coordinator This meeting was held electronically as per Section 20.1 of the Town's Procedure By- law No. 6228-19, as amended, due to the COVID-19 State of Emergency. The Chair called the meeting to order at 7 p.m. 1. Approval of the Agenda Moved by Councillor Thompson Seconded by Councillor Gaertner That the agenda as circulated by Legislative Services be approved. Carried 2. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50. Appendix A November 3, 2020 Appendices Page 1 of 9 Report No. PDS20-067 Page 382 of 430 Council Public Planning Meeting Minutes Tuesday, June 9, 2020 Page 2 of 4 3. Planning Applications Mayor Mrakas outlined the procedures that would be followed in the conduct of the public meeting. The Town Clerk confirmed that the appropriate notice was given in accordance with the relevant provisions of the Planning Act. 1. PDS20-040 – Applications for Official Plan Amendment and Zoning By-law Amendment 1623 Wellington Street Developments Limited, 1623 Wellington Street East, Concession 3, Part Lot 20, File Numbers: OPA-2020-02 and ZBA-2020-02, Related File Numbers: SP-2018-05 and C-2020-01 Applicant Mr. Nik Papapetrou, Senior Development Manager, SmartCentres REIT, noted that the owner of the subject lands, Penguin Group of Companies, has retained SmartCentres to manage development of the property, and provided background on each company and their history within Aurora. He presented an overview of the master plan concept of the proposal to develop a mixed- use business park in a campus-style format including three office buildings, two automotive dealerships, and a self-storage facility. Mr. Papapetrou highlighted aspects of the proposed amendments including uses, employment density, future expansion, phasing, and maximum gross floor area. Ms. Bliss Edwards, Managing Director, SmartStop Self Storage, provided background on SmartStop’s commitment and presence in North America,and presented a brief overview, including conceptual elevations, of the proposed four-storey, self-storage facility on the subject lands. Planning Staff Mr. Matthew Peverini, Planner, presented an overview of the staff report regarding the proposed Official Plan and Zoning By-law amendments, noting that the owner proposes to re-designate the subject lands from “Business Park” and “Business Park – Special Policy Area 1” to “Business Park – Special Policy Area 1” in its entirety, expand “Site Specific Policy Area 36 (SSPA 36) to the balance of the subject lands, remove the policy related to maximum gross floor area for individual commercial retail units, add “Motor November 3, 2020 Appendices Page 2 of 9 Report No. PDS20-067 Page 383 of 430 Council Public Planning Meeting Minutes Tuesday, June 9, 2020 Page 3 of 4 Vehicle Sales Establishment” and “Commercial Self-Storage Facility” as permitted uses on a portion of the subject lands, and amend the Zoning By- law with one comprehensive site-specific Business Park “E-BP(XX) Exception Zone” to implement the proposed amendments to the Official Plan.He further noted that no public input has been received to date. Public Comments No members of the public were registered to provide comment. Moved by Councillor Gilliland Seconded by Councillor Gallo 1. That Report No. PDS20-040 be received; and 2. That comments presented at the Public Planning meeting be addressed by Planning and Development Services in a report to a future General Committee meeting. Carried 4. Confirming By-law Moved by Councillor Gaertner Seconded by Councillor Gilliland That the following confirming by-law be enacted: 6261-20 Being a By-law to confirm actions by Council resulting from a Council Public Planning meeting on June 9, 2020. Carried 5. Adjournment Moved by Councillor Gaertner Seconded by Councillor Kim That the meeting be adjourned at 8:20 p.m. Carried November 3, 2020 Appendices Page 3 of 9 Report No. PDS20-067 Page 384 of 430 Council Public Planning Meeting Minutes Tuesday, June 9, 2020 Page 4 of 4 _________________________________ _________________________________ Tom Mrakas, Mayor Michael de Rond, Town Clerk November 3, 2020 Appendices Page 4 of 9 Report No. PDS20-067 Page 385 of 430 Appendix B – Official Plan Policy Comparison Existing OPA 30 Policies (Section 3.5.3) Proposed Amendments (indicated by bold lettering) Section 3.5.3 (a) A maximum of 18,120 m2 of limited ancillary commercial and retail uses shall be permitted in addition to the Business Park uses outlined in Section 3.5 of OPA 30 only within the areas of the subject lands that this site specific amendment applies to. The commercial retail uses shall be designed to primarily service the businesses in the business park lands and these ancillary uses collectively shall not exceed 20% of the total employment in the employment land area of OPA 30. A maximum of 18,120 m2 of limited ancillary commercial and retail uses shall be permitted in addition to the Business Park uses outlined in Section 3.5 of the Bayview Northeast Area 2B Secondary Plan (OPA 30) only within the Area “A". The commercial retail uses shall be designed to primarily service the businesses in the business park lands and these ancillary uses collectively shall not exceed 20% of the total employment in the employment land area of OPA 30. Section 3.5.3 (b) The development of these commercial retail areas shall be phased. A maximum of 11,100 m2 of commercial retail space shall be permitted in accordance with site specific by-law requirements. Additional commercial retail uses beyond 11,100 m2 to a maximum of 7,020 m2 shall only be permitted at a ratio of 1 m2 of GFA of commercial space for every 1.5 m2 GFA of business park uses developed on the remainder of the site. The development of these commercial retail areas shall be phased. A maximum of 11,100m2 of commercial retail space shall be permitted in accordance with site specific by-law requirements. Any additional commercial retail uses beyond 11,100m2 to a maximum of 7,020 m2 shall only be permitted at a ratio of 1 m2 of gross floor area of commercial retail space for every 1.5 m2 gross floor area of business park uses developed within Areas “A”, “B”, “C” or “D”. Section 3.5.3 (c) The commercial retail uses on the subject lands shall also be subject to the following restriction: the maximum GFA of any individual commercial retail unit shall not exceed 2,000 m2 except that a maximum of four retail stores shall be permitted to have a maximum GFA of 2,500 m2. Removal of this policy. November 3, 2020 Appendices Page 5 of 9 Report No. PDS20-067 Page 386 of 430 Section 3.5.2 The following uses shall be prohibited in the Business Park Designation: x Commercial “self-storage” warehouses; x Outdoor storage; x Auto commercial uses; x Automobile service stations; x Car washes; x Automobile repair uses; x Autobody paint and repair; and. x Retail uses involving accessory outdoor storage and/or display of merchandise New Policy 3.5.3 (c): In addition to the retail commercial uses and floor areas permitted above within Area ‘A’, a Motor Vehicle Sales Establishment shall also be permitted. New Policy 3.5.3 (d): Within Area ‘B’ Motor Vehicle Sales Establishment uses shall be permitted in addition to the permitted uses outlined in Section 3.5 of OPA 30. New Policy 3.5.3 (e): A maximum of 2 Motor Vehicle Sales Establishments may be permitted, and they can be located so that one such use is located within Area ‘A’, and one in Area ‘B’, or both can be located within Area ‘A’. New Policy 3.5.3 (f): Within Area “C” commercial self-storage uses shall be permitted in addition to the permitted uses outlined in Section 3.5 of OPA 30. Section 3.5.3 (d) The policies contained herein shall be implemented by way of a site specific zoning by-law. No change proposed. Renumber policy to 3.5.3 (g) Section 3.5.3 (e) A Holding (H) prefix shall be placed on the lands. The purpose of the holding symbol is to ensure that site plan approval has been obtained, that the appropriate phasing occurs and that all outstanding matters to the satisfaction of the Town have been addressed. No change proposed. Renumber policy to 3.5.3 (h) Section 3.5.3 (f) All other provisions of OPA 30 shall continue to apply (OPA 76). No change proposed. Renumber policy to 3.5.3 (i) November 3, 2020 Appendices Page 6 of 9 Report No. PDS20-067 Page 387 of 430 Appendix C – E-BP, E-BP(398) and E-BP(XX) Exception Zone Comparison E-BP Zone E-BP(398) Exception Zone Proposed E-BP(XX) Exception Zone Permitted Uses x Convention centre x Day care centre ** x Day Centre, Adult; Day Centre, Intergenerational ** x Dry Cleaning Distribution Station and Depot ** x Fitness Centre x Food Processing Establishment x Hotel/Motel x Industrial uses ** x Medical Marijuana Production Use ** x Motor Vehicle Rental Establishment ** x Offices x Private Park x Personal Service Shop ** x Printing, media and communications establishment x Club ** x Research and Training Facility x Restaurant ** x Retail, Accessory ** x Theatre ** x Warehouses ** All uses within the E- BP zone including the following retail and commercial uses as principal uses: x Club x Dry-cleaning distribution depot x Financial institution x Drive through facility x Personal service shop x Pet services x Restaurants x Retail stores x Service shop With regards to the Figure below: x Motor Vehicle Sales Establishment shall be permitted within Areas ‘A’ and ‘B’ in addition to all uses currently permitted in the E-BP(398) Zone. * x Commercial Self Storage Facility shall be permitted within Area ‘C’ in addition to all uses currently permitted in the E-BP(398) Zone. * x Permitted Uses within Area ‘D’ shall be in accordance with the E-BP Zone Requirements of Section 10.1 of the Zoning By-law. * Figure * Not applicable Not applicable November 3, 2020 Appendices Page 7 of 9 Report No. PDS20-067 Page 388 of 430 Gross Leasable Floor Area (maximum) Not applicable The maximum gross leaseable floor area for all retail and commercial uses permitted on the lands shall not exceed 18,120 m2, subject to the following provisions: a) Any retail and commercial gross leaseable floor area beyond 11,100 m2 shall only be permitted as follows: For each 1.5 m2 of “Developed Business Park” uses built, one (1) square metre of gross leaseable floor area of retail and commercial uses shall be permitted The maximum gross leaseable floor area for all retail and commercial uses permitted on the lands shall not exceed 18,120 m2 a) To remain as is. b) For motor vehicle sales establishment within Area ‘A’, a maximum of 30% of the GLFA shall be counted towards the overall maximum GLFA cap for all retail and commercial uses * c) For motor vehicle sales establishment within Area ‘B’, the GLFA of such use shall be excluded from the overall maximum GLFA cap * Gross Leasable Floor Area – Specific Uses (maximum) Not applicable Following restrictions shall also apply to the uses permitted on the lands: a) Four retail units shall be permitted to have a maximum gross leaseable floor area of 2,500 m2. For all other individual retail units, the maximum gross leaseable floor area shall not exceed 2,000 m2 Not applicable * Height (maximum)13.5 metres 13.5 metres x 17.5 m (four storeys) for Commercial Self- Storage Facility x 27 m for other uses* November 3, 2020 Appendices Page 8 of 9 Report No. PDS20-067 Page 389 of 430 Lot Lines See “Lot Line” definition in Section 3 of the Town’s Zoning By-law. It is dependent on frontages onto a street, corner lots, through lots. x Wellington Street East as the Front Lot Line * x Goulding Avenue as the Side Lot Line * Parking 1 space per 100 m2 of GFA for a Commercial Self-Storage Facility 1 parking space per 1,000 m2 of GFA for a Commercial Self- Storage Facility * Loading Spaces Any Loading Space provided within an Employment Zone, excluding portions of buildings used for office commercial use, shall be in accordance with the following standards (GFA) x 140 m2 or less – 0 spaces x More than 140 m2 but less than 300 m2 – 1 space x More than 300 m2 but less than 2500 m2 – 2 spaces x More than 2500 m2 but less than 7500 m2 – 3 spaces x 7500 m2 or more – 1 additional space for every 7500 m2 or fractional part thereof x 1 loading space for a Commercial Self- Storage Facility * x 1 loading space for a Motor Vehicle Sales Establishment * Distance Between two buildings on the same Lot 0.25 times the sum of the building heights or 12 m, whichever is greater.12 metres * Ingress and Egress The maximum width of any joint ingress and egress Driveway measured along the Street Line shall be 9.0 m Notwithstanding the provisions of Section 5.5.4, the maximum width of joint ingress and egress driveways measured along the Goulding Avenue street line shall be 23 m * x Note that (*) denotes the proposed amendments to the Zoning By-law. x Note that (**) denotes permitted uses that are subject to fulfilling other provisions of the Zoning By-law November 3, 2020 Appendices Page 9 of 9 Report No. PDS20-067 Page 390 of 430 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CMS20-026 ______________________________________________________________________ Subject: Library Square – Governance Review Prepared by: Phil Rose-Donahoe, Manager of Library Square Department: Community Services Date: November 3, 2020 ______________________________________________________________________ Recommendation 1. That Report No. CMS20-026 be received. Executive Summary This report provides details regarding program and service delivery at Library Square, including how each of the key stakeholders will collaborate to ensure the public receives a range of complementary programs geared to various skill levels and life experiences.  Staff formed a Collaborative Programming Working Group (CPWG) with the purpose of building consensus regarding the types of programs to be offered at Library Square and which organization(s) would deliver them.  The CPWG agreed upon a number of guiding principles that will create a framework for program and service delivery within Library Square.  The CPWG developed an inventory of current programs and identified opportunities to expand existing programs and develop new programs for Library Square.  The CPWG will continue to meet in order to determine the optimal programming mix and corresponding delivery organization(s) within Library Square.  In addition to the work undertaken by the CPWG, staff will continue to determine strategies for space allocation and IT service delivery and report back at a later date. Page 391 of 430 November 3, 2020 2 of 9 Report No. CMS20-026 Background On June 16, 2020, Council passed the following resolution in regards to Library Square governance: 1. That the Not-for-Profit/Municipal Hybrid Model be approved as the governance model for the future operation of Library Square; and 2. That staff work with stakeholders to develop a fees and charges schedule for Library Square and report back to Council at a later date; and 3. That the Director of Community Services form a Space Allocation Working Group comprised of Town staff and key stakeholders that will provide recommendations regarding rental and booking responsibilities for Library Square, including all spaces at 22 Church St. School, the New Addition, Outdoor Square, Bridge and Aurora Public Library; and 4. That the Director of Community Services form a Collaborative Programming Working Group comprised of Town staff and key stakeholders that will provide recommendations regarding program delivery strategies and create a programming and performance schedule for Year 1 and Year 2 of Library Square operations; and 5. That the Director of Community Services form an Information Technology Working Group comprised of Town staff and key stakeholders that will provide recommendations regarding the delivery of IT Services for Library Square, including all spaces at 22 Church St. School, the New Addition, Outdoor Square, Bridge and Aurora Public Library. Since receiving Council’s direction, staff have moved forward with implementing the recommendations detailed in the report of June 16, 2020. Analysis Staff formed a Collaborative Programming Working Group (CPWG) with the purpose of building consensus regarding the types of programs to be offered at Library Square and which organization(s) would deliver them. Given how integral programming will be to the success of Library Square, the CPWG was the first of the three (3) working groups approved by Council to meet. Page 392 of 430 November 3, 2020 3 of 9 Report No. CMS20-026 The CPWG is comprised of the following members from the three main stakeholders: Name Title Organization Bruce Gorman CEO Aurora Public Library Suzanne Haines Executive Director Aurora Cultural Centre Robin McDougall Director, Community Services Town of Aurora Phil Rose-Donahoe Manager, Library Square Town of Aurora Lisa Warth Manager, Recreation Services Town of Aurora Shawna White Curator, Aurora Museum & Archives Town of Aurora The CPWG met three (3) times over the summer in order to review the programs and services currently offered by each organization and the possibility for expanded and new programming at Library Square. Furthermore, the CPWG examined which organization is best suited to deliver each program and where greater collaboration is possible in program and service delivery. The CPWG agreed upon a number of guiding principles that will create a framework for program and service delivery within Library Square Although the exact mix of programs and services to take place at Library Square has yet to be determined, CPWG members came to a general consensus on the following principles that will guide program and service delivery at Library Square: 1. Program and service delivery is a shared responsibility that can be understood as a pathway or continuum. This means that, whenever possible, stakeholders will work together to design programs that engage participants from the beginner stage through to the professional level, with an emphasis on accessibility for all ages and abilities. Ideally, Library Square will offer a seamless progression of programs where participants can grow their knowledge base and develop their skills over the course of their lifetime. 2. Each of these three stakeholders possess a wealth of expertise and experience that can be drawn upon when developing programs. As partners in Library Page 393 of 430 November 3, 2020 4 of 9 Report No. CMS20-026 Square, it is important that before contracting out program delivery to external third party vendors, these stakeholders first consider if the competencies and capacity exist internally to deliver the program either through a fee-for-service agreement or as a partnership. Drawing upon internal competencies as a default position will lead to increased capacity among the local creative sector and result in more efficient program delivery. 3. Duplication of programming is acceptable as long each of these stakeholders offers programs in a way that is complementary rather than competitive. 4. Given the dynamic nature of program and service delivery, and the ongoing need to collaborate, the CPWG should continue to meet over the next two (2) years leading up to the opening of Library Square and during the facility’s start-up period. The CPWG developed an inventory of current programs and identified opportunities to expand existing programs and develop new programs for Library Square Each organization on the CPWG has specific expertise and niche program areas that they have developed and honed over time. Generally speaking, these niches are summarized in the following table: Organization Primary Area of Focus Description Aurora Cultural Centre Performing Arts (Music, Theatre, etc.) Visual/Fine Arts (Gallery Exhibitions/Tours, Painting & Drawing and Photography Classes, etc.) Curriculum-based/ Curriculum-enhanced programs Crafts (Textiles, Glass, Jewellery Classes) Camps Community Events The ACC develops accessible/community-focused programs geared to beginners, right up to pre-professionals and professionals. They have extensive experience hosting professional live performances and professional visual arts programs and exhibitions. They also develop year-round education programs that complement their performing arts and visual arts streams. Page 394 of 430 November 3, 2020 5 of 9 Report No. CMS20-026 Aurora Public Library Adult Learning Literary Arts (Fiction, Non-fiction, Poetry, Storytelling) Electronic Arts (New Media, Digital & Animation) STEAM (Science, Tech, Engineering, Arts and Math) Crafts Community Events Camps The APL offers nearly 1,900 programs annually that focus on providing individuals with skills to navigate everyday life. APL staff are generalists and their goal is to enhance the experience of residents in a way that is complementary/adjunct to more advanced programs offered by other stakeholders (i.e. to create excitement for ongoing learning). Many of their programs are not designed for a specific skill level but are meant to be more experiential in nature and open to people of all skill levels and life experiences. Town of Aurora, Aurora Museum & Archives Heritage (Natural, Built, Material, Folkloric Arts, Artifact-based) Community Events The AMA provides programs for generalists to scholars. Their goal is to tell the stories of our communities through exhibitions, research, lectures/talks and tours. Staff have also recently undertake film and theatre programs/initiatives. The AMA views the entire town as a museum, not just a collection of artifacts within four walls; activating outdoor spaces has become an increasing area of focus (e.g. Pet Cemetery) Town of Aurora, Recreation Services Entry-level arts programming Health and Wellness Civic Arts (e.g. Public Art) Community Events Town staff are also generalists that provide entry-level/grassroots programming, or programs that allow individuals to pursue their hobby. The focus is on accessibility and low cost, although they work on a cost-recovery basis. When developing programs, Town staff examine trends and Page 395 of 430 November 3, 2020 6 of 9 Report No. CMS20-026 Camps seek community feedback. The Town provides many basic or “learn to” programs, such as Learn to Draw, Learn to Play an Instrument, etc. Fitness, health and wellness programming is a growing field. Recreation Services staff are currently evaluating which programs might transition to Library Square once operational. Collectively, the organizations on the CPWG offer a myriad of programs that appeal to a wide range of ages, interests, and skill levels. Library Square opens up the possibility to expand existing programs and develop new ones. Below is a list of existing programs that could grow in size, frequency or diversity, as well as new programs made possible by Library Square:  Live performances, including theatre, music, comedy, improv, storytelling etc.  Pop-up performances  Language classes  Electronic arts (e.g. filmmaking, podcasting)  Film screenings  Seminars/presentations  Children and youth theatre and music programs  Camps  Craft (e.g. macramé, quilting, weaving, felting, screen printing, repurposing fabric, needlecraft, wood working)  Special events (e.g. Culture Days, Aurora Teen Idol auditions, Aurora’s Christmas Market, Aurora Art Show & Sale, Busker Festival, Jazz Festival, etc.)  Education programs, heritage fairs, teacher resources kits In addition to the programs offered by the key stakeholders, Library Square provides the opportunity to work with a broad range of other groups and individuals who will be able to make use of the new space to enhance the variety and diversity of programming for the community. The CPWG will continue to meet in order to determine the optimal programming mix and corresponding delivery organization(s) within Library Square Page 396 of 430 November 3, 2020 7 of 9 Report No. CMS20-026 Although the CPWG has made significant progress, more work needs to be done to determine what the programming schedule for Year 1 of Library Square will look like. Therefore, the CPWG will continue to meet over the next two (2) years leading up to the opening of Library Square and during the facility’s start-up period. In addition to the work undertaken by the CPWG, staff will continue to determine strategies for space allocation and IT service delivery and report back at a later date Now that there is a clearer picture of the types of programs that will be offered at Library Square, one of the next steps is to consider where each program will take place within the new facility. This will involve the development of a Space Allocation Policy that provides clear guidelines regarding venue management. Moreover, the Space Allocation Policy will address what spaces other community/cultural groups may need to deliver programs at Library Square, whether in partnership with one or more of the key stakeholders or through some type of rental agreement. A Space Allocation Working Group will be formed in the coming weeks to undertake this task. Additionally, an Information Technology Working Group will meet to determine the necessary strategies, plans, roadmaps and processes regarding the integration and optimization of IT services for Library Square. Staff will continue to make progress on Library Square governance and report back to Council again at a later date with more information and further recommendations. Advisory Committee Review Not applicable. Legal Considerations None. Financial Implications At this time there are no financial implications of note. As part of the ongoing review of the Town’s desired Library Square Governance model, the financial implications of each will be examined at that time. In 2019, the Town commenced a three year plan to phase in an estimated incremental core operating budget of $720,000 in increments of Page 397 of 430 November 3, 2020 8 of 9 Report No. CMS20-026 $240,000 per year in support of the Library Square’s operations including its selected governance model. 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 the public, this report will be posted to the Town’s website and other means of feedback options of the Library Square governance model will be issued at a later date where all stakeholders can participate. 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 Enabling a diverse, creative and resilient economy in its accomplishment in satisfying requirements in the following key objectives within these goal statements:  Promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business Alternative(s) to the Recommendation 1. Council may provide further direction. Page 398 of 430 November 3, 2020 9 of 9 Report No. CMS20-026 Conclusions This report provides on update regarding Library Square program and service delivery, as well as an overview of the work undertaken by the Collaborative Programming Working Group to build consensus regarding the types of programs to be offered within Library Square and which organization(s) would deliver them. Attachments None Previous Reports CMS19-005 – Library Square Project Update - GC Template, February 12, 2019 FS19-012 – Library Square – Financial Strategy, March 21, 2019 CMS19-009 – Library Square – Proposed Operating Plan, March 21, 2019 CMS20-008 – Library Square – Governance Review, March 3, 2020 CMS20-012 – Library Square – Governance Review, June 16, 2020 Pre-submission Review Agenda Management Team review on October 15, 2020 Approvals Approved by Robin McDougall, Director, Community Services Department Approved by Doug Nadorozny, Chief Administrative Officer Page 399 of 430 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CMS20-027 ______________________________________________________________________ Subject: Cultural Master Plan Status Report Prepared by: Phil Rose-Donahoe, Manager of Library Square Department: Community Services Date: November 3, 2020 ______________________________________________________________________ Recommendation 1. That Report No. CMS20-027 be received; and 2. That Council approve the expansion of the Cultural Master Plan Collaborative Leadership Team by up to three (3) additional members. Executive Summary This report provides information regarding efforts to update the Cultural Master Plan (CMP).  When complete, the new CMP will provide a roadmap for nurturing culture locally over the short to medium term. Background Council endorsed the Town’s first-ever Cultural Master Plan (CMP) in June 2014. With the conclusion of the original CMP in 2019, Town staff have begun the process of updating the Plan. Page 400 of 430 November 3, 2020 2 of 5 Report No. CMS20-027 Analysis When complete, the new CMP will provide a roadmap for nurturing culture locally over the short to medium term The updated CMP will speak to various themes that support how cultural planning decisions are made and will aim to empower the Town’s Cultural Partners, and cultural community more generally, in implementing the Plan. The new CMP will also be informed by extensive community engagement and a strong focus will be placed on developing meaningful partnerships with local cultural groups, artists, cultural professionals, and others, to ensure cultural development is seen as a shared responsibility across the municipality. The process of updating the CMP began in January 2020 with the formation of a Collaborative Leadership Team (CLT) that is responsible for helping to guide the CMP process. The CLT is comprised of Town staff and representatives from the Town’s Cultural Partners as defined by Council. They include: Aurora Cultural Centre, Society of York Region Artists, Aurora Public Library, Pine Tree Potters’ Guild, Aurora Historical Society, Aurora Farmers’ Market, Aurora Sports Hall of Fame, Theatre Aurora, and Aurora Seniors Association. Staff recommend expanding the CLT membership to include up to three (3) additional members through an open call process. This would bring the team size to a maximum of twelve (12) members, not including Town staff. Although a larger team can pose challenges in terms of coordination and ensuring that everyone’s contributions are reflected in the final Plan, the benefits outweigh these challenges. For example, expanding the CLT membership will mean there is greater representation and participation from Aurora’s cultural community, which will result in a Cultural Master Plan that is more reflective of the diversity of ideas, values and experiences within the local creative sector. Following the first meeting of the CLT in February, the CMP Work Plan was impacted by the COVID-19 pandemic. Although staff have not yet determined the exact timing for developing the Town’s revised CMP, they continue to target October 2021 for its completion. The following is a breakdown of each phase of the process: Page 401 of 430 November 3, 2020 3 of 5 Report No. CMS20-027 Work Breakdown Phase 1: Project Initiation CLT Terms of Reference Complete CLT Start-up Meeting Complete CMP Communications Plan In Progress Phase 2: CMP Development CLT Meetings In Progress Community Cultural Forums/Public Engagement Not Started Phase 3: CMP First Draft CMP First Draft Not Started Phase 4: Final Report/Council Approval CMP Final Draft Not Started Phase 5: Launch CMP Launch and Community Celebration Not Started Phase 6: Implementation CMP Implementation including annual report cards on implementation milestones Not Started Advisory Committee Review The Manager of Library Square attended the Community Advisory Committee (CAC) meeting of September 17, 2020, to provide an overview of plans to update the CMP and gain feedback regarding the process. During the meeting, discussion focused on how the CAC might be involved in the CMP process, and it was generally agreed that the Manager of Library Square would attend future meetings to provide updates when certain project milestones are reached and continue to solicit CAC input at that time. Legal Considerations None. Financial Implications The Town has approved a total of $180,000 to date in support of the Town’s current Cultural Services Master Plan. Of this amount, approximately $44,500 remains unspent; these funds are forecasted to be fully spent by the end of 2021. An important component of the updated Cultural Master Plan will be a financial strategy that will outline how the plan is to be funded over its implementation period. Page 402 of 430 November 3, 2020 4 of 5 Report No. CMS20-027 Communications Considerations This report will be posted to the Town website for the general public. Ongoing or new projects will be communicated following the development of communications strategies. Link to Strategic Plan Enter text The Cultural Master Plan supports the following Strategic Plan goal of celebrating and promoting our culture in its accomplishment in satisfying requirements in the following key objectives within these goal statements:  Develop a Cultural Master Plan that includes heritage, music and art to promote more cohesive and coordinated cultural services  Expand opportunities and partnerships that contribute to the celebration of culture in the community  Actively promote and support a plan to revitalize the downtown that includes culture Alternative(s) to the Recommendation 1. Council may provide further direction. Conclusions Staff are in the process of updating the CMP and have targeted October 2021 for its completion. In developing the revised Plan, staff will continue to keep Council informed and solicit their feedback to ensure the final Plan speaks to the needs of the cultural community and residents. Attachments None. Previous Reports Report No. CMS19-025, Cultural Master Plan Status Report, October 15, 2019 Page 403 of 430 November 3, 2020 5 of 5 Report No. CMS20-027 Pre-submission Review Agenda Management Team review on October 15, 2020 Approvals Approved by Robin McDougall, Director, Community Services Approved by Doug Nadorozny, Chief Administrative Officer Page 404 of 430 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS20-061 ______________________________________________________________________ Subject: Update on Legislative Changes to Planning Act, Development Charges, and the Growth Plan for the Greater Golden Horseshoe Prepared by: Michael Logue, Senior Policy Planner Department: Planning and Development Services Date: November 3, 2020 ______________________________________________________________________ Recommendation 1. That Report No. PDS20-061 be received. Executive Summary This report updates Council on two recently finalized pieces of legislation originating from the Ontario Ministry of Municipal Affairs, with respect to land use planning. They represent the regimes for recovering costs of growth: Community Benefits Charges (CBC’s), Parkland Dedication, and Development Charges (DC’s), plus the first amendment to 2019’s Growth Plan for the Greater Golden Horseshoe.  The Community Benefits Charge system is finalized, while Development Charges and Parkland Dedication regimes will continue with modifications  The first amendment to the May 2019 Provincial Growth Plan was proposed in June 2020  Parkland Dedication or Cash-in-lieu: alternative rates will continue to be permitted, and opportunities for LPAT to appeals are introduced  Development Charges: The finite list of DC-eligible items is confirmed  Community Benefits Charges require a by-law and is subject to LPAT appeal  Community Benefit Charges: The maximum charge is 4% of land value, and municipalities have two years to transition from existing Section 37 bonusing  Growth Plan: Official Plan planning horizons revised to 2051 Page 405 of 430 November 3, 2020 2 of 8 Report No. PDS20-061  Growth Plan: Land Needs Assessment Methodology is now less prescriptive, with more focus on market-based housing needs Background The Community Benefits Charge system is finalized, while Development Charges and Parkland Dedication regimes will continue with modifications On September 18, 2020, the remaining Bill 108 and Bill 197 amendments to the Planning and Development Charges Acts came into force as the same day that Regulation O. Reg 509/20 regarding CBC’s and Parkland came into effect. Additional technical changes to existing regulations were also made, finalizing the new structure for municipalities to recover the costs of growth under three types of charges. In combination with development charges and parkland dedication, the Province have positioned the new CBC system as allowing for municipalities that growth pays for growth, while proving more cost certainty to developers. As originally proposed in Bill 108, CBC’s were essentially to become a single all- encompassing charge to replace development charges, parkland dedication, and density bonusing under Planning Act’s Section 37. However, with Bill 197 and its regulations now being proclaimed, CBC’s will be a standalone charge for eligible types of development succeeding Section 37 agreements between municipalities and developers. Parkland dedication and development charges will continue as distinct separate charges, with some revisions to how they are administered. The new regulations make efforts to distinguish what types of costs can be recouped under the three regimes (parkland, DC’s, CBC’s). The first amendment to the May 2019 Provincial Growth Plan was proposed in June 2020 The Province of Ontario consulted on a proposed Amendment 1 to May 2019’s A Place to Grow: Growth Plan for the Greater Golden Horseshoe (the Growth Plan) between June 16, 2020 and July 31, 2020. Consistent with the Province’s Housing Supply Action plan and legislation in Bills 108 and 197, the stated objectives with the latest Growth Plan changes are to increase Page 406 of 430 November 3, 2020 3 of 8 Report No. PDS20-061 housing supply, attract business, create jobs, align infrastructure investment, and help municipalities plan for growth and support economic recovery from COVID-19. Analysis Parkland Dedication or Cash-in-lieu: alternative rates will continue to be permitted, and opportunities for LPAT appeals are introduced Although substantial changes to parkland dedication had been proposed by Bill 108, the end result is that requirements under the Planning Act’s Section 42 remain relatively unchanged. The amount of land to be conveyed, or cash-in-lieu thereof, will continue to be determined as per a standard rate (calculated as a percentage of land), or an alternative unit-based rate (capped at one hectare per 300 units). Any by-law adopting an alternative parkland dedication standard will now require notice and a forty day appeal period is introduced. Appeals will be heard by the Local Planning Appeals Tribunal, which will have broad powers to amend alternative standards. The Town’s current parkland dedication by-law includes the maximum alternative rate of one hectare per 300 units, which may continue to remain; although if an alternative rate is included the next time Aurora’s parkland dedication by-law is repealed and replaced, or revised, it can be appealed to the LPAT. Development Charges: The finite list of DC-eligible items is confirmed Alongside the noted regulation, the Province proclaimed into force the remaining Bill 108 and 197 amendments to the Development Charges Act. The Development Charges Act will continue to govern DC’s. Specifically, Section 2(4) sets out the finite or closed list of 21-items that DC’s can be collected. Under this new list, the Town of Aurora will no longer be able to recover its General Government and Municipal Parking growth requirements through DC’s. These two services will need to be removed from the existing DC by-law and the next updated study as they can only be recovered through a CBC. One of the key amendment to the Development Charges Act that came into force removes the previous ten percent discount that was applied to all soft service (Outdoor/Indoor Recreation, Library, etc.) cost recoveries. Many of the other key anticipated impacts to the development charges regime were covered in the September 8, 2020 report FIN20-021. Page 407 of 430 November 3, 2020 4 of 8 Report No. PDS20-061 Community Benefits Charges require a by-law and is subject to LPAT appeal Similar to the development charges process, in order to levy CBC’s, a Community Benefits Strategy must be prepared, consulted on, and incorporated into a Community Benefits Charge by-law. It must identify the facilities, services, and matters that will be funded by the CBC, estimated amount, type and location of development and redevelopment that will be subject to CBC’s. There will be a forty day appeal period for a CBC by-law. There is no itemized list of what facilities and services CBC’s may be charged for, but seeing as municipalities may not charge for the same growth cost twice using the available cost recovery tools - essentially CBC’s are meant to recoup for matters not prescribed under development charges, or parkland. CBC’s may be applied to zoning by-law amendments, plans of subdivisions, condominiums, minor variances, consents, a conveyance of land, and building permits. However, the Town’s ability to use CBC’s as a growth recover tool are limited: CBC’s may not be imposed for buildings with fewer than five storeys, developments or buildings with fewer than ten residential units, long-term care homes, retirement homes, hospices, non-profit housing, and post-secondary institutions. Therefore, CBC’s would predominantly apply to higher density residential developments in Aurora. The Town’s Official Plan anticipates a shift to a larger proportionate share of this type of development, in appropriate locations. Also, municipalities will not be eligible to levy CBC’s in areas with a community planning permit system in force. Community Benefit Charges: The maximum charge is 4% of land value, and municipalities have two years to transition from existing Section 37 bonusing The maximum amount a municipality may collect for a CBC is capped at 4% of the land value for any particular development, as of the day before the first or only building permit is issued for an approved development parcel of land. The onus is on each municipality to justify their CBC rate up to this maximum, through their Community Benefits Strategy. If a developer takes the position that their CBC charge levied exceeds 4% of their development’s land value, they may pay the CBC under protest and submit their own appraisal of within 30 days. The municipality must then provide their own appraisal, or else the land owner may be entitled to a refund. And if the owner’s and municipality’s appraisals are within 5% of each other, the land owner may also be entitled to a refund. Page 408 of 430 November 3, 2020 5 of 8 Report No. PDS20-061 If the municipality’s and owner’s appraisals differ by more than 5%, then a third appraisal is to be prepared. Municipalities have two years, from September 18, 2020 when the regulations were proclaimed until September 18, 2020, to transition away from the most recent Section 37 regime and pass a CBC by-law for eligible development types. Section 37 benefits will no longer be available to municipalities after September 2020, if the Town decides not to cover those costs in a CBC. Public annual reports will be required of municipalities that identify the balance of the CBC special account. Despite the limited applicability of CBC’s, for scenarios where the Town’s existing ‘Guidelines for the Implementation of Height & Density Bonusing (Section 37 of the Planning Act)’ currently apply, Aurora should be able to transition to CBC’s (if the Town decides to pursue CBC’s, the associated Community Benefits Strategy, and by-law). Growth Plan: Official Plan planning horizons revised to 2051 Based on a technical report and forecasts prepared by Hemson Consulting, the Greater Golden Horseshoe’s forecast horizon has been extended to 2051. Three forecast scenarios to 2051 were presented for consultation, with Reference forecast being selected over low and high scenarios. The existing Growth Plan Schedule 3 forecasts to 2031 and 2041 are to be maintained. Policies have also been revised so that Growth Plan Schedule 3 forecasts are now to be treated as minimums (as opposed to targets), and municipalities are permitted to plan higher alternative growth forecasts. York Region’s new Growth Plan Schedule 3 reference forecast for 2051 is 2,020,000 persons and 990,000 jobs. These new forecasts will be assigned to York’s nine municipalities including Aurora, As the deadline for Regional conformity to the Growth Plan has not changed, Regional staff are working to release local municipal forecasts by the end of the first quarter of 2021, in advance of a targeting Regional Official Plan adoption by year-end 2021. Growth Plan: Land Needs Assessment Methodology is now less prescriptive, with more focus on market-based housing needs Land needs assessments allocate where residential and employment growth will occur, factoring in components such as existing inventories of approved development, prescribed intensification rates, and density targets, average household sizes. The Page 409 of 430 November 3, 2020 6 of 8 Report No. PDS20-061 revised Land Needs Assessment is less detailed than previous and is now a high-level outcome-based guidance document with new focus on market-based housing need. Other notable Growth Plan policy changes include permitting the conversion of employment lands within Major Transit Station Areas and Provincially Significant Employment Zones, prior to the next Municipal Comprehensive Review. There is also generally an alignment of terminology with Provincial Policy Statement 2020, particularly including the duty to consult indigenous communities. Advisory Committee Review Not applicable. Legal Considerations Legal considerations are throughout the report. Financial Implications The Town’s approved 2020 capital budget includes funds to retain a consultant to assist with the assessment of the financial impacts arising from the above-noted legislative and regulatory changes relating to both the Development Charges Act and Planning Act. These detailed financial implications will be presented in a future report to Council, with recommendations for consideration and approval. 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. Page 410 of 430 November 3, 2020 7 of 8 Report No. PDS20-061 Link to Strategic Plan There are two links to the Strategic Plan, under the Community Pillar – specifically one action item each under Objectives 2 and 5. Under Objective 5, Strengthening the fabric of our community, the following action items applies: Develop a coordinated approach to Town planning that manages growth, plans for the necessary infrastructure and aligns fiscal accountability. Under Objective 2, Invest in sustainable infrastructure, the most applicable action item is: Maintain and expand infrastructure to support forecasted population growth through technology, waste management, roads, emergency services and accessibility. Alternative(s) to the Recommendation None. Conclusions The year after a new Provincial Growth Plan came into effect, the first amendment has introduced changes to further increase housing supply, with further emphasis on a market-based approach. Removing rigor of the previous land needs assessment methodology, extending the planning horizon to 2051, treating forecasts as minimums and not targets, and allowing municipalities to plan for alternative higher forecasts than in Growth Plan Schedule 3. After early indications of a major overhaul in how growth-related costs would be recouped by municipalities, development charges and parkland dedication remain largely in place as they were but with some revisions, and new community benefits charges essentially will replace density bonusing permitted under Section 37 of the Planning Act. Attachments None. Page 411 of 430 November 3, 2020 8 of 8 Report No. PDS20-061 Previous Reports FIN20-021: Bill 197 – Update on Proposed Legislative Changes to Development Charges Act and Planning Act, September 8 2020 FIN20-005: Administrative Changes to the Calculation and Collection of Development Charges under Bill 108 and Bill 138, April 14 2020 PDS19-017: Comments on Proposed Amendment 1 to the Growth Plan for the Greater Golden Horseshoe, February 26 2019 PDS19-012: Proposed Amendment 1 to the Growth Plan for the Greater Golden Horseshoe, February 12 2019 PBS16-083: Guidelines for the Implementation of Height & Density Bonusing (Section 37 of the Planning Act), October 26 2016 Pre-submission Review Agenda Management Team review on October 15, 2020 Approvals Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 412 of 430 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS20-066 ______________________________________________________________________ Subject: Application for Site Plan Approval Luxury Railings Ltd. 125 Engelhard Drive File Number: SP-2019-11 Prepared by: Sean Lapenna, Planner Department: Planning and Development Services Date: November 3, 2020 ______________________________________________________________________ Recommendation 1. That Report No. PDS20-066 be received; 2. That Site Plan Application File SP-2019-11 to permit the development of a new industrial building, be approved in principle, subject to the following conditions: a. Resolution of all outstanding comments and requirements from internal departments and external agencies including the Region of York and the LSRCA, to the satisfaction of the Director of Planning & Development Services, prior to execution of a site plan agreement; and, b. Execution of a site plan agreement. Executive Summary  The proposed Site Plan conforms to the Town of Aurora Official Plan;  The proposed Site Plan conforms to the Town’s Comprehensive Zoning By-law;  The proposed Site Plan conforms to the Oak Ridges Moraine Conservation Plan;  Planning Staff are satisfied with the Site Design and Building Elevations;  Planning Staff recommend that the Site Plan application be approved in principle, subject to conditions. Final technical matters will be addressed prior to execution of the site plan agreement. Page 413 of 430 November 3, 2020 2 of 12 Report No. PDS20-066 Background Application History The Site Plan Application was submitted to the Town on December 13, 2019. The applicant made a resubmission on August 5, 2020 and then again on September 29, 2020 to address and respond to the comments issued by the Town and commenting agencies. Location / Land Use The subject property, municipally known as 125 Engelhard Drive, is located south of Wellington Street East, east of Industrial Parkway South, and north of Vandorf Sideroad (Figure 1). The property has a lot area of approximately 15,312.10 m² (3.78 acres) and a lot frontage of approximately 104.61 m (343 ft). The property is a vacant lot. Surrounding Land Uses The surrounding land uses are: North: Engelhard Drive and Employment lands South: Residential and Employment lands East: Engelhard Drive and Employment lands West: Industrial Parkway South and Employment lands Policy Context Provincial Policies All development applications shall have regard for the Provincial Policy Statement (PPS), which provides policy direction on matters of Provincial interest. These policies support the development of strong communities through the promotion of efficient land use and development patterns. The Growth Plan for the Greater Golden Horseshoe (The Growth Plan) is a guiding document for growth management within the Greater Golden Horseshoe Area. The Growth Plan provides a framework which guides land-use planning. Page 414 of 430 November 3, 2020 3 of 12 Report No. PDS20-066 The Lake Simcoe Protection Plan (LSPP) provides policies which address aquatic life, water quality and quantity, shorelines and natural heritage, other threats and activities (invasive species, climate change and recreational activities) and implementation. The Oak Ridges Moraine Conservation Plan (ORMCP) provides land use and resource management planning direction on how to protect the Moraine’s ecological and hydrological features and functions. York Region Official Plan The subject lands are designated as ‘Urban Area’ within the York Region Official Plan. York Region’s vision for the Urban Area is to strategically focus growth while conserving resources and to create sustainable, lively communities. Under York Region’s Official Plan, one regional urbanization goal is to enhance the Region’s urban structure through city building, intensification and compact, complete communities. Town of Aurora Official Plan As illustrated on Figure 2, the subject lands are designated ‘Existing Employment - General Industrial’. This designation applies to the existing, older industrial areas in the Town including areas fronting Industrial Parkway North and South. Permitted Uses include manufacturing, assembly, fabrication, processing, warehousing, storage of goods and materials, transportation, transit and railway related uses, automotive repair facilities, public garages, utilities and wholesaling, printing establishments and limited accessory office and retail uses. Zoning By-law 6000-17, as amended The subject lands are zoned ‘General Employment (E2)’ under Town of Aurora Zoning By-law 6000-17, as amended (Figure 3). This zone permits Industrial Uses, Warehouses, Offices, Service shops, Commercial Self Storage Facilities, Food Processing Establishments and a Contractors Yard. Reports and Studies The Owner submitted the following documents as part of a complete Site Plan Application: Page 415 of 430 November 3, 2020 4 of 12 Report No. PDS20-066 Report/Drawing Name Report/Drawing Author Site Plan Cityscape Design Innovation Inc. Building Elevations Cityscape Design Innovation Inc. Landscaping Plan Cityscape Design Innovation Inc. Stage 1 and 2 Archaeological Assessment AS& G Archaeological Consulting Stormwater Management Brief Schad Engineering Traffic Management Plan CGC Consulting Proposed Application Proposed Site Plan As illustrated in Figure 4, the site plan proposes an industrial building which is intended to accommodate a food processing operation. The building will include a cold storage component and is intended to be used for the preparation and wholesale distribution of produce (fruits and vegetables).The new business will employ about 60 people. A total Gross Floor Area of approximately 5,211.30 m² (56,094 ft²) is proposed with a lot coverage of approximately 34%. A total of 105 parking spaces are proposed which includes 5 barrier free parking spaces. An area for outdoor storage is proposed in the rear (west) yard. Analysis Town of Aurora Official Plan The proposed Site Plan conforms to the Town of Aurora Official Plan The subject lands are designated ‘Existing Employment - General Industrial’. This designation is intended to ensure the long-term protection and continued evolution of existing, older industrial areas. The proposed food processing use is permitted in the Official Plan. Additionally, the Official Plan states that industrial uses which require outdoor storage and processing shall be permitted provided that the outdoor storage and display areas are not visible from a public road, park or residential areas. The proposed outdoor storage of goods, materials and equipment will occur in accordance with existing zoning provisions regulating the location of outdoor storage, buffering, screening and landscaping. Page 416 of 430 November 3, 2020 5 of 12 Report No. PDS20-066 Planning Staff are of the opinion that the proposed site plan conforms to the policies of the ‘Existing Employment – General Industrial’ designation of the Official Plan and is compatible with the surrounding land uses. An official plan amendment is not required. The proposed Site Plan conforms to the Town’s Comprehensive Zoning By-law The subject lands are zoned ‘General Employment (E2)’ under Town of Aurora Zoning By-law 6000-17, as amended. The applicant has proposed to develop a food processing establishment, which is a Permitted Use in the ‘General Employment (E2)’ and Zoning staff have confirmed that the proposal conforms to all the applicable by-law requirements. No minor variances are required. The proposed Site Plan conforms to the Oak Ridges Moraine Conservation Plan The subject property is designated as a ‘Settlement Area’ under the ORMCP which includes a range of existing communities planned by municipalities to reflect community needs and values. Settlement areas are areas designated for development of an urban type permitting a range of residential, commercial, industrial and institutional uses. The ORMCP states that the purpose of Settlement Areas is to encourage the development of communities that provide their residents with convenient access to an appropriate mix of employment, transportation options and local services and a full range of housing and public service facilities. Settlement Areas also have the objective of promoting strong communities, a strong economy and a healthy environment. With respect to land in a Settlement Areas, all uses listed by the applicable Official Plan and Zoning By-law are permitted. Planning Staff therefore are of the opinion that the proposed site plan conforms to the Oak Ridges Moraine Conservation Plan (ORMCP). Planning Staff are satisfied with the Site Design and Building Elevations The site plan review has progressed to the stage where staff are satisfied with the overall site design including matters such as landscaping, site circulation, outdoor storage and snow storage areas and are recommending to Council that the site application be approved in principle, subject to conditions. Page 417 of 430 November 3, 2020 6 of 12 Report No. PDS20-066 Site Circulation Two access driveways are proposed which are located at the north and south portions of the property (Figure 4). The driveway located to the north will be utilized by trucks accessing the site for purposes related to pick-ups and deliveries. As per the submitted Site Plan, the loading areas and bays are located on the north end of the site. The driveway located to the south will be used primarily by employees to access the designated parking area, where all onsite parking will exist. A 1.5 m (4.92 ft) sidewalk has been provided internal to the site and adjacent to the parking spaces closest to the building (north) in order to accommodate pedestrian connectivity from the outdoor parking area to the building entrances. This sidewalk will also connect to the existing sidewalk at the front of the site (located to the east) to ensure that adequate access to and from the site will be available. Landscaping The applicant is proposing a variety of plantings along the north (side yard), west (rear yard), south (side yard) and east (front yard) property lines (see Figure 5). The plantings consist of both deciduous and coniferous trees and shrubs. A total of 54 deciduous trees and 5 coniferous trees are proposed along with 25 deciduous shrubs and 148 coniferous shrubs for a total of 232 plantings overall, which are intended to provide adequate buffering and screening between the subject lands and adjacent properties. Outdoor Storage The proposed development will also accommodate a future outdoor storage area at the rear of the property to the west (see Figure 4). The applicant has confirmed that the area will be used primarily for the parking of trailers associated with the business, when not in use. The area will also be used for the storage of pallets. All functions as it relates to food processing and preparation will be indoors and the outdoor storage area will comply with existing zoning standards relating to screening, etc. Future office space The floor plan reflects approximately 326 m² (3,509 ft²) of future office space on the second floor, that will serve as accessory to the permitted food processing use which is intended to be occupied at a later date. Page 418 of 430 November 3, 2020 7 of 12 Report No. PDS20-066 However, the Town’s Building Division has confirmed that an additional 5 parking spaces will need to be provided in addition to the minimum required of 78 spaces for the proposed building, bringing the new minimum requirement to 83 spaces. With a total of 105 parking spaces proposed, a parking surplus will exist even after the office space is added in the future. Snow Storage The applicant has worked with Planning Staff to include an area on site for snow storage during the winter months. This area has been added in the north-west corner of the subject lands (see Figure 5). Building Elevations The proposed Site Plan was reviewed by Planning Staff and peer reviewed by the Planning Partnership. The building elevations reflect that the materials to be used consists primarily of precast paneling (see Figure 6). Colours include white and grey. The elevations reflect a design that includes a combination of both vertical and horizontal paneling. Additional windows have been added to provide a breakup between the paneling used for the building and to achieve a level of variation throughout. Stormwater Management The Stormwater Management Brief outlines that the site drains from south to north. Roof drainage will be controlled by the use of flow control roof drains and surface runoff will be controlled by the installation of an orifice plate. Storm drainage from the site will outlet to the existing 600 mm storm sewer. The brief outlines that there is no external drainage entering the site. In the event of a storm exceeding the 1:100 year event, or a blockage of the outlet, emergency overland flow will be directed towards Engelhard Drive. The LSRCA is satisfied with the approach to the management of stormwater onsite. Overall, Planning staff are satisfied with the overall design of the site. This includes the articulation, massing and variation provided with the architectural style of the proposed building. Staff are also satisfied with the landscaping proposed which will provide adequate screening for the outdoor storage area located at the rear of the property. Page 419 of 430 November 3, 2020 8 of 12 Report No. PDS20-066 Department / Agency Comments Planning Staff recommend that the Site Plan application be approved in principle, subject to conditions. Final technical matters will be addressed prior to execution of the site plan agreement Planning and Development Services – Development Engineer The Town’s Development Engineer has no objections to approval, in principle, of the Site Plan application. Any remaining comments on the latest technical submission will be addressed prior to execution of the site plan agreement. Building Division The Town’s Building Division has expressed no objection to approval of the site plan application. Operational Services – Parks Division The Town’s Parks Division has expressed no objection to approval of the site plan application and is satisfied with the overall landscaping plan (see Figure 5). Traffic/Transportation A Traffic Management Plan (TMP) was submitted as part of the Site Plan application. The Town’s Traffic Analyst has no concerns with the findings and conclusions. The Town’s Traffic Analyst has no additional comments to be satisfied prior to final approval. Heritage The Phase 1 & 2 Archeological Assessment prepared by AS&G Archaeological Consulting concluded that the site contains no findings of archaeological significance. The applicant has been advised that the Town will require a letter from the Ministry of Tourism and Culture confirming that the report complies with all the applicable standards and guidelines, and that there are no further archaeological concerns with the proposed development on the subject lands. This letter will need to be provided to the Town prior to execution of the site plan agreement. Page 420 of 430 November 3, 2020 9 of 12 Report No. PDS20-066 Urban Design Peer Reviewer The Town requested the Planning Partnership peer review the proposed site plan application with regards to urban design. The Planning Partnership is generally satisfied with the site plan application and through their review, suggested some refinements to the building elevations including the addition of more windows throughout the building, especially along the top of the east side building elevation. Minor modifications to the landscaping layout were also suggested to the applicant who incorporated these revisions into the final landscaping plan. The Regional Municipality of York The Regional Municipality of York has reviewed the application and advises that they have no objection to approval of the site plan in principle, subject to the owner obtaining the Region’s full sign off prior to execution of the site plan agreement. Lake Simcoe Region Conservation Authority (LSRCA) The Lake Simcoe Region Conservation Authority has reviewed the application and has expressed no objection to approval of the site plan in principle, subject to the owner addressing final minor technical matters, such as updating their phosphorus budget as part of their engineering submission. Compensatory measures if required, will need to be provided by the owner, in accordance with the Phosphorus Offsetting Policy or the South Georgian Bay Lake Simcoe Source Protection Plan as undertaken to the satisfaction of the LSRCA. Central York Fire Services Central York Fire Services (CYFS) has reviewed the application and has no objection to the provided fire access route designed to accommodate future access to the site. CYFS has indicated no objection to site plan approval in principle subject to the owner satisfying technical requirements prior to the execution of the Site Plan Agreement. Public Comments Planning Staff have not received public comments with respect to the subject Site Plan application. Page 421 of 430 November 3, 2020 10 of 12 Report No. PDS20-066 Advisory Committee Review Accessibility Advisory Committee The Town’s Accessibility Advisor reviewed the site plan on behalf of the Accessibility Advisory Committee in accordance with the Accessibility for Ontarians with Disabilities Act in order to encourage barrier free access. Upon review of the latest site plan, the Accessibility Advisor requested that an additional barrier free parking space be added to the outdoor parking area to bring the total of barrier free parking spaces to five, to meet the minimum requirement identified under the AODA Design of Public Spaces O.Reg 191/11, section 80.36 (4). Town staff have worked with the applicant to determine a suitable location for accessible parking. The Site Plan was revised to reflect five barrier free parking spaces, all of which are located within close proximity to building entrances in accordance with AODA guidelines. On this basis, Town Staff are satisfied with the barrier free needs provided for this site and as such, the Town’s Accessibility Advisor has no further comments. Legal Considerations In accordance with section 41 of the Planning Act, the owner may appeal a site plan application if Council fails to approve the application within thirty (30) days of the application being submitted. The owner may also appeal any of the Town’s conditions, including the terms of a site plan agreement. There is no right of appeal for any other person. If Council approves this application, Legal Services will review any agreements required to implement final approval. Financial Implications At the time of execution of the Site Plan agreement, fees and securities will be applied to the development. Cash-in-lieu of parkland will also be required and secured prior to the execution of the site plan agreement. The development of the lands will also generate development charges and yearly tax assessment. Page 422 of 430 November 3, 2020 11 of 12 Report No. PDS20-066 Communications Considerations Site plan applications submitted under Section 41 of the Planning Act do not require public notification. A Notice of Site Plan application sign however was posted on the subject property earlier this year. In addition to this, all planning applications are listed on the Town’s website through the Planning Application Status List which is reported to Council and updated quarterly. Link to Strategic Plan The proposed Site Plan Application supports the Strategic Plan goal of supporting an exceptional quality of life for all through its accomplishment in satisfying requirements in the following key objective within this goal statement: Promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business: Through the proposed Site Plan application on the subject lands, the application will assist in attracting business in accordance with the Development plans to attract businesses that provide employment opportunities for our residents. Alternative(s) to the Recommendation 1. That Council provide direction. Conclusion Planning and Development Services have reviewed this Site Plan Application in accordance with the provisions of the Provincial Plans; the Regional and Town Official Plans, the Town’s Zoning By-law and municipal development standards. Overall, Staff are satisfied with the proposed Site Plan and it has progressed to the stage where it can be presented to Council for approval in principle subject to conditions. The majority of comments to date have been addressed by the applicant and any outstanding technical matters will be reviewed by Town Staff through conditions of approval, prior to execution of the Site Plan agreement. Page 423 of 430 November 3, 2020 12 of 12 Report No. PDS20-066 Attachments Figure 1: Location Map Figure 2: Official Plan Designation Figure 3: Existing Zoning Figure 4: Proposed Site Plan Figure 5: Proposed Landscaping Plan Figure 6: Proposed Building Elevations Previous Reports None. Pre-submission Review Agenda Management Team review on October 15, 2020. Approvals Approved by David Waters, MCIP, RPP, PLE, Director Planning & Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 424 of 430 Vata Co u r tEdwardStreet Furbacher Lane EngelhardDriveEngelhardDrive Industrial Parkway SouthLOCATION MAP Map created by the Town of Aurora Planning & Building Services Department, October 5, 2020. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2019, © First Base Solutions Inc., 2019 Orthophotography. ¯ FIGURE 1 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^ Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd 0 50 100 150 200 MetresAPPLICANT: Luxury Railings LimitedFILES: SP-2019-11 SUBJECT LANDS Page 425 of 430 Furbacher Lane En gelh a r d Dr i v eEngelhardDriveEXISTING OFFICIAL PLAN DESIGNATION Map created by the Town of Aurora Planning & Development Services Department, August 19, 2020. Base data provided by York Region & the Town of Aurora. ¯0 10 20 30 40 50 Metres APPLICANT: Luxury Railings LimitedFILES: SP-2019-11FIGURE 2 SUBJECT LANDS Schedule B1 Secondary Plan Area Existing Employment - General Industrial Page 426 of 430 E2 E1 E2(6) E1(100) O1 E1 E1(136) E2(21) E1(36) EXISTING ZONING Map created by the Town of Aurora Planning & Development Services Department, October 5, 2020. Base data provided by York Region and Aurora - GIS. ¯0 10 20 30 40 50 MetresAPPLICANT: Luxury Railings LimitedFILES: SP-2019-11FIGURE 3 SUBJECT LANDS Zoning Legend EMPLOYMENT ZONES O1 Service EmploymentE1 General EmploymentE2 Public Open Space OPEN SPACE ZONES Page 427 of 430 Map created by the Town of Aurora Planning & Development Services Department, October 5, 2020. PROPOSED SITE PLANAPPLICANT: Luxury Railings LimitedFILES: SP-2019-11FIGURE 4 Page 428 of 430 Map created by the Town of Aurora Planning & Development Services Department, October 5, 2020. PROPOSED LANDSCAPING PLANAPPLICANT: Luxury Railings LimitedFILES: SP-2019-11FIGURE 5 Page 429 of 430 Map created by the Town of Aurora Planning & Development Services Department, August 19, 2020. Base data provided by Richmond Architects Ltd. PROPOSED BUILDING ELEVATIONSAPPLICANT: Luxury Railings LimitedFILES: SP-2019-11FIGURE 6 Page 430 of 430