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'00 C C3nservation
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INDEX TO
BUDGET AUDIT ADVISORY BOARD MEETING #1/14
Friday, March 28, 2014
MINUTES
Minutes of Meeting #3113, held on October 4, 2013
PRESENTATION
Sgambelluri, Rocco, Chief Financial Officer, TRCA,
re: 2014 Budget, Operating and Capital
2014 BUDGET, OPERATING AND CAPITAL
2013 YEAR END FINANCIAL PROGRESS REPORT
1
1
2
39
Toronto and Region
Conserv"a"tion
Authority
MEETING OF THE BUDGET /AUDIT ADVISORY BOARD #1/14
April 11, 2014
The Budget /Audit Advisory Board Meeting #1/14, was held in the Weston Theatres, Black
Creek Pioneer Village, on Friday, April 11, 2014. The Chair Gerri Lynn O'Connor, called
the meeting to order at 8:39 a.m.
PRESENT
Bob Callahan
Gerri Lynn O'Connor
Dave Ryan
ABSENT
Maria Augimeri
David Barrow
RES. #C1 /14 -
Moved by:
Seconded by:
MINUTES
Bob Callahan
Dave Ryan
THAT the Minutes of Meeting #3/13, held on October 4, 2013, be approved.
Member
Chair
Member
Member
Member
CARRIED
(a) A presentation by Rocco Sgambelluri, Chief Financial Officer, TRCA, in regard to item
BAAB7.1 - 2014 Budget, Operating and Capital.
RES. #C2 /14 - PRESENTATION
Moved by: Dave Ryan
Seconded by: Bob Callahan
THAT above -noted presentation (a) be received.
CARRIED
1
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C3/14 - 2014 BUDGET, OPERATING AND CAPITAL
Recommends approval of the 2014 operating and capital budget.
Moved by: Dave Ryan
Seconded by: Bob Callahan
THE BOARD RECOMMENDS TO THE AUTHORITY THAT WHEREAS the Conservation
Authorities Act (CA Act) provides that a conservation authority, in establishing its annual
levy, shall have the power to determine the proportion of the total benefit afforded to all
the participating municipalities that is afforded to each of them;
THEREFORE LET IT BE RESOLVED THAT, subject to such regulations under the
Conservation Authorities Act as may be approved by the lieutenant- Governor -in- Council:
(i) all participating municipalities be designated as benefitting for programs included in
the 2014 Operating Budget;
(ii) Toronto and Region Conservation Authority's (TRCA) share of the cost of the
programs included in the 2014 Operating Budget shall be raised from all
participating municipalities as part of the General Levy;
(iii) the 2014 General Levy be apportioned to the participating municipalities in the
proportion that the modified current value assessment of the whole is under the
jurisdiction of TRCA, unless otherwise provided in the levy or a project;
(iv) the appropriate TRCA officials be directed to advise the participating municipalities,
pursuant to the Conservation Authorities Act and the regulations made thereunder,
and to levy the said municipalities the amount of the general levy set forth in the
2014 Operating Budget, including property tax adjustments and non - Current Value
Assessment (CVA) levy, and to levy the said municipalities the amount of the capital
levy set forth in the 2014 Capital Budget and in the approved projects of TRCA;
THAT the 2014 Operating and Capital Budget, and all projects therein, be adopted;
THAT TRCA staff be authorized to amend the 2014 Operating and Capital Budget to
reflect actual 2014 provincial grant allocations in order to determine the amount of
matching levy governed by regulation;
THAT the cost of property taxes imposed by municipalities on conservation lands owned
by TRCA be charged as additional levy to the respective participating municipalities,
excluding the cost of property taxes which are passed on to a third party under a lease or
similar agreement;
THAT, except where statutory or regulatory requirements provide otherwise, staff be
authorized to enter into agreements with private sector organizations, non - governmental
organizations or government agencies for the undertaking of projects which are of benefit
to TRCA and funded by the sponsoring organization or agency;
2
THAT, as required by Ontario Regulations 139/96 and 231/97, this recommendation and
the accompanying budget documents, including the schedule of matching and
non - matching levies, be approved by recorded vote;
AND FURTHER THAT authorized TRCA officials be directed to take such action as may be
necessary to implement the foregoing, including obtaining approvals and the signing and
execution of documents.
CARRIED
RATIONALE
Enclosed is the recommended 2014 Budget, Operating and Capital. The budget will be
presented to the Authority at its meeting scheduled to be held on April 25, 2014.
Municipal Approval Status
Preliminary estimates are prepared in the summer and fall of each year for submission to
TRCA's municipal funding partners. Staff meets with municipal staff as required by the budget
processes and budget schedules followed by each major participating municipality.
Presentations are made to municipal finance staff and the committees and councils of the
funding partners as required. In the case of Peel Region, TRCA works closely with staff at
Credit Valley and Halton conservation authorities to align budget information and requirements.
A similar process occurs with York Region where TRCA works closely with the Lake Simcoe
Region Conservation Authority. In Durham Region, TRCA staff work closely with five
conservation authorities to align budgets and financial submissions to meet the Region of
Durham requirements. TRCA's submissions to the City of Toronto for capital and operating levy
are reviewed with senior Finance and Toronto Water staff.
The 2014 Preliminary Estimates were approved by the Authority in October, 2013, as the basis
for submissions to TRCA's municipal funding partners. The funding identified in the
apportionment of the levy reflects the amounts that the municipal funding partners have
approved in their 2014 budgets for capital and operating. Contributions from the City of
Toronto and the regional municipalities of Durham, Peel and York have received council
approval. The Township of Adjala - Tosorontio and the Town of Mono have been advised of
TRCA's levy request.
MNR Transfer Payments
The 2014 provincial transfer payments which must be matched with levy has not been
announced. The 2014 operating budget includes a provision for MNR transfer payments at an
amount equal to the funding received in 2013 or $774,000.
Notice of Meeting
By regulation, TRCA has provided 30 days written notice to its member municipalities of the
date of the meeting at which the Authority will consider the municipal levy. At the April 25, 2014
Authority meeting, a recorded vote on the budget recommendations including the
non - matching municipal levy is required. The weighted voting procedure prescribed by
regulation will be used, if necessary.
3
2014 Budget Presentation
In order to meet the provisions of the Conservation Authorities Act and the regulations made
there under, it continues to be necessary to distinguish between general levy (operating) and
benefitting levy (capital projects.) However, due to the unique budgetary requirements of each
of the four major participating municipalities the distinction between operating and capital has
been blurred over the years. For this reason the presentation adopted in the 2014 budget
focuses on the nine service areas of the TRCA business plan, regardless of the underlying
nature of the expenditure.
Further, with the migration of the accounts onto the newly acquired Agresso Business World
financial software, staff took the opportunity to begin the alignment of budget and financial
statement presentations. Future iterations of the budget document will exclude tangible capital
asset (TCA) expenditures, but will include amortization of TCA, in line with the audited financial
statement disclosure.
Operating Budget - Overview of Key Issues
Salary/Wage Costs
The Authority was advised in October, 2013, when the preliminary estimates were approved,
that staff was recommending an increase of 2 %, effective for the first pay in April, 2014. TRCA
salary and wage adjustments over the last five years, as outlined below, have averaged 1.8%
per year, on a simple average basis.
2010-2%
2011-0%
2012-3%
2013-2%
2014-2%
Staffing Levels
The TRCA full time equivalents (FTEs) included in the operating budget are projected to be
409.4 for 2014, as compared to 410.3 budgeted in 2013. Please refer to the summary on page
8 of the budget document.
Expenditures /Operating Revenues
The 2014 operating expenditure budget is $39.2 million, an increase of $.84 million or 2.2%
over 2013 budget. The increase in expenditures will be financed by additional revenues
(non -levy) of 0.7 million (4.1 % increase) and additional general levy of $0.35 (2.8% increase.)
Wage costs have increased $76 million and benefit costs are $0.16 million over 2013 budget.
The largest segment of the operating budget is wages and benefits, representing 78.9% of
gross operating expenditures.
Municipal Funding Arrangements
Each of TRCA's participating municipalities has its own unique budget requirements and annual
budgetary pressures. TRCA has met each of the individual participating municipality's
requirements within the context of the Conservation Authorities Act. In recent years, TRCA has
changed the funding "formula" to achieve greater flexibility in meeting individual municipal
partner guidelines. To this end, the 2014 operating levy includes a component, totalling
$334,000 (2013 - $206,500) referred to as "Non -CVA Levy ". Under the provisions of the Act,
TRCA makes a general levy against all of its participating municipalities to fund its general
operating requirements. With regard to the portion of the levy that is for "administration costs"
as defined in the Act, TRCA must use CVA as the basis of apportionment. With respect to the
balance of the general levy which is raised for "maintenance costs" a conservation authority
may apportion benefit using any method that is approved in adopting the budget. In essence,
the non -CVA levy adjusts the amount of the general levy that relates to maintenance costs that
would otherwise be apportioned using CVA as the basis and allows TRCA to meet the unique
funding guidelines of each participating municipality.
The non -CVA levy apportionments for 2014 have been allocated to the municipalities as follows:
Municipality
2014
2013
Durham
$55,900
$26,200
Peel
$178,200
$89,700
Toronto
-
-
York
99,900
$90,600
Mono
$1,156
- 40.90%
Adjala- Tosorontio
I -
46.67%
Total
1 $334,000
$206,500
After giving consideration to all of the factors that affect the general levy on a municipality
including tax adjustments, year over year shifts in CVA and individual targets set municipally,
TRCA has achieved total municipal levy funding in the amount of $12,851,000 representing an
average increase over 2013 of 2.84 %. The general levy has been allocated to the municipal
partners as follows:
Municipality
2014 General Levy
Change over 2013
Durham
$521,287
2.74%
Peel
$1,635,969
4.01%
Toronto
$7,858,337
2.50%
York
$2,832,928
3.15%
Mono
$1,156
- 40.90%
Adjala- Tosorontio
1 $1,3231
46.67%
Total
1 $12,851,000
2.84%
5
Property Taxes on Conservation Lands
TRCA is required to pay property taxes on its lands except where TRCA has received an
exemption or partial exemption under the Conservation Land Tax Incentive Program (CLTIP).
In the case of revenue producing properties such as rental houses or leased lands, taxes are
covered by the revenues received. For park and conservation lands, where taxes are payable,
the rates are generally relatively low. In the City of Toronto, most park and conservation lands
are exempt from property taxation because the City exercised its ability under the City of
Toronto Act to exempt park land from taxes. In the regions of Peel, York and Durham, the Town
of Mono and the Township of Adjala - Tosorontio, property taxes are paid on conservation lands
not included under CLTIP. In fairness to the City of Toronto which grants exemption, TRCA has
long had a practice of allocating the cost of property taxes to the jurisdiction which levies the
taxes. This is reflected as an adjustment to the apportionment of the general levy.
Capital Budget Summary
The 2014 capital budget is set at $86.7 million, an increase of $15.0 million over 2013.
Municipal funding will pay for $49.0 million of the capital program, of which $35.9 will be raised
in 2014 and the balance ($13.1 million) is on hand as carried forward levy from previous years.
Funding from other sources amounts to $37.7 million.
Commensurate with the growth in capital spending is the associated FTE count. The 2014 FTE
estimate is 266.1, an increase of 14.3, over 2013. Capital expenditures can vary significantly
from year to year as funding is made available. A summary of the 2014 capital program
appears at pages 11 to 16 of the attached budget document.
Capital projects are usually funded by the municipal partners on a benefitting municipality
basis. That is, with few exceptions, capital projects funded by a municipality are undertaken
within that municipality. These include:
• erosion control projects (Peel, Toronto and York);
• Remedial Action Plan program (Toronto);
• waterfront development (Toronto and Durham);
• natural heritage regeneration projects in Peel and York;
• regional watershed monitoring;
• Black Creek Pioneer Village restoration program (Toronto);
• flood control works and flood plain mapping;
• watershed management projects;
• Peel Region Climate Change Project;
• conservation land care (Peel and York);
• conservation area infrastructure.
Some capital programs are generally benefitting. These include:
• public use infrastructure - levy based on CVA, used to fund infrastructure needs of parks
and education field centres;
• information technology - levy based on CVA, used to fund common capital IT needs across
the organization;
• major facilities retrofit - levy based on CVA, used for major capital expenditures for buildings
and accommodation;
III
Certain capital programs are uniquely funded:
• land acquisition - major acquisitions leverage funding available from regions of Peel, York
and Durham, City of Toronto, local municipalities, Oak Ridges Moraine Foundation, The
Living City Foundation and other sources;
• the source water protection program is funded entirely by the Province of Ontario;
• Toronto Waterfront Revitalization Corporation (TWRC) projects - funded directly by TWRC
through delivery agreements, including Port Union, Mimico and Lower Don River;
• Humber Bay Shores (Etobicoke Motel Strip) - legacy project for which the City of Toronto
and Province of Ontario have continuing commitment to finance the final costs of the
expropriation process;
• groundwater strategies and management - costs shared by Peel, York, Durham and the City
of Toronto.
Special Project Funding:
• TRCA works with its municipal partners to undertake special projects wherein TRCA has
significant, specialized expertise. These special projects include erosion work, construction
of trails, bridges and wetlands, and tree planting. This funding varies from year to year and
is completely separate from the municipal operating and capital levy funding.
Consolidated Overview
The 2014 gross expenditure budget, capital and operating combined, is approximately $126.0
million, the highest amount in the history of the organization. The growth has been occurring
mostly within the capital accounts, as previously noted, and both through the levy process and
contracted work with regional and local municipalities.
The 2013 audited financial statements will be available at the June meeting of the BudgeUAudit
Advisory Board. While there may still be a need to process a few minor adjustments to the year
end results, 2013 results indicate surplus within the operating accounts of approximately $1
million. In the capital accounts due to costs which were incurred in 2013 (to be recovered from
approved funding in 2014) the accounts will show a deficit of about $0.8 million. The 2014
capital budget projects a surplus of $.94 million to offset the extra costs incurred in 2013.
These projects are noted in the 2013 Year End Financial Progress Report, a separate report on
this agenda.
Going into 2013 the cumulative surplus was $0.3 million. Based on the analysis above, it is
anticipated that the end of year surplus position will grow by $0.2 million to $0.5 million and a
further $0.8 once the capital deficit has been financed after 2014. Details of the 2013 net results
are available elsewhere on the agenda, in the report titled "2013 Year End Financial Progress
Report". The June report to the board may include recommendations regarding transfers
between reserves and surplus.
7
DETAILS OF WORK TO BE DONE
At the Budget /Audit Advisory Board meeting, staff will make a presentation summarizing the
2014 operating and capital budgets.
Report prepared by: Rocco Sgambelluri, extension 5232
Emails: rsgambelluri @trca.on.ca
For Information contact: Rocco Sgambelluri, extension 5232
Emails: rsgambelluri @trca.on.ca
Date: April 7, 2014
Attachments: 1
i
Attachment 1
Toronto and Region
Conservation
for The Living City
2014 BUDGET
OPERATING AND CAPITAL
E
Table of Contents
Section 1 — 2014 Apportionment of Levy
Apportionment of 2014 Operating Budget Levy
2014 Basis of Apportionment — Municipal Levy
2014 Levy Apportionment
Section 2 — Operating and Capital Budget
2014 Operating Budget — Revenue Summary
4
2014 Operating Budget — Expenditure Summary
5
2014 Capital Budget — Revenue Summary
7
2014 Capital Budget — Expenditure Summary
8
Total 2014 Capital Levy — By Service Area
10
Full Time Equivalents
11
Section 3 — Operating and Capital Budget by Service Area
2014 Operating and Capital Budget — Revenue Summary
12
2014 Operating and Capital Budget — Expenditure Summary
13
Operating
and
Capital Budget —
Watershed Studies and Strategies
15
Operating
and
Capital Budget —
Water Risk Management
16
Operating
and
Capital Budget —
Regional Biodiversity
18
Operating
and
Capital Budget —
Land Securement and Management
20
Operating
and
Capital Budget —Tourism
and Recreation
21
Operating
and
Capital Budget —
Planning and Development Review
23
Operating
and
Capital Budget —
Education and Outreach
24
Operating
and
Capital Budget —
Sustainable Communities
26
Operating
and
Capital Budget —
Corporate Services
27
10
Toronto and Region Conservation Authority
2014 Budget
Apportionment of 2014 Operating Budget Levy
Levy
Excluding
Tax
4djala- Tosorontio
823
Durham
337,387
Toronto
7,858,037
Mono
956
Peel
1,359, 769
York
2,555,028
Tax
500
128,000
300
200
98,000
178,000
Total 2013
Non -CVA General Operating
1,323
55,900 521,287
7,858,337
1,156
178,200 1,635,969
99,900 2,832,928
902
507,365
7,666,494
1,956
1,572,950
2,746,333
421
13,922
191,843
(800)
63,019
1
46.67%
2.74%
2.50%
- 40.90%
4.01%
3.15%
II
12,112,000 405,000 334,000 12,851,000 12,496,000 355,000 2.84%
11
Toronto and Region Conservation Authority
2014 Budget
2014 Basis of Apportionment - Municipal Levy
(Based on 2013 for 2014 Modidfied Current Value Assessment Figures)
*As provided by the Ministry of Natural Resources
12
% Of
Current Value
Current Value
Municipality in
Assessment in
Population in
Municipality
Assessment
Authority
Watershed
Total Population
Authority
$(000's)
$(000's)
Township of Adjala- Tosorontio
1,797,438
4
71,898
9,644
386
Durham, Regional Municipality of
35,855,041
29,485,674
199,023
165,862
City of Toronto
686,747,613
100
686,747,613
2,142,038
2,142,038
Town of Mono
1,670,438
5
83,522
6,914
346
Peel, Regional Municipality of
271,517,775
118,836,026
1,039,636
473,229
York, Regional Municipality of
244,231,488
223,294,894
749,320
675,622
1,241,819,793
1,058,519,626
4,146,575
3,457,483
Analysis of Regional Municipalities*
Durham, Regional Municipality of
Ajax, Town of
15,709,085
86
13,509,814
96,478
82,971
Pickering, Town of
15,984,380
95
15,185,161
83,430
79,259
Uxbridge Township
4,161,575
19
790,699
19,115
3,632
35,855,041
29,485,674
199,023
165,862
Peel, Regional Municipality of
Brampton, City
86,505,848
63
54,498,685
393,660
248,006
Mississauga, City of
170,087,356
33
56,128,828
591,197
195,095
Caledon, Town of
14,924,570
55
8,208,514
54,779
30,128
271,517,775
118,836,026
1,039,636
473,229
York, Regional Municipality of
Aurora, Town of
12,345,280
4
493,811
45,105
1,804
Markham, Town of
77,760,231
100
77,760,231
249,877
249,877
Richmond Hill, Town of
47,142,100
99
46,670,679
152,455
150,930
Vaughan, Town of
91,662,496
100
91,662,496
250,582
250,582
Whitchurch - Stouffville, Town of
9,347,254
43
4,019,319
32,810
14,108
King Township
5,974,127
45
2,688,357
18,491
8,321
244,231,488
223,294,894
749,320
675,622
*As provided by the Ministry of Natural Resources
12
Toronto and Region Conservation Authority
2014 Budget
2014 Levy Apportionment
43
Town of Mono
Modified Current Value Assessment in
2014 General Levy
2013 General Levy
Municipality
Watershed
Brampton
Proportionate Factor
Proportionate Factor
Mississauga
56,128,828
$(000's)
Caledon
8,208,514
Adjala - Tosorontio
71,898
0.0068%
0.0076%
Durham, Regional Municipality of
Aurora
493,811
Ajax
13,509,814
Richmond
46,670,679
Pickering
15,185,161
91,662,496
Whitchurch - Stouffville
Uxbridge
790,699
King
2,688,357
223.294.894
29,485,674
2.7856%
3.0142%
City of Toronto
686,747,613
64.8781%
64.6525%
Town of Mono
83,522
0.0079% 0.0089%
Peel, Regional Municipality of
Brampton
54,498,685
Mississauga
56,128,828
Caledon
8,208,514
118,836,026
11.2266% 11.6254%
York, Regional Municipality of
Aurora
493,811
Markham
77,760,231
Richmond
46,670,679
Vaughan
91,662,496
Whitchurch - Stouffville
4,019,319
King
2,688,357
223.294.894
21.0950% 20.6914%
1,058,519,626 100.0000% 100.0000%
13
Toronto and Region Conservation Authority
2014 Budget
2014 Operating Budget - Revenue Summary
$ Change % Change
2014 2013 2013 over 2013 over 2013
Budget Budget Year to date Budget Budget
Revenue
Municipal
Operating levies
Capital levies
Other
Government Grants
Provincial
Federal
User fees, sales and admissions
Contract services
Municipal
Corporate and other
Rent and property interests
Fundraising
Donations
The Living City Foundation
Investment income
Reserves
Sundry
Total Revenue
4
12,851,000
12,496,000
12,496,000
355,000
2.8%
349,000
335,000
335,000
14,000
4.2%
1,284,000
1,304,000
1,098,000
(20,000)
-1.5%
1,878,000
1,904,000
1,790,000
(26,000)
-1.4%
14,000
71,000
63,000
(57,000)
-80.3%
17,767,000
17,073,000
16,499,000
694,000
4.1%
386,000
480,000
582,000
(94,000)
-19.6%
121,000
96,000
170,000
25,000
26.0%
2,670,000
2,599,000
2,555,000
71,000
2.7%
249,000
249,000
3,000
-
0.0%
1,053,000
1,041,000
1,104, 000
12,000
1.2%
540,000
540,000
571,000
-
0.0%
213,000
30,000
30,000
429,000
-
39,190,000
38,431,000
37,695,000
974,000
2.5%
14
Toronto and Region Conservation Authority
2014 Budget
2014 Operating Budget - Expenditure Summary
Expenditures
Watershed Studies and Strategies
Watershed and Waterfront Plans
Climate and Extreme Weather Impacts
Total Watershed Studies and Strategies
Water Risk Management
Technical Services - Water Risk
Flood Management
Total Water Risk Management
Regional Biodiversity
Natural Channels
Ecosystem Management Research and Directions
Habitat Restoration Works
Forest Management
Indigenous Plan Propagation
Restoration and Regeneration
Total Regional Biodiversity
Land Securement and Management
Property Taxes and Insurance
Land Securement
Land Management
Archaeology
Rental Properties
Total Land Securement and Management
Tourism and Recreation
Conservation Parks
Trails
Bathurst Glen
Black Creek Pioneer Village
Public Use Infrastructure
Events and Festivals
Total Tourism and Recreation
$ Change % Change
2014 2013 2013 over 2013 over 2013
Budget Budget Year to date Budget Budget
2,107,000 2,104,000 1,765,000 3,000 0.1%
92,000 - 92,000 92,000 0.0%
2,199,000 2,104,000 1,857,000 95,000 4.5%
20,000 20,000 18,000 - 0.0%
692,000 662,000 688,000 30,000 4.5%
712,000 682,000 706,000 30,000 4.4%
-
-
-
(34,000)
0.0%
91,000
233,000
272,000
212,000
(39,000)
-14.3%
144,000
393,000
429,000
408,000
(36,000)
-8.4%
461,000
146,000
214,000
125,000
(68,000)
-31.8%
36,000
(20,000)
(15,000)
(155,000)
(5,000)
33.3%
0.5%
305,000
355,000
245,000
(50,000)
-14.1%
1,057,000
1,255,000
835,000
(198,000)
-15.8%
610,000
644,000
561,000
(34,000)
-5.3%
91,000
87,000
87,000
4,000
4.6%
155,000
144,000
150,000
11,000
7.6%
281,000
281,000
461,000
-
0.0%
2,081,000
2,045,000
2,223,000
36,000
1.8%
3,218,000
3,201,000
3,482,000
17,000
0.5%
5,120,000
5,073,000
5,020,000
47,000
0.9%
25,000
25,000
27,000
-
0.0%
1,269,000
1,271,000
1,186,000
(2,000)
-0.2%
3,743,000
3,932,000
3,718,000
(189,000)
-4.8%
25,000
25,000
17,000
-
0.0%
2,188,000
2,026,000
2,443,000
162,000
8.0%
12,370,000
12,352,000
12,411,000
18,000
0.1%
15
$ Change % Change
2014 2013 2013 over 2013 over 2013
Budget Budget Year to date Budget Budget
Planning and Development Review
Development Planning and Regulation Permitting
2,517,000
2,462,000
2,060,000
55,000
2.2%
Environmental Assessment Planning and Permitting
2,903,000
3,008,000
2,617,000
(105,000)
-3.5%
Enquiries
1,047,000
1,040,000
1,002,000
7,000
0.7°%
Policy Development and Review
153,000
273,000
205,000
(120,000)
-44.0%
Total Planning and Development Review
6,620,000
6,783,000
5,884,000
(163,000)
-2.4%
Education and Outreach
Educational Infrastructure
72,000
71,000
34,000
1,000
1.4%
School Programs
4,273,000
4,108,000
3,921,000
165,000
4.0%
Professional Training and Development
992,000
985,000
1,009,000
7,000
0.7%
Family Programs
23,000
52,000
54,000
(29,000)
-55.8%
Total Education and Outreach
5,360,000
5,216,000
5,018,000
144,000
2.8°%
Sustainable Communities
Community Engagement
-
5,000
-
(5,000)
- 100.0%
Total Sustainable Communities
-
5,000
-
(5,000)
- 100.0%
Corporate Services
Financial Services
1,577,000
1,417,000
1,496,000
160,000
11.3%
Corporate Management and Infrastructure
3,547,000
3,168,000
3,057,000
379,000
12.0 %
Human Resources
788,000
601,000
599,000
187,000
31.1%
Marketing and Communications
1,431,000
1,405,000
1,383,000
26,000
1.9%
Information Management
1,675,000
1,561,000
1,525,000
114,000
7.3%
Management and Governance Services
669,000
631,000
537,000
38,000
6.0°%
Project Recoveries
(2,063,000)
(2,055,000)
(2,124,000)
(8,000)
0.4%
Vehicles and Equipment
30,000
30,000
42,000
-
0.0%
Total Corporate Services
7,654,000
6,758,000
6,515,000
896,000
13.3%
Total Expenditures
39,190,000
38,356,000
36,708,000
839,000
2.2%
Net Budget
-
(75,000)
(990,000)
75,000
- 100.0%
16
Toronto and Region Conservation Authority
7
2014 Budget
2014
Capital Budget - Revenue Summary
$ Change
% Change
2014
2013
2013
over 2013
over 2013
Budget
Budget
Year to date
Budget
Budget
Revenue
Municipal
Capital levies
48,686,000
35,249,000
24,352,000
13,437,000
38.1%
Other
2,537,000
2,226,000
1,366,000
311,000
14.0%
Government Grants
Provincial
1,768,000
1,917,000
2,516,000
(149,000)
-7.8%
Federal
1,466,000
1,599,000
1,612,000
(133,000)
-8.3%
User fees, sales and admissions
954,000
623,000
1,369,000
331,000
53.1%
Contract services
Municipal
23,939,000
23,523,000
14,987,000
416,000
1.8%
Compensation agreements
2,236,000
1,018,000
52,000
1,218,000
119.6%
Corporate and other
2,262,000
1,786,000
1,038,000
476,000
26.7%
Rent and property interests
498,000
498,000
11,000
-
0.0%
Fundraising
Donations
3,000,000
3,000,000
13,000
0.0%
The Living City Foundation
371,000
382,000
410,000
(11,000)
-2.9%
Investment income
-
-
18,000
-
0.0%
Sundry
2,000
Total Revenue
87,717,000
71,821,000
47,746,000
15,896,000
22.1%
17
Toronto and Region Conservation Authority
2014 Budget
2014 Capital Budget - Expenditure Summary
Expenditures
Watershed Studies and Strategies
Watershed and Waterfront Plans
Report Cards
Climate and Extreme Weather Impacts
Total Watershed Studies and Strategies
Water Risk Management
Technical Services - Water Risk
Erosion Management
Flood Management
Total Water Risk Management
Regional Biodiversity
Biodiversity, Monitoring
Natural Channels
Ecosystem Management Research and Directions
Habitat Restoration Works
Wildlife Management
Forest Management
Indigenous Plan Propagation
Restoration and Regeneration
Total Regional Biodiversity
Land Securement and Management
Land Securement
Land Management
Archaeology
Rental Properties
Total Land Securement and Management
Tourism and Recreation
Waterfront Parks
Conservation Parks
Trails
Bathurst Glen
Black Creek Pioneer Village
Public Use Infrastructure
Events and Festivals
Total Tourism and Recreation
$ Change % Change
2014 2013 2013 over2013 over 2013
Budget Budget Year to date Budget Budget
3,157,000
1,579,000
1,077,000
1,578,000
99.9%
976,000
1,330,000
546,000
(354,000)
-26.6%
894,000
1,342,000
594,000
(448,000)
-33.4%
5,027,000
4,251,000
2,217,000
776,000
18.3%
3,432,000
2,698,000
3,118,000
734,000
27.2%
14,084,000
7,808,000
6,692,000
6,276,000
80.4%
3,704,000
6,011,000
3,014,000
(2,307,000)
-38.4%
21,220,000
16,517,000
12,824,000
4,703,000
28.5%
1,826,000
1,369,000
1,396,000
457,000
33.4%
514,000
512,000
237,000
2,000
0.4%
977,000
1,177,000
852,000
(200,000)
-17.0%
7,607,000
6,022,000
3,053,000
1,585,000
26.3%
196,000
118,000
150,000
78,000
66.1%
361,000
343,000
233,000
18,000
5.2%
180,000
144,000
(12,000)
36,000
25.0%
3,076,000
3,168,000
3,155,000
(92,000)
-2.9%
14,737,000
12,853,000
9,064,000
1,884,000
14.7%
5,248,000
5,250,000
1,588,000
(2,000)
0.0%
3,203,000
3,236,000
1,950,000
(33,000)
-1.0%
47,000
45,000
59,000
2,000
4.4%
563,000
2,000
1,000
561,000
28050.0%
9,061,000
8,533,000
3,598,000
528,000
6.2%
12,610,000
10,446,000
7,369,000
2,164,000
20.7%
741,000
1,121,000
813,000
(380,000)
-33.9%
2,128,000
2,546,000
504,000
(418,000)
-16.4%
2,180,000
19,000
150,000
2,161,000
11373.7%
3,000
-
419,000
3,000
0.0%
3,741,000
3,374,000
1,285,000
367,000
10.9%
-
-
-
-
0.0%
21,403,000
17,506,000
10,540,000
3,897,000
22.3%
•
Planning and Development Review
Environmental Assessment Planning and Permitting
Policy Development and Review
Total Planning and Development Review
Education and Outreach
Educational Infrastructure
School Programs
Professional Training and Development
Total Education and Outreach
Sustainable Communities
Living City Transition Program
Community Engagement
Total Sustainable Communities
Corporate Services
Corporate Management and Infrastructure
Human Resources
Information Management
Project Recoveries
Total Corporate Services
$ Change % Change
2014 2013 2013 over2013 over 2013
Budget Budget Year to date Budget Budget
- - 86,000 - 0.0%
593,000 561,000 564,000 32,000 5.7%
593,000 561,000 650,000 32,000 5.7%
3,714,000
1,706,000
1,610,000
2,008,000
117.7%
1,036,000
877,000
869,000
159,000
18.1%
802,000
741,000
705,000
61,000
8.2%
5,552,000
3,324,000
3,184,000
2,228,000
67.0%
4,501,000 4,544,000 3,749,000 (43,000) -0.9%
2,572,000 2,353,000 1,597,000 219,000 9.3%
7,073,000 6,897,000 5,346,000 176,000 2.6%
1,357,000
687,000 549,000
670,000
97.5%
-
- (6,000)
-
0.0%
741,000
690,000 674,000
51,000
7.4%
5,000
- (110,000)
5,000
0.0%
2,103,000
1,377,000 1,107,000
726,000
52.7%
Total Expenditures 86,769,000 71,819,000 48,530,000 14,950,000 20.8%
Net Budget (944,000) - 782,000 (944,000) 0.0%
19
Toronto and Region Conservation Authority
2014 Budget
Total 2014 Capital Levy by Service Area
10
20
Total by
Service
Service Area
Peel
Toronto
York
Durham Adjala Mono
Total
Area
$(000's)
$(Doe's)
$(000's)
$(000's)
$(000's)
$(000's)
Watershed Studies and
2014 Capital
Strategies
Levy
605
1,693
85
50 - -
2,433
3,180
Carryforward
230
492
22
3 - -
747
2014 Capital
Water Risk Management
Levy
2,231
8,699
1,771
331 - -
13,032
16,313
Carryforward
1,615
808
794
56 - -
3,273
2014 Capital
Regional Biodiversity
Levy
3,497
2,460
894
234 - -
7,085
8,409
Carryforward
768
378
125
20 - -
1,291
Land Securement and
2014 Capital
Management
Levy
1,368
477
466
38 - -
2,349
2,856
Carryforward
466
37
5 - -
508
2014 Capital
Tourism and Recreation
Levy
1,790
404
62
138 - -
2,394
4,291
Carryforward
2,452
19
-
33 - -
2,504
Planning and Development
2014 Capital
Review
Levy
517
143
147
59 - -
866
943
Carryforward
17
25
17
17 - -
76
2014 Capital
Education and Outreach
Levy
1,757
310
1,149
- - -
3,216
4,107
Carryforward
833
58
-
- - -
891
2014 Capital
Sustainable Communities
Levy
2,024
553
563
64 - -
3,204
4,327
Carryforward
750
265
108
- - -
1,123
2014 Capital
Corporate Services
Levy
311
731
228
33
1,303
4,043
Carryforward
331
1,791
536
82
2,740
Capital
Total
Levy
14,100
15,470
5,365
947 - -
35,882
Carryforward
7,462
3,836
1,639
216 -
13,153
Total by Municipality
21,562
19,306
7,004
1,163
49,035
20
Toronto and Region Conservation Authority
2014 Budget
2014 Full -time Equivalent Employees (FTEs)
Type
Full Time Non -FT Grand Total
Operating
Watershed Studies and Strategies
15.4
0.1
15.5
Water Risk Management
4.9
4.9
Regional Biodiversity
14.5
2.3
16.8
Land Securement and Management
14.2
7.4
21.6
Tourism and Recreation
49.7
97.5
147.2
Planning and Development Review
62.7
0.5
63.2
Education and Outreach
42.7
19.8
62.5
Sustainable Communities
0.1
0.1
Corporate Services
76.7
0.8
77.5
Operating Total
280.9
128.5
409.4
Capital
Watershed Studies and Strategies
11.8
0.1
11.9
Water Risk Management
54.9
13.5
68.3
Regional Biodiversity
60.1
22.6
82.7
Land Securement and Management
16.0
0.2
16.3
Tourism and Recreation
17.2
1.6
18.9
Planning and Development Review
3.1
3.1
Education and Outreach
14.5
2.0
16.5
Sustainable Communities
42.9
2.2
45.1
Corporate Services
3.2
0.2
3.4
Capital Total
223.8
42.3
266.1
Total FTEs
504.7
170.8
675.5
2013 Total FTEs 445 217.1 662.1
Year over Year Change 59.7 -46.3 13.4
21
11
Toronto and Region Conservation Authority 12
2014 Operating and Capital Budget
2014 Operating and Captial Budget - Revenue Summary
$ Change % Change
2014 2013 2013 over 2013 over 2013
Budget Budget Year to date Budget Budget
Revenue
Municipal
Operating levies
12,851,000
12,496,000
12,496,000
355,000
2.8%
Capital levies
49,035,000
35,584,000
24,687,000
13,451,000
37.8%
Other
3,821,000
3,530,000
2,464,000
291,000
8.2%
Government Grants
Provincial
3,646,000
3,821,000
4,306,000
(175,000)
-4.6%
Federal
1,480,000
1,613,000
1,675,000
(133,000)
-8.2%
User fees, sales and admissions
18,721,000
17,669,000
17,868,000
1,052,000
6.0%
Contract services
Municipal
24,325,000
24,003,000
15,569,000
322,000
1.3%
Compensation agreements
2,236,000
1,018,000
52,000
1,218,000
119.6%
Corporate and other
2,383,000
1,882,000
1,208,000
501,000
26.6%
Rent and property interests
3,168,000
3,097,000
2,567,000
71,000
2.3%
Fundraising
Donations
3,249,000
3,249,000
16,000
-
0.0%
The Living City Foundation
1,424,000
1,423,000
1,514,000
1,000
0.1%
Investment income
540,000
540,000
589,000
-
0.0%
Sundry
30,000
30,000
432,000
-
Total Revenue
126,909,000
109,955,000
85,443,000
16,954,000
15.4%
22
Toronto and Region Conservation Authority
2014 Operating and Capital Budget
2014 Operating and Captial Budget - Expenditure Summary
13
Regional Biodiversity
Biodiversity Monitoring
1,826,000
1,369,000
1,396,000
$ Change
% Change
Natural Channels
2014
2013
2013
over 2013
over 2013
Ecosystem Management Research and Directions
Budget
Budget
Year to date
Budget
Budget
Expenditures
8,000,000
6,451,000
3,460,000
1,549,000
24.0%
Watershed Studies and Strategies
196,000
118,000
150,000
78,000
66.1%
Watershed and Waterfront Plans
5,264,000
3,683,000
2,842,000
1,581,000
42.9%
Report Cards
976,000
1,330,000
546,000
(354,000)
-26.6%
Climate and Extreme Weather Impacts
987,000
1,342,000
685,000
(355,000)
- 26.5%
Total Watershed Studies and Strategies
7,227,000
6,355,000
4,073,000
872,000
13.7%
Water Risk Management
Technical Services - Water Risk
3,452,000
2,718,000
3,136,000
734,000
27.0%
Erosion Management
14,084,000
7,808,000
6,692,000
6,276,000
80.4%
Flood Management
4,396,000
6,673,000
3,702,000
(2,277,000)
-34.1%
Total Water Risk Management
21,932,000
17,199,000
13,530,000
4,733,000
27.5%
Regional Biodiversity
Biodiversity Monitoring
1,826,000
1,369,000
1,396,000
457,000
33.4%
Natural Channels
514,000
513,000
237,000
1,000
0.2%
Ecosystem Management Research and Directions
1,210,000
1,449,000
1,064,000
(239,000)
-16.5%
Habitat Restoration Works
8,000,000
6,451,000
3,460,000
1,549,000
24.0%
Wildlife Management
196,000
118,000
150,000
78,000
66.1%
Forest Management
507,000
557,000
358,000
(50,000)
-9.0%
Indigenous Plan Propagation
160,000
129,000
(167,000)
31,000
24.0%
Restoration and Regeneration
3,381,000
3,523,000
3,400,000
(142,000)
-4.0%
Total Regional Biodiversity
15,794,000
14,109,000
9,898,000
1,685,000
11.9%
Land Securement and Management
Property Taxes and Insurance
610,000
644,000
561,000
(34,000)
-5.3%
Land Securement
5,339,000
5,337,000
1,674,000
2,000
0.0%
Land Management
3,358,000
3,380,000
2,101,000
(22,000)
-0.7%
Archaeology
328,000
326,000
519,000
2,000
0.6%
Rental Properties
2,644,000
2,047,000
2,224,000
597,000
29.2%
Total Land Securement and Management
12,279,000
11,734,000
7,079,000
545,000
4.6%
Tourism and Recreation
2,517,000
2,462,000
2,060,000
55,000
2.2%
Waterfront Parks
12,610,000
10,446,000
7,369,000
2,164,000
20.7%
Conservation Parks
5,861,000
6,194,000
5,833,000
(333,000)
-5.4%
Trails
2,153,000
2,571,000
531,000.
(418,000)
-16.3%
Bathurst Glen
3,449,000
1,290,000
1,335,000
2,159,000
167.4%
Black Creek Pioneer Village
3,746,000
3,932,000
4,137,000
(186,000)
4.7%
Public Use Infrastructure
3,766,000
3,399,000
1,302,000
367,000
10.8%
Events and Festivals
2,188,000
2,026,000
2,443,000
162,000
8.0%
Total Tourism and Recreation
33,773,000
29,858,000
22,950,000
3,915,000
13.1%
Planning and Development Reveiw
Development Planning and Regulation Permitting
2,517,000
2,462,000
2,060,000
55,000
2.2%
Environmental Assessment Planning and Permitting
2,903,000
3,008,000
2,703,000
(105,000)
-3.5%
Enquiries
1,047,000
1,040,000
1,002,000
7,000
0.7%
Policy Development and Review
747,000
834,000
769,000
(87,000)
-10.4%
Total Planning and Development Reveiw
7,214,000
7,344,000
6,534,000
(130,000)
-1.8%
Education and Outreach
Educational Infrastructure
3,786,000
1,777,000
1,643,000
2,009,000
113.1%
School Programs
5,309,000
4,985,000
4,790,000
324,000
6.5%
Professional Training and Development
1,794,000
1,726,000
1,714,000
68,000
3.9%
Family Programs
23,000
52,000
54,000
(29,000)
-55.8%
Total Education and Outreach
10,912,000
8,540,000
8,201,000
2,372,000
27.8%
23
Corporate Services
Financial Services
1,577,000
1,417,000
1,496,000
160,000
14
Corporate Management and Infrastructure
4,904,000
3,855,000
3,606,000
$ Change
% Change
Human Resources
2014
2013
2013
over 2013
over 2013
Marketing and Communications
Budget
Budget
Year to date
Budget
Budget
Sustainable Communities
2,416,000
2,251,000
2,199,000
165,000
7.3%
Living City Transition Program
4,501,000
4,544,000
3,749,000
(43,000)
-0.9%
Community Engagement
2,572,000
2,358,000
1,597,000
214,000
9.1%
Total Sustainable Communities
7,073,000
6,902,000
5,346,000
171,000
2.5%
Corporate Services
Financial Services
1,577,000
1,417,000
1,496,000
160,000
11.3%
Corporate Management and Infrastructure
4,904,000
3,855,000
3,606,000
1,049,000
27.2%
Human Resources
788,000
601,000
594,000
187,000
31.1%
Marketing and Communications
1,431,000
1,405,000
1,383,000
26,000
1.9%
Information Management
2,416,000
2,251,000
2,199,000
165,000
7.3%
Management and Governance Services
669,000
631,000
537,000
38,000
6.0%
Project Recoveries
(2,058,000)
(2,055,000)
(2,234,000)
(3,000)
0.1%
Vehicles and Equipment
30,000
30,000
42,000
-
0.0%
Total Corporate Services
9,757,000
8,135,000
7,623,000
1,622,000
19.9%
Total Expenditures 125,961,000 110,176,000 85,234,000 15,785,000 14.3%
Net Budget (944,000) (75,000) (209,000) (869,000) 1158.7%
24
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Watershed Studies and Strategies
)ascription:
3omprehensive studies to further the understanding of the physical resources, natural features and systems of the watersheds and
:ubwatersheds and how they are impacted by growth and climate change.
Revenue
Municipal
Capital levies
Other
Government Grants
Provincial
Federal
User fees, sales and admissions
Contract services
Municipal
Corporate and other
Fundraising
Donations
The Living City Foundation
Total Revenue
Expenditures
Watershed and Waterfront Plans
Watershed Plan Updates and Follow -up
Integrated Shoreline Management Plans
Total Watershed and Waterfront Plans
Report Cards
Living City Report Card
Trail Planning
Total Report Cards
Climate and Extreme Weather Impacts
Research and Adaption Program
TRCA Trail Strategy
Total Climate and Extreme Weather Impacts
Total Expenditures
Net Budget
15
(1,667,000) (1,437,000) (1,663,000) (230,000) 16.0%
2014 2013 2012
Measures: Estimate Actual Actual
1. TBD - - -
2. TBD - - -
3. TBD - - -
4. TBD - - -
25
$ Change
% Change
2014
2013
2013
over 2013
over 2013
Budget
Budget
Year to date
Budget
Budget
3,180,000
1,902,000
948,000
1,278,000
67.2%
28,000
-
5,000
28,000
0.0%
330,000
462,000
298,000
(132,000)
-28.6%
310,000
250,000
267,000
60,000
24.0%
3,000
-
23,000
3,000
0.0%
977,000
1,215,000
599,000
(238,000)
-19.6%
373,000
518,000
77,000
(145,000)
- 28.0%
238,000
238,000
50,000
-
0.0%
121,000
35,000
143,000
86,000
245.7%
5,560,000
4,620,000
2,410,000
940,000
20.3%
2,611,000
2,131,000
1,944,000
480,000
22.5%
2,653,000
1,552,000
898,000
1,101,000
70.9%
5,264,000
3,683,000
2,842,000
1,581,000
42.9%
70,000
61,000
62,000
9,000
14.8%
906,000
1,269,000
484,000
(363,000)
- 28.6%
976,000
1,330,000
546,000
(354,000)
- 26.6%
527,000
1,069,000
349,000
(542,000)
- 50.7%
460,000
273,000
337,000
187,000
68.5%
987,000
1,342,000
686,000
(355,000)
- 26.5%
7,227,000
6,355,000
4,074,000
872,000
13.7%
(1,667,000) (1,437,000) (1,663,000) (230,000) 16.0%
2014 2013 2012
Measures: Estimate Actual Actual
1. TBD - - -
2. TBD - - -
3. TBD - - -
4. TBD - - -
25
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Water Risk Management
strategic treatment of water based on the study of hydrology, hydraulics and hydrogeology and their relationship to the natural
Tres and functions of the urban landscape. Water Risk Management entails planning, developing, distributing and managing the
num use of water through engineering, ecology and the design of green infrastructure. The Watershed /Subwatershed Planning
ram is generally aimed at maintaining state -of- the -art planning tools to protect life and property and to assist municipalities with
al plan updates and amendments to ensure a robust natural heritage system and water management strategy. Flood vulnerable
s, stormwater management and infrastructure for new and redeveloping urban areas is a key focus.
Revenue
Municipal
Capital levies
Other
Government Grants
Provincial
Federal
User fees, sales and admissions
Contract services
Municipal
Compensation agreements
Corporate and other
Investment income
Total Revenue
Expenditures
Technical Services - Water Risk
Groundwater Strategies
Source Water Protection Strategy
Regional Monitoring
Hydrology
Stormwater Management
Flood Plain Mapping
Total Technical Services - Water Risk
Erosion Management
Capital Works
Hazard Monitoring
Total Erosion Management
16
26
$ Change
% Change
2014
2013
2013
over 2013
over 2013
Budget
Budget
Year to date
Budget
Budget
16,305,000
9,932,000
6,761,000
6,373,000
64.2%
31,000
49,000
118,000
(18,000)
-36.7%
996,000
916,000
1,315,000
80,000
8.7%
1,000
1,000
3,000
-
0.0%
33,000
31,000
21,000
2,000
6.5%
3,884,000
5,584,000
4,368,000
(1,700,000)
-30.4%
200,000
-
-
200,000
0.0%
24,000
4,000
1,000
20,000
500.0%
17,000
-
0.0%
21,474,000
16,517,000
12,604,000
4,957,000
30.0%
773,000
594,000
520,000
179,000
30.1%
996,000
913,000
1,229,000
83,000
9.1%
651,000
633,000
574,000
18,000
2.8%
98,000
195,000
230,000
(97,000)
49.7%
579,000
138,000
359,000
441,000
319.6%
355,000
244,000
223,000
111,000
45.5%
3,452,000
2,717,000
3,135,000
735,000
27.1%
13,123,000
6,844,000
5,714,000
6,279,000
91.7%
961,000
964,000
978,000
(3,000)
-0.3%
14,084,000
7,808,000
6,692,000
6,276,000
80.4%
26
Measures:
1. Technical training - number of sites monitored
2. Flood risk remedial work locations - by cluster
3. Flood plain managed - by hectares
4. TBD
27
Estimate Actual Actual
6 6 5
42 42 42
14,000 13,911
17
$ Change
% Change
2014
2013
2013
over 2013
over 2013
Budget
Budget
Year to date
Budget
Budget
Flood Management
Flood Forecasting and Warning
360,000
335,000
361,000
25,000
7.5%
Flood Risk Management
2,975,000
3,294,000
1,609,000
(319,000)
-9.7%
Flood Infrastructure and Operations
1,060,000
3,044,000
1,732,000
(1,984,000)
- 65.2%
Total Flood Management
4,395,000
6,673,000
3,702,000
(2,278,000)
-34.1%
Total Expenditures
21,931,000
17,198,000
13,529,000
4,733,000
27.5%
Net Budget
(458,000)
(681,000)
(926,000)
223,000
-32.7%
Measures:
1. Technical training - number of sites monitored
2. Flood risk remedial work locations - by cluster
3. Flood plain managed - by hectares
4. TBD
27
Estimate Actual Actual
6 6 5
42 42 42
14,000 13,911
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Regional Biodiversity
1s
service area includes programs, projects and activities that together create a comprehensive and integrated approach to regional biodiversity
green infrastructure management. The focus is on protecting, enhancing and managing all forms of green infrastructure (both aquatic and
)strial) throughout the landscape, helping to realize the full benefits biodiversity provides to community and human well- being.
monitoring program establishes base line ecological conditions, informs site specific land use changes and allows for meaningful evaluation of
>ystem trends over time. Ecosystem management research and directions develop strategies that guide actions in planning and development,
ogical restoration, land acquisition, and remediation. Restoration and regeneration programs provide an inclusive and effective approach to
'oving ecosystem health and wildlife habitat. The forest management program establishes and maintains healthy, vigorous and diverse forest
Revenue
Municipal
Capital levies
Other
Government Grants
Provincial
Federal
User fees, sales and admissions
Contract services
Municipal
Compensation agreements
Corporate and other
Fundraising
The Living City Foundation
Investment income
Net gain /loss on sale of tangible capital assets
Sundry
Total Revenue
Expenditures
Biodiversity Monitoring
Regional Monitoring
Activity Based Monitoring
Terrestrial Inventory and Assessment
Total Biodiversity Monitoring
Natural Channels
Natural Channel Design
Total Natural Channels
Ecosystem Management Research and Directions
Aquatic System Priority Planning
Terrestrial (and Integrated) Ecosystem Management
Compensation Restoration
Total Ecosystem Management Research and Directions
•
$ Change
% Change
2014
2013
2013
over2013
over2013
Budget
Budget
Year to date
Budget
Budget
8,376,000
6,265,000
5,069,000
2,111,000
33.7%
291,000
261,000
287,000
30,000
11.5%
226,000
37,000
(94,000)
189,000
510.8%
382,000
515,000
383,000
(133,000)
-25.8%
577,000
669,000
971.,000
(92,000)
-13.8%
4,301,000
4,534,000
2,926,000
(233,000)
-5.1%
937,000
879,000
(225,000)
58,000
6.6%
386,000
361,000
360,000
25,000
6.9%
79,000
77,000
126,000
2,000
2.6%
-
-
1,000
-
0.0%
-
0.0%
15,555,000
13,598,000
9,804,000
1,957,000
14.4%
651,000
633,000
574,000
18,000
2.8%
796,000
606,000
572,000
190,000
31.4%
380,000
130,000
250,000
250,000
192.3%
1,827,000
1,369,000
1,396,000
458,000
33.5%
514,000
512,000
237,000
2,000
0.4%
514,000
512,000
237,000
2,000
0.4%
203,000
248,000
228,000
(45,000)
-18.1%
980,000
1,145,000
808,000
(165,000)
-14.4%
27,000
56,000
29,000
(29,000)
-51.8%
1,210,000
1,449,000
1,065,000
(239,000)
-16.5%
•
Habitat Restoration Works
Shoreline Restoration
Wetlands
Riparian and Flood Plain Restoration
Natural Channel and Stream Restoration
Terrestrial Planting
Invasive Species Management
Essential Wildlife Habitat
Total Habitat Restoration Works
Wildlife Management
Wildlife Habitat Management
Total Wildlife Management
Forest Management
Managed Forest Tax Incentive Planning
Forest Management Planning
Forest Management Operations
Total Forest Management
Indigenous Plan Propagation
Propagation and Sale of Plants
Total Indigenous Plan Propagation
Restoration and Regeneration
Inland and Lakefill Soil Management
Infill Projects
Watershed Restoration
Private Land Stewardship Planning
Total Restoration and Regeneration
Total Expenditures
Net Budget
19
$ Change % Change
2014 2013 2013 over 2013 over2013
Budget Budget Year to date Budget Budget
1,052,000
794,000
593,000
258,000
32.5%
615,000
701,000
477,000
(86,000)
-12.3%
1,139,000
913,000
533,000
226,000
24.8%
2,457,000
1,516,000
933,000
941,000
62.1%
2,339,000
2,174,000
730,000
165,000
7.6%
386,000
343,000
159,000
43,000
12.5%
12,000
10,000
35,000
2,000
20.0%
8,000,000
6,451,000
3,460,000
1,549,000
24.0%
196,000
118,000
150,000
78,000
66.1%
196,000
118,000
150,000
78,000
66.1%
4,000
3,000
1,000
1,000
33.3%
34,000
33,000
37,000
1,000
3.0%
469,000
521,000
320,000
(52,000)
-10.0%
507,000
557,000
358,000
(50,000)
-9.0%
160,000
129,000
(167,000)
31,000
24.0%
160,000
129,000
(167,000)
31,000
24.0%
318,000
285,000
306,000
33,000
11.6%
-
-
-
-
0.0%
2,389,000
2,598,000
2,615,000
(209,000)
-8.0%
675,000
640,000
479,000
35,000
5.5%
3,382,000
3,523,000
3,400,000
(141,000)
-4.0%
15,796,000
14,108,000
9,899,000
1,688,000
12.0%
(240,000)
(511,000)
(94,000)
271,000
-53.0%
29
2014
2013
2012
Measures:
Estimate
Actual
Actual
1.
TRCA annual planting total
300,000
278,884
313,289
2.
River and riverbank stabilization works - in linear metres
3,950
730
1,077
3.
Terrestrial inventory and assessment - in Hectares
1,300
1,000
1,000
4.
Number of monitoring sites (terrestrial, aquatic, species)
642
608
593
29
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Land Securement and Management
Description:
Includes greenspace securement and looking after TRCA -owned lands. The process of managing the use and development (in both urban
and rural settings) of land resources. This service area is informed by other service areas.
20
Expenditures
Property Taxes and Insurance
Property Taxes and Insurance
610,000
644,000
561,000
$ Change
% Change
Total Property Taxes and Insurance
2014
2013
2013
over2013
over2013
Land Securement
Budget
Budget
Year to date
Budget
Budget
Revenue
5,339,000
5,337,000
1,674,000
2,000
0.0%
Municipal
5,339,000
5,337,000
1,674,000
2,000
0.0%
Capital levies
2,857,000
3,279,000
2,593,000
(422,000)
-12.9%
Other
1,600,000
1,616,000
1,277,000
(16,000)
-1.0%
Government Grants
748,000
1,136,000
761,000
(388,000)
- 34.2%
Provincial
5,000
5,000
(1,000)
-
0.0%
Federal
6,000
10,000
42,000
(4,000)
-40.0%
User fees, sales and admissions
50,000
40,000
117,000
10,000
25.0%
Contract services
3,358,000
3,380,000
2,101,000
(22,000)
-0.7%
Municipal
751,000
199,000
427,000
552,000
277.4%
Compensation agreements
1,072,000
89,000
209,000
983,000
1104.5%
Corporate and other
90,000
18,000
2,000
72,000
400.0%
Rent and property interests
3,123,000
3,066,000
2,464,000
57,000
1.9%
Fundraising
2,644,000
2,047,000
2,224,000
597,000
291%
Donations
3,000,000
3,000,000
1,000
-
0.0%
The Living City Foundation
5,000
96,000
6,000
(91,000)
-94.8%
Sundry
-
-
67,000
-
Total Revenue
12,559,000
11,418,000
7,204,000
1,141,000
10.0%
Expenditures
Property Taxes and Insurance
Property Taxes and Insurance
610,000
644,000
561,000
(34,000)
-5.3%
Total Property Taxes and Insurance
610,000
644,000
561,000
(34,000)
-5.3%
Land Securement
499
495
2.
Land secured by TRCA - cumulative - in Hectares
18,058
Greenspace Land Acqusition
5,339,000
5,337,000
1,674,000
2,000
0.0%
Total Land Securement
5,339,000
5,337,000
1,674,000
2,000
0.0%
Land Management
Hazard Tree Management
97,000
79,000
46,000
18,000
22.8%
Resource Management Planning
748,000
1,136,000
761,000
(388,000)
- 34.2%
Inventory and audit
64,000
-
131,000
64,000
0.0%
Implementation
2,449,000
2,165,000
1,162,000
284,000
13.1%
Hazard Management
-
-
1,000
-
0.0%
Total Land Management
3,358,000
3,380,000
2,101,000
(22,000)
-0.7%
Archaeology
Archaeology
328,000
326,000
519,000
2,000
0.6%
Total Archaeology
328,000
326,000
519,000
2,000
0.6%
Rental Properties
Rentals
2,644,000
2,047,000
2,224,000
597,000
291%
Total Rental Properties
2,644,000
2,047,000
2,224,000
597,000
29.2%
Total Expenditures
12,279,000
11,734,000
7,079,000
545,000
4.6%
Net Budget 280,000 (316,000) 125,000 596,000 - 188.6%
30
2014
2013
2012
Measures:
Estimate
Actual
Actual
1.
TRCA buildings in asset register
500
499
495
2.
Land secured by TRCA - cumulative - in Hectares
18,058
17,933
17,863
3.
Archaeological assessments - in Hectares
39
39
51
4.
Number of Hectares inventoried and audited
4,000
3,000
3,612
30
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Tourism and Recreation
21
Description:
Includes a variety of programs and activities which promote outdoor recreation and nature -based tourism, encouraging the connection between
health and well -being and time spent in natural environments.
Expenditures
Waterfront Parks
General Maintenance
240,000
226,000
276,000
$ Change
% Change
Park Planning
2014
2013
2013
over 2013
over 2013
Total Waterfront Parks
Budget
Budget
Year to date
Budget
Budget
Revenue
Municipal
699,000
740,000
601,000
(41,000)
-5.5%
Capital levies
4,898,000
5,235,000
2,244,000
(337,000)
-6.4%
Other
-
-
213,000
-
0.0%
Government Grants
84,000
83,000
79,000
1,000
1.2 %
Provincial
324,000
324,000
227,000
-
0.0%
Federal
13,000
15,000
130,000
(2,000)
-13.3%
User fees, sales and admissions
9,079,000
8,878,000
8,390,000
201,000
2.3%
Contract services
977,000
868,000
856,000
109,000
12.6%
Municipal
14,047,000
12,201,000
7,153,000
1,846,000
15.1%
Compensation agreements
-
-
-
-
0.0%
Corporate and other
121,000
5,000
229,000
116,000
2320.0%
Rent and property interests
-
-
71,000
-
0.0%
Fundraising
5,862,000
6,195,000
5,832,000
(333.,000)
-5.4%
Donations
11,000
11,000
3,000
-
0.0%
The Living City Foundation
64,000
75,000
219,000
(11,000)
- 14.7%
Sundry
-
-
3,000
-
93.2%
Total Revenue
28,557,000
26,744,000
18,882,000
1,813,000
6.8%
Expenditures
Waterfront Parks
General Maintenance
240,000
226,000
276,000
14,000
6.2%
Park Planning
12,370,000
10,220,000
7,093,000
2,150,000
21.0%
Total Waterfront Parks
12,610,000
10,446,000
7,369,000
2,164,000
20.7%
Conservation Parks
Day Use
699,000
740,000
601,000
(41,000)
-5.5%
Picnics
439,000
444,000
363,000
(5,000)
-1.1%
Swimming
514,000
528,000
517,000
(14,000)
-2.7%
Fishing
84,000
83,000
79,000
1,000
1.2 %
Mountain Biking
17,000
16,000
-
1,000
6.3%
Camping
932,000
919,000
688,000
13,000
1.4%
Cross Country Skiing
63,000
42,000
113,000
21,000
50.0%
Administration
977,000
868,000
856,000
109,000
12.6%
General Maintenance
1,022,000
1,030,000
1,321,000
(8,000)
-0.8%
Visitor Services
365,000
415,000
447,000
(50,000)
-12.0%
Infrastructure
740,000
1,100,000
813,000
(360,000)
- 32.7%
Filming
10,000
10,000
34,000.
-
0.0%
Total Conservation Parks
5,862,000
6,195,000
5,832,000
(333.,000)
-5.4%
Trails
Trail Development
1,983,000
2,483,000
408,000
(500,000)
-20.1%
Trail Management
170,000
88,000
123,000
82,000
93.2%
Total Trails
2,153,000
2,571,000
531,000
(418,000)
-16.3%
Bathurst Glen
Golf Course
3,449,000
1,290,000
1,335,000
2,159,000
167.4%
Total Bathurst Glen
3,449,000
1,290,000
1,335,000
2,159,000
167.4%
31
Black Creek Pioneer Village
Heritage Village
Total Black Creek Pioneer Village
Public Use Infrastructure
Pan -Am Games
Arsenal Lands
CA State of Good Repair
Total Public Use Infrastructure
Events and Festivals
Private Functions
Day Festivals
Total Events and Festivals
Total Expenditures
Net Budget
22
$ Change % Change
2014 2013 2013 over 2013 over 2013
Budget Budget Year to date Budget Budget
3,746,000
3,932,000
4,137,000
(186,000)
-4.7%
3,746,000
3,932,000
4,137,000
(186,000)
-4.7%
715,000
901,000
654,000
(186,000)
-20.6%
870,000
750,000
130,000
120,000
16.0%
2,181,000
1,748,000
518,000
433,000
24.8%
3,766,000
3,399,000
1,302,000
367,000
10.8%
1,259,000
1,058,000
1,376,000
201,000
19.0%
929,000
968,000
1,067,000
(39,000)
-4.0%
2,188,000
2,026,000
2,443,000
162,000
8.0%
33,774,000
29,859,000
22,949,000
3,915,000
13.1%
(5,217,000) (3,115,000) (4,068,000) (2,102,000) 67.5%
asures:
Estimate
Actual
Actual
1. Conservation parks total visitor admissions - annually
510,000
508,216
516,000
2. Bathurst Glen total visitor admissions
55,000
54,125
48,000
3. Number of new trails constructed - in metres
13,100
10,100
1,850
4. Black Creek Pioneer Village adminisions
125,000
121,000
131,600
32
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Planning and Development Review
Description:
Environmental review in support of development. Conservation authorities have a legislated and mandated responsibility under the Conservation
Authorities Act to have board - approved policies to further the conservation, restoration, development and management of natural resources.
Revenue
Municipal
Capital levies
Other
User fees, sales and admissions
Contract services
Municipal
Corporate and other
Total Revenue
Expenditures
Development Planning and Regulation Permitting
Planning
Permitting
Development Enforcement and Compliance
Total Development Planning and Regulation Permitting
Environmental Assessment Planning and Permitting
Planning
Permitting
Development Enforcement and Compliance
Technical Services
Total Environmental Assessment Planning and Permitting
Enquiries
Technical Services
Total Enquiries
Policy Development and Review
Policy Development and Review
Total Policy Development and Review
Total Expenditures
Net Budget
23
$ Change % Change
2014 2013 2013 over2013 over 2013
Budget Budget Year to date Budget Budget
942,000
896,000
899,000
46,000
5.1%
1,194,000
1,299,000
958,000
(105,000)
-8.1%
4,978,000
4,504,000
4,943,000
474,000
10.5%
26,000
-
-
26,000
0.0%
-
-
90,000
-
0.0%
7,140,000
6,699,000
6,890,000
441,000
6.6%
1,424,000
1,393,000
1,082,000
31,000
2.2%
1,093,000
1,069,000
975,000
24,000
2.2%
-
-
3,000
-
0.0%
2,517,000
2,462;000
2,060,000
55,000
2.2%
718,000
705,000
579,000
13,000
1.8%
731,000
675,000
688,000
56,000
8.3%
270,000
262,000
296,000
8,000
3.1%
1,184,000
1,367,000
1,140,000
(183,000)
-13.4%
2,903,000
3,009,000
2,703,000
(106,000)
-3.5%
1,047,000
1,040,000
1,002,000
7,000
0.7%
1,047,000
1,040,000
1,002,000
7,000
0.7%
747,000 834,000 769,000 (87,000) -10.4%
747,000 834,000 769,000 (87,000) -10.4%
7,214,000.00 7,345,000.00 8,534,000.00 - 131,000.00 -1.8%
(74,000) (645,000) 357,000 571,000 -88.5%
33
2014
2013
2012
Measures:
Estimate
Actual
Actual
1. New section 28 permits received
1,065
1,064
1,032
2. Section 28 permits issued
970
970
944
3. Environmental assessments - applications
220
168
103
4. Master environmental servicing plans
20
15
18
33
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Education and Outreach
Description:
Education and Outreach promotes a culture of life -long learning by providing education, outreach and training opportunities for residents of all
ages. This includes programs provided at our education centres, in the community and in the home.
Revenue
Municipal
Capital levies
Other
Government Grants
Provincial
Federal
User fees, sales and admissions
Contract services
Municipal
Corporate and other
Fundraising
Donations
The Living City Foundation
Investment income
Total Revenue
Expenditures
Educational Infrastructure
Retrofits
Bolton Camp Development
Total Educational Infrastructure
School Programs
Early Childhood Education
Field Centres
Kortright
Black Creek
Children's Water Festivals
Weston Family Environmental Leaders of Tomorrow
Community Characteristics Mapping
Education Development and Curriculum Services
Outreach Education
Total School Programs
24
34
$ Change
% Change
2014
2013
2013
over 2013
over 2013
Budget
Budget
Year to date
Budget
Budget
4,107,000
2,840,000
2,040,000
1,267,000
44.6%
505,000
5,000
(481,000)
500,000
10000.0%
775,000
850,000
1,315,000
(75,000)
-8.8%
87,000
17,000
183,000
70,000
411.8%
3,499,000
3,424,000
2,917,000
75,000
2.2%
55,000
20,000
27,000
35,000
175.0°%
519,000
-
4,000
519,000
0.0°%
-
-
1,000
-
0.0%
931,000
821,000
868,000
110,000
13.4%
-
-
3,000
-
0.0%
10,478,000
7,977,000
6,877,000
2,501,000
31.4%
2,876,000
1,277,000
1,535,000
1,599,000
125.2%
910,000
500,000
109,000
410,000
82.0%
3,786,000
1,777,000
1,644,000
2,009,000
113.1%
292,000
273,000
333,000
19,000
7.0%
2,504,000
2,489,000
2,291,000
15,000
0.6%
775,000
762,000
753,000
13,000
1.7%
331,000
325,000
325,000
6,000
1.8%
80,000
80,000
81,000
-
0.0%
61,000
60,000
106,000
1,000
1.7°%
72,000
40,000
44,000
32,000
80.0%
320,000
198,000
122,000
122,000
61.6°%
874,000
757,000
735,000
117,000
15.5%
5,309,000
4,984,000
4,790,000
325,000
6.5%
34
Net Budget (434,000) (563,000) (1,324,000) 129,000 -22.9%
2014
2013
2012
25
Estimate
Actual
Actual
1.
$ Change
% Change
102
2014
2013
2013
over 2013
over 2013
49,800
Budget
Budget
Year to date
Budget
Budget
Professional Training and Development
English as a Second Language - number of participants
4,000
3,755
2,310
STEP Training
667,000
602,000
426,000
65,000
10.8%
Development of Internationally Trained Professionals
859,000
855,000
817,000
4,000
0.5%
Teacher PD
131,000
130,000
93,000
1,000
0.8%
EcoSchools and EcoCentres
137,000
139,000
379,000
(2,000)
-1.4%
Total Professional Training and Development
1,794,000
1,726,000
1,715,000
68,000
3.9%
Family Programs
Black Creek Pioneer Village
-
-
1,000
-
0.0%
Kortright
23,000
52,000
52,000
(29,000)
-55.8%
Total Family Programs
23,000
52,000
53,000
(29,000)
-55.8%
Total Expenditures
10,912,000
8,539,000
8,202,000
2,373,000
27.8%
Net Budget (434,000) (563,000) (1,324,000) 129,000 -22.9%
35
2014
2013
2012
Measures:
Estimate
Actual
Actual
1.
M2P and PAIE program participants
152
102
102
2.
Black Creek Pioneer Village education bookings - number of students
49,000
46,489
49,800
3.
Outreach education participants
26,000
24,057
24,849
4.
English as a Second Language - number of participants
4,000
3,755
2,310
35
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Sustainable Communities
Descriotiow
TRCA sustainable communities programs focus on catalyzing awareness and action on the combined social, economic and environmental
sustainability in the region. They include initiatives to encourage neighborhoods and business sectors to make themselves more sustainable, to
create understanding and capacity for area residents to be leaders in sustainability, and to help TRCA partners overcome technical, policy and
market bamiers to using more sustainable practices and technologies.
Revenue
Municipal
Capital levies
Other
Government Grants
Provincial
Federal
User fees, sales and admissions
Contract services
Municipal
Compensation agreements
Corporate and other
Fundraising
Donations
The Living City Foundation
Investment income
Net gain /loss on sale of tangible capital assets
Sundry
Total Revenue
Expenditures
Living City Transition Program
Sustainable Neighbourhood Action Plans (SNAP)
Community Transformation
Partners in Project Green
Urban Agriculture
Sustainable Technology Evaluation Program
Total Living City Transition Program
Community Engagement
Multicultural Connections Program
Stakeholder Engagement
Community Stewardship
EVN (Environmental Volunteer Network)
Private Land Stewardship
Total Community Engagement
Total Expenditures
Net Budget
26
$ Change % Change
2014 2013 2013 over 2013 over 2013
Budget Budget Year to date Budget Budget
4,327,000
3,955,000
3,047,000
372,000
9.4%
171,000
299,000
87,000
(128,000)
-42.8%
215,000
453,000
472,000
(238,000)
-52.5%
566,000
690,000
667,000
(124,000)
-18.0%
345,000
66,000
371,000
279,000
422.7%
284,000
250,000
70,000
34,000
13.6%
27,000
50,000
68,000
(23,000)
-46.0%
871,000
977,000
424,000
(106,000)
-10.8%
- - (38,000) - 0.0%
223,000 168,000 151,000 55,000 32.7%
- - - - 0.0%
0.0%
7,029,000 6,908,000 5,319,000 121,000 1.8%
1,051,000
910,000
827,000
141,000
15.5%
916,000
1,241,000
812,000
(325,000)
-26.2%
1,475,000
1,254,000
931,000
221,000
17.6%
209,000
168,000
99,000
41,000
24.4%
850,000
971,000
1,081,000
(121,000)
-12.5%
4,501,000
4,544,000
3,750,000
(43,000)
-0.9%
135,000
108,000
108,000
27,000
25.0%
1,193,000
1,061,000
476,000
132,000
12.4%
1,058,000
986,000
877,000
72,000
7.3%
-
5,000
-
(5,000)
- 100.0%
185,000
198,000
136,000
(13,000)
-6.6%
2,571,000
2,358,000
1,597,000
213,000
9.0%
7,072,000.00
6,902,000.00
5,347,000.00
170,000.00
2.5%
(44,000) 6,000 (28,000) (50,000) - 833.3%
36
2014
2013
2012
rsures:
Estimate
Actual
Actual
1. Stewardship participants
13,000
11,194
13,818
Number of innovative partnerships realized to
2. achieve regional sustainability objectives
37
24
13
Number of people engaged in regional
3. sustainability and stewardship initiatives
32,118
19,902
14,105
36
Toronto and Region Conservation Authority
2014 Budget Operating and Capital - Corporate Services
27
Description:
Activities related to the overall managment of the organization, that combine or consolidate certain company -wide needed support services,
provided based on specialized knowledge, best practices and technology to serve internal (and sometimes external) customers and business
partners.
Revenue
Municipal
Operating levies
Capital levies
Government Grants
Provincial
Federal
User fees, sales and admissions
Contract services
Municipal
Corporate and other
Rent and property interests
Fundraising
The Living City Foundation
Investment income
Sundry
Total Revenue
Expenditures
Financial Services
Budgeting and Capital Planning
TRCA and Project Needs Assessment
Total Financial Services
Corporate Management and Infrastructure
Corporate Secretariat
Corporate Strategies
Corporate Sustainability Reporting
Major Facilities
Food Services
Total Corporate Management and Infrastructure
$ Change % Change
2014 2013 2013 over 2013 over 2013
Budget Budget Year to date Budget Budget
12, 851,000 12,496,000
4,043,000
1,281,000
774,000
774,000
115,000
115,000
159,000
57,000
12,496,000 355,000
1,087,000 2,762,000
774,000 -
115,000 102,000
14,000
(150,000)
2.8%
215.6%
0.0%
0.0%
178.9%
0.0%
0.0%
45.2%
- 100.0%
0.0%
3,083,000 19.9%
1;485,000
1,325,000
1,000
-
-
22,000
45,000
31,000
31,000
-
150,000
-
540,000
540,000
567,000
30,000
30,000
363,000
18,557,000
15,474,000
15,456,000
14,000
(150,000)
2.8%
215.6%
0.0%
0.0%
178.9%
0.0%
0.0%
45.2%
- 100.0%
0.0%
3,083,000 19.9%
1;485,000
1,325,000
1,341,000
160,000
12.1%
92,000
92,000
154,000
-
0.0%
1,577,000
1,417,000
1,495,000
160,000
11.3%
1,158,000
1,049,000
1,028,000
109,000
10.4%
-
-
-
-
0.0%
40,000
40,000
40,000
-
0.0%
3,605,000
2,659,000
2,462,000
946,000
35.6%
101,000
107,000
76,000
(6,000)
-5.6%
4,904,000
3,855,000
3,606,000
1,049,000
27.2%
37
Human Resources
Health and Safety
Staff Support
Total Human Resources
Marketing and Communications
Digital Media Design, Production and Distribution
Print Media Design, Production and Distribution
Branding Strategy
Corporate Communications
Promotions
Enterprise System Development
Total Marketing and Communications
Information Management
Information Technology Infrastructure
Knowledge Data Management and Databases
Business Applications
Total Information Management
Management and Governance Services
Governance Services
Total Management and Governance Services
Project Recoveries
Project Recoveries
Total Project Recoveries
Vehicles and Equipment
Vehicles and Equipment
Total Vehicles and Equipment
Total Expenditures
Net Budget
28
$ Change % Change
2014 2013 2013 over 2013 over 2013
Budget Budget Year to date Budget Budget
-
-
(6,000)
-
0.0%
788,000
601,000
599,000
187,000
31.1%
788,000
601,000
593,000
187,000
31.1%
-
-
3,000
-
0.0%
-
-
3,000
-
0.0%
-
-
3,000
-
0.0%
1,282,000
1,258,000
1,248,000
24,000
1.9%
-
-
5,000
-
0.0%
149,000
147,000
121,000
2,000
1.4%
1,431,000
1,405,000
1,383,000
26,000
1.9%
734,000
711,000
833,000
23,000
3.2%
1,182,000
1,118,000
1,041,000
64,000
5.7%
500,000
422,000
325,000
78,000
18.5 %
2,416,000
2,251,000
2,199,000
165,000
7.3%
669,000
631,000
537,000
38,000
6.0%
669,000
631,000
537,000
38,000
6.0%
(2,058,000)
(2,055,000)
(2,234,000)
(3,000)
0.1%
(2,058,000)
(2,055,000)
(2,234,000)
(3,000)
0.1 %
30,000
30,000
42,000
-
0.0 %
30,000
30,000
42,000
-
0.0%
9,757,000
8,135,000
7,621,000
1,622,000
19.9%
8,800,000 7,338,000 7,834,000 1,462,000 19.9%
niLej
2014
2013
2012
Measures:
Estimate
Actual
Actual
1. Total area of jurisdiction
2,492
2,492
2,492
2. Employee injury reports
35
35
39
3. Number of marketing promotional materials produced
TBD
TBD
TBD
4. Corporate sustainability
TBD
TBD
TBD
niLej
SECTION IV - ITEMS FOR THE INFORMATION OF THE BOARD
RES. #C4/14 - 2013 YEAR END FINANCIAL PROGRESS REPORT
Recommends receipt of the 2013 year end financial progress report.
Moved by: Dave Ryan
Seconded by: Bob Callahan
IT IS RECOMMENDED THAT Toronto and Region Conservation Authority's (TRCA)
Financial Progress Report dated December 31, 2013, be received.
CARRIED
BACKGROUND
The Financial Progress Report is a tool through which staff advise the Authority of the financial
status of TRCA's budget. As part of the financial management process, staff provide to the
Budget /Audit Advisory Board (BARB) financial progress reports. This report covers the year
ended December 31, 2013.
RATIONALE
Staff has included within the 2014 Operating and Capital Budget documents, 2013 actual and
2013 budget information for comparison. Staff will be working with the auditors on the 2013
financial statements in May 2014. The financial statements will be presented to BAAB at its
meeting scheduled to be held on June 20, 2014. In finalizing the 2013 financial statements, the
2013 actuals may be adjusted, but not significantly.
The 2013 financial performance resulted in a combined operating and capital surplus of
$208,000. Separately, details for each of the operating and capital financial results are listed
below.
The 2013 operating results disclose a surplus of $990,000. Key factors of the variance are
outlined in Attachment 1.
The 2013 capital budget produced a deficit of $782,000, the majority of which will be recovered
through future year budgets. Key factors of the variance are outline in Attachment 2.
There are multiple other capital projects for which expenditures varied from budget. Reasons
include factors such as:
• project completion schedules which cover multiple years;
• delays in obtaining various approvals and matching funding; and
• weather conditions which cause delays of in- ground work.
Provision is made for the carry- forward of funding for capital works that are delayed.
Report prepared by: Janice Darnley, extension 5768
Emails: jdarnley @trca.on.ca
For Information contact: Rocco Sgambelluri, extension 5232
Janice Darnley, extension 5768
Emails: rsgambelluri @trca.on.ca, jdarnley@trca.on.ca
Date: April 02, 2014
Attachments: 2
39
Attachments
2013 Operating Variance
Division
Surplus
Explanation
(Deficit)
HR, Marketing and
461,000
WSIB NEER rebate and Sun Life premium rebates of
Communication
$356,900 and $50,000 lower Information Technology
contracting services led to the surplus.
Parks and Culture
(335,000)
Wedding revenue shortfall and increased staffing costs
incurred of $275,600; Conservation parks revenue
shortfalls including closure of the Heart Lake pool for a
month contributed a further $169,400 to the shortage.
Planning and
1,008,000
Higher revenues of $335,500 were received and salary
Development
savings $487,600 were experienced due to gapping
contributing to the surplus.
Restoration Services
144,000
Revenues higher than anticipated based on increased
plant material sales volume while costs remained close to
budget.
Watershed
(223,000)
Teacher job action which began in 2012 and continued
Management
into 2013 resulted in low bookings at the field centres.
Other
(65,000)
Multiple accounts with minor year -end balances.
Total
990,000
i
Attachment 2
2013 Capital Variance
Project
Surplus
Explanation
(Deficit)
Kortright Centre
(276,000)
Capital expenditures spent in 2013 which will be
recovered in future years, in accordance with approved
Authority direction.
EcoSchools Program
(140,000)
After last year's job action, this program is experiencing
a resurgence in registration and participation in 2013/14.
As such, the deficit is due to rebounding program
numbers which limited the ability to recapture prior year
deficit of $118,000. The increased deficit will be carried
forward and managed in 2014.
Albion Hills
(55,000)
This deficit is due to the acceleration of the resource
Environmental Weeks
renewal time -line /increased school engagement and has
resulted in increased expenditures and limited ability to
recover prior year deficit of $48,000 in 2013.
Shoreline
(279,000)
Overruns as a result of the July 8 2013 storm response
Maintenance and
(inspections, geo- technical investigations, etc). Funding
Monitoring
will be available in 2014.
Erosion Control
(79,000)
Overrun due to additional excavation required at Albion
Hills Conservation Area (128 -92) and relocation of
stockpile area. Funding is available in 2014.
Black Creek Pioneer
(146,000)
A number of essential projects were completed in 2013,
Village
including necessary repairs to infrastructure. The largest
project was the Emergency Preparedness Infrastructure
which included the emergency generator. Funding is
available in 2014.
West Don Landform
127,000
Surplus resulting from a special purpose project
undertaken for Infrastructure Ontario.
Erosion Work Major
(42,000)
Project continues in 2014.
Maintenance
Natural Channel
(57,000)
Project continues in 2014.
Habitat Restoration
Heart Lake
(52,000)
Unanticipated deficiency issues increased costs and
delayed the permit approval. Project continues in 2014.
Information
(134,000)
Information technology multi -year projects including
Technology
capital for databases and financial information system.
Petticoat Pool
193,000
Recoveries to offset expenses in prior years.
Replacement
Various Projects
158,000
A number of projects with minor surplus and deficits
Total
(782,000)
41
TERMINATION
ON MOTION, the meeting terminated at 9:06 a.m., on Friday, April 11, 2014.
Gerri Lynn O'Connor
Chair
/ks
UT
Brian Denney
Secretary- Treasurer
Toronto and Region
onservation
Authority
INDEX TO
BUDGET AUDIT ADVISORY BOARD MEETING #2/14
Friday, June 20, 2014
MINUTES
Minutes of Meeting #1/14, held on April 11, 2014
43
PRESENTATION
Sautner, Michelle, CPA, CA, Principal and Elliott, Branda, CPA, CA, Manager, Grant
Thornton LLP
re: 2013 Audited Financial Statement and Auditors Report 43
2013 AUDITED FINANCIAL STATEMENTS 44
Toronto and Region
Conservation
Authority
MEETING OF THE BUDGET /AUDIT ADVISORY BOARD #2/14
June 20, 2014
The Budget /Audit Advisory Board Meeting #2/14, was held in Weston Room B, Black
Creek Pioneer Village, on Friday, June 20, 2014. The Vice Chair, Authority, Maria
Augimeri , called the meeting to order at 8:43 a.m.
PRESENT
Maria Augimeri
David Barrow
Bob Callahan
Gerri Lynn O'Connor
Dave Ryan
RES. #C5 /14 -
Moved by:
Seconded by:
MINUTES
Dave Ryan
David Barrow
THAT the Minutes of Meeting #1/14, held on April 11, 2014, be approved.
PRESENTATIONS
Member
Member
Member
Chair
Member
CARRIED
(a) A presentation by Michelle Sautner, CPA, CA, Principal and Brandy Ellliot, CPA, CA, Manager,
Grant Thorton LLP in regard to item BAAB7.1 -2013 Audited Financial Statement and
Auditors Report.
RES. #C6 /14 - PRESENTATIONS
Moved by: Dave Ryan
Seconded by: Maria Augimeri
THAT above -noted presentation (a) be received.
43
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C7/14 - 2013 AUDITED FINANCIAL STATEMENTS
The 2013 audited financial statements are recommended for approval.
Moved by: Dave Ryan
Seconded by: Maria Augimeri
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the transfer of funds from
reserves to surplus in the amount of $302,000.00, as outlined in Note 7(a), "Continuity of
reserves" to the financial statements be approved;
AND FURTHER THAT the 2013 audited financial statements, as presented, be approved,
signed by the Chair and Secretary- Treasurer of Toronto and Region Conservation
Authority (TRCA), and distributed to each member municipality and the Minister of
Natural Resources, in accordance with subsection 38 (3) of the Conservation Authorities
Act.
CARRIED
RATIONALE
The 2013 TRCA audited financial statements are presented for approval. The accounting firm
Grant Thornton LLP has completed its audit and has included with the financial statements an
unqualified auditor's report. The audited financial statements are presented as Attachment 1 to
the report. A representative from Grant Thornton LLP will be in attendance to present the
auditor's report on the 2013 financial statements.
Auditor Communication on Audit Strategy and Results
Included as Attachment 2 is a report from Grant Thornton LLP addressed to the Budget/Audit
Advisory Board (BARB), entitled, "Report to the Budget /Audit Advisory Board - communication
of audit strategy and results ". This report addresses various matters, including the auditors
approach to the audit, quality control and independence, audit results, reportable matters,
status report on the audit process and other matters which may be of interest to the members.
The section of this report entitled "Reportable Matters" includes one internal control
recommendation. It is recommended that bank reconciliations occur on a more timely basis.
Management agrees with the recommendation, and with the full implementation of the bank
reconciliation module in the new financial reporting system complete future bank
reconciliations will now occur on a more timely and efficient basis.
Financial Statement Structure
The Statement of Operations and Accumulated Surplus reports revenues, expenses and
surplus position for the year, excluding the impact of tangible capital asset (TCA) expenditures
and disposals. The Statement of Financial Position reports financial assets and liabilities,
defining net assets of the organization. Further, the Statement of Financial Position discloses
non - financial assets. The Statement of Changes in Net Financial Assets (Debt) reconciles the
surplus for the period to the change in net assets (debt). Finally, the Statement of Cash Flows
discloses the cash inflows and outflows during the year, classified as operating, investing or
capital activities.
a
The Statement of Operations and Accumulated Surplus and the supporting schedules does not
include tangible capital asset amounts. Note 11 in the audited financial statements explains the
modifications to the approved budget required in order to provide a more meaningful
comparison to actual operating results. Also, to assist with the comparison of results to budget,
the actual amortization for the year has been added to the approved budget.
In 2013 the supporting "Schedules of Operations" have been reorganized to conform to the
business plan format included within the 2014 approved TRCA budget. Each schedule
represents a Service Area within the business plan. This approach allows for a consistency in
financial reporting.
The 2013 audited financial statements include a number of other minor changes which improve
the presentation. Starting in 2013 amounts are rounded to the nearest thousand dollars. The
notes have also been reorganized in order to keep the discussion on similar items together.
Tangible Capital Assets
Effective January 1, 2009, financial statements incorporate a new approach to accounting for
tangible capital assets, which are in non - financial assets that have a physical substance and
have useful economic lives which extend beyond the current accounting period. Excluded
from the definition of TCA are a number of intangible assets such as trademarks, patents and
the cost of easements. Before these changes were introduced, expenditures on the acquisition
of TCA were expensed in the year that the assets were acquired. Starting in 2009, the costs are
spread (amortized) across the years that the asset is considered to have a useful life. The
balance of the asset costs which have yet to be amortized are reported on the statement of
financial position as non - financial assets and offset within the "accumulated surplus" section of
the same statement.
As at December 31, 2013, the total book value of the tangible capital assets is $559.7 million of
which $131.5 million has been amortized. The unamortized balance of $428.2 million is
reported in the statement of financial position as the net book value of tangible capital assets.
Land, which is carried on the books at a cost of $335.8 million is not amortized.
During 2013, $8.0 million in TCA was acquired and assets having a book value (original cost) of
$0.67 million have been disposed. The schedule of "Tangible Capital Assets" included in Note 6
to the audited financial statements itemizes the various components of TCA.
Operating Surplus / Deficit Position
The "cash basis" analysis presented below looks at available funding as compared to actual
expenditures, the same basis upon which the annual budget was developed and presented to
the members for approval. TRCA's operating surplus position as of December 31, 2013 is
$454,000, as reported in Note 7 of the financial statements. This compares to a surplus
position of $293,000 at December 31, 2012, an increase of $161,000. (In April 2014, staff had
projected the surplus at $208,000 in the 2013 Financial Progress Report to the Board.)
In 2013 TRCA incurred capital expenditures in the approximate amount of $1 million which will
be recovered from municipal levies in 2014. If the funding had been available in 2013, the 2013
in -year surplus position would have been reported as $1,161,000 and the accumulated surplus
as $1,454,000.
45
Reserves:
The status of TRCA reserves is presented in Note 7(a) of the financial statements. Some of the
more significant reserve transactions that occurred in 2013 are as follows:
• Vehicle and Equipment Reserve: the cost of capital acquisitions and the cost of operations
exceeded usage charges to programs by an amount of $94,000, decreasing the reserve
balance from $611,000 to $517,000.
• Funds Held Under Provincial Revenue Sharing Policy Reserve: The reserve balance
decreased by $57,000, from $998,000 to $941,000. Note 7(b) to the financial statements
explains the rules which govern the use of funds in this reserve and itemizes the
transactions which flowed through the reserve during the year.
• The operating contingency reserve was drawn down by $150,000, from $3,854,000 to
$3,704,000 in order to carry out major maintenance and IT work at the Boyd Centre. These
items were not in the budget.
SUMMARY
From a "bottom line" perspective the 2013 operating results are very favourable. Available
funding exceeded expenditures and as a result it was possible to grow the accumulated
surplus by a modest amount. Further, the 2014 capital funding which is available to finance the
2013 capital deficit will improve the 2014 "bottom line" or surplus position by $1,000,000.
Report prepared by: Rocco Sgambelluri, extension 5232
Emails: rsgambelluri @trca.on.ca
For Information contact: Rocco Sgambelluri, extension 5232;
Emails: rsgambelluri @trca.on.ca
Date: June 12, 2013
Attachments: 2
ER
Attachment 1
GrantThornton
Financial Statements
Toronto and Region Conservation Authority
December 31, 2013
47
Contents
Page
Independent Auditors Report
1 -2
Statement of Financial Position
3
Statement of Operations and Accumulated Surplus
4
Statement of Changes in Net Financial Assets (Debt)
5
Statement of Cash Flows
6
Notes to the Financial Statements
7-15
Schedules of Operations Introduction
16-17
Schedule of Operations — Watershed Studies and Strategies
18
Schedule of Operations — Water Risk Management
19
Schedule of Operations — Regional Biodiversity
20
Schedule of Operations — Land Securemenl and Management
21
Schedule of Operations — Tourism and Recreation
22
Schedule of Operations — Planning and Development Review
23
Schedule of Operations — Education and Outreach
24
Schedule of Operations — Sustainable Communities
25
Schedule of Operations — Corporate Services
26
A.&-T W.,
Curtilw�umlLP. ACe NmAa4&G tlha MbiWmdIltl
M
GrantTh3rntr
Independent Auditor's Report
Grant Therrien LLP
Suite 20D
15 Allstate Parkway
Markhan. ON
UR 594
7.1 416 366 0100
F .1 805 475 8906
nw.eGWIttrmlrn.ra
To the Members of the
Toronto and Region Conservation Authority
We have audited the accompanying financial statements of Toronto and Region Conservation
Authority ("TRCA "), which comprise the statement of financial position as at December 31, 2013,
and the statements of operations and accumulated surplus, changes in net financial assets (debt), and
cash flows for the 3 eu then ended, and a summary of significant accounting policies and other
explanatory Information.
Management's responsibility for the financial statements
Management is responsible for the preparation and fair presentation of these financta ktatements in
accordance with Canadian public sector accounting standards, and for such internal control as
management detemvnes is necessary to enable the preparation of financial statement that are free
from material misstatement, whether due to fraud or error.
Auditor's responsibility
Our responsibility is to express an opinion on these financial statements based on our audit We
conducted our audit in accordance with Canadian generally accepted auditing standards. Those
standards require that we comply with ethical requirements and plan and perform the audit to obtain
reasonable assurance about whether the financial statements are free from material misstatement
An audit involves performing procedures to obtain audit evidence about the amounts and disclosure
in the financial statements. The procedures selected depend on the auditor's judgment, including the
assessment of the risks of mate ial misstatement of the financial statements, whether due to fraud or
error. In making those risk assessments, the auditor considers internal control relevant to the entity s
preparation and fair presentation of the financial statements in order to design audit procedures that
are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
of fcd%eness of the entity's internal control. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of accounting estimates made by management, as
well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis
for our audit opinion.
Auer•TU•Wo,
GI:i. LIP. A CenMan MuhA Gmil Th.. Wo.alW
A
. GrantThornton
Opinion
in our opinion, the financial statements present Early, in all material respects, the financial position of
TRCA as at December 31, 2013, and the results of its operations, changes in net financial assets
(debt), and its cash Flows for the year then ended in accordance with Canadian public sector
accounting standards.
Markham, Canada
June •, 2014
AuM-T •M q
G1ml:M1 .LMPCmv Murata!d Gra ^ATM WhbM —J LW
50
Chartered Accountants
Licensed Public Accountants
Toronto and Region Conservation Authority
Statement of Financial Position
(in thousands of dollars)
Financial Assets
Cash and cash equivalents
Restricted cash (Note 3)
Marketable securities (Note 4)
Receivables (Note 5)
Liabilities
Payables and accruals
Deferred revenue
Municipal capital levies
Capital, special projects and other
Net Financial Assets
Non - Financial Assets
Inventory
Prepaids
Tangible capital assets (Note 6)
Accumulated surplus (Note 7)
Contingent liabilities and commitments (Note 9)
On behalf of TRCA
2013 2012
$ 9,313 $ 8,762
812 2,001
18,030 15,968
14,756 12.815
42.911 39.546
11,554 13,031
13,200 10,151
14.715 12.846
39.469 36.028
3.442 3.518
378 428
243 176
4211213 426.892
428.834 427.496
$ 432,276 $ 431,014
Chair Secretary Treasurer
See accompanying notes to the financial statements.
51
3
Toronto and Region Conservation Authority
Statement of Operations and Accumulated Surplus
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Budget Actual Actual
(Note 11)
Revenue
Municipal
Operating levies
$ 12,496
$ 12,496
$
11,948
Capital levies
35,585
24,778
27,768
Other
3,529
2,976
1,628
Government grants
Provincial
3,820
4,004
6,518
Federal
1,613
2,277
979
User fees, sales and admissions
17,041
16,610
16,768
Contract services
27,321
18,235
24,524
Rental income
3,097
2,649
2,834
Fundraising
Donations
3,373
82
663
The Living City Foundation
1.422
1,543
1,492
Income from marketable securities
540
594
634
Net (gain) loss on sale of tangible capital
assets
-
(274)
(127)
Sundry
-
437
306
$ 109.837
$ 86.407
$
95.935
Expenses
Watershed Studies and Strategies
4,650
3,417
3,688
Water Risk Management
17,152
13,753
18,712
Regional Biodiversity
14,208
10,521
10,836
Land Securement and Management
8,370
6,270
6,139
Tourism and Recreation
31,680
24,802
20,735
Planning and Development Review
7,739
6,841
6,620
Education and Outreach
7,581
7,054
6,887
Sustainable Communities
6,785
5,604
4,878
Corporate Services
7.807
6.883
6.306
105.972
85.145
84.801
Net Surplus
$ 3.865
$� 1,262
$134
Accumulated surplus, beginning of year
431.014
431.014
419,88
Accumulated surplus, end of year (Note 7)
$ 434,879
$ 432.276
$
431,014
See accompanying notes to the financial statements.
4
52
Toronto and Region Conservation Authority
Statement of Changes in Net Financial Assets (Debt)
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Budget Actual Actual
(Note 11)
Surplus for the year $
Acquisition of tangible capital assets
Contributed tangible capital assets
Loss on disposal of tangible capital assets
Write -off of tangible capital assets
Proceeds on disposal of tangible capital
assets
Amortization
Change in inventory
Change in prepaids
(Decrease) increase in net financial assets
(debt) in the year
Net financial assets (debt), beginning of
year
Net financial assets, end of year
3,865 $ 1,262 $ 11,134
(10,527) (6,671) (11,811)
(1,368) (867)
274 99
- 29
6,444 6,444
- 50
(671
(218)
3.518
(76)
3,518
51
6,184
(8)
46
4,857
(1,339)
$ 3,300 $ 3,442 $ 3,518
See accompanying notes to the financial statements.
5
53
Toronto and Region Conservation Authority
Statement of Cash Flows
(in thousands of dollars)
Year Ended December 31 2013 2012
Increase (decrease) in cash and cash equivalents
Operating
Surplus for the year $
1,262
$ 11.134
Non -cash charge to operations
Amortization
6,444
6,184
Loss on disposal of tangible capital assets
274
99
Contributed tangible capital assets
(1,368)
(867)
Write -off of tangible capital assets
29
6,612
16,579
Change in non -cash operating working capital
Increase in receivables
(1,941)
(1,238)
(Increase) decrease in inventory
50
(8)
(Increase) decrease in prepaids
(67)
46
Decrease in payables and accruals
(1,477)
(1,701)
Increase (decrease) in deferred revenue
4.918
(3,243)
8,095
10.435
Investing
Proceeds on maturities of marketable securities 5,187 8,532
Purchase of marketable securities (7,249) (6,868)
(Increase) decrease in restricted cash 1,189 (21)
(873) 1,643
Capital
Proceeds on disposal of tangible capital assets - 51
Purchase of tangible capital assets (6,6711 (11,811)
(6,6711 (11760)
Net increase in cash and cash equivalents 551 318
Cash and cash equivalents, beginning of year 8.762 8.444
Cash and cash equivalents, end of year $ 9,313 $ 8,762
See accompanying notes to the financial statements.
0
54
Toronto and Region Conservation Authority
Notes to the Financial Statements
(in thousands of dollars)
December 31, 2013
1. Nature of operations
Toronto and Region Conservation Authority ('TRCA ") is established under the Conservation
Authorities Act of Ontario to further the conservation, restoration, development and
management of natural resources, other than gas, oil, coal and minerals for the nine
watersheds within its area of jurisdiction. TRCA's area of jurisdiction includes areas in the City
of Toronto, the Regions of Durham, Peel and York, and the Township of Adjala- Tosorontio and
Town of Mono_
2. Summary of significant accounting policies
Basis of accounting and management responsibility
The financial statements are the responsibility of and prepared by management in accordance
with Canadian Public Sector Accounting Standards as established by the Public Sector
Accounting Board. Significant aspects of the accounting policies adopted by TRCA are as
follows:
Accrual accounting
Items recognized in the financial statements are accounted for in accordance with the accrual
basis of accounting. The accrual basis of accounting recognizes the effect of transactions and
events in the period in which the transactions and events occur, regardless of whether there
has been a receipt or payment of cash or its equivalent. Accrual accounting recognizes a
liability until the obligation or condition(s) underlying the liability is partly or wholly satisfied.
Accrual accounting recognizes an asset until the future economic benefit underlying the asset
is partly or wholly used or lost.
Use of estimates
The preparation of financial statements in accordance with Public Sector Accounting Standards
requires management to make estimates and assumptions that affect the reported amounts of
assets and liabilities and disclosure of contingent assets and liabilities at the date of the
financial statements and the reported amounts of revenue and expenses during the year.
Accounts subject to significant estimates include receivables and tangible capital assets.
Actual results could differ from those estimates.
Cash and cash equivalents
TRCA considers deposits in banks, certificates of deposit and short term investments with
original maturities of 90 days or less as cash and cash equivalents.
55
Toronto and Region Conservation Authority
Notes to the Financial Statements
(in thousands of dollars)
December 31, 2013
2. Summary of significant accounting policies (continued)
Marketable securities
Marketable securities consist of Guaranteed Investment Certificates and bonds. These
investments are carried at cost. Investment income is recognized when earned.
For fixed term securities, any discount or premium arising on purchase is amortized over the
period to maturity. When there has been a loss in value of a portfolio investment that is other
than a temporary decline, the investment is written down to recognize the loss. The write -down
is included in the statement of operations.
Inventory
Inventories of goods for resale are valued at the lower of cost and net realizable value. Nursery
inventory is valued at the lower of cost and replacement value. Cost is determined on a first -in,
first out basis.
Tangible capital assets
Tangible capital assets are recorded at cost less accumulated amortization and write - downs, if
any, which includes all amounts directly attributable to acquisition, construction development or
betterment of the asset. Contributed tangible capital assets are recorded at fair market value at
the date of contribution. Amortization is provided on a straight -line basis over the estimated
useful life for all assets (except land which is riot amortized and vehicles which are amortized
on a declining balance basis) as follows:
Land improvements 20 -40 years
Buildings and building improvements 10 -55 years
Machinery and equipment 5 -12 years
Vehicles 20 -30% declining balance
Infrastructure 10 -50 years
Assets under construction are not amortized until the asset is available for productive use.
TRCA has a collection of art and historical buildings. These are not recognized in the financial
statements.
When a capital asset no longer contributes to TRCA's ability to provide services or the value of
future economic benefits associated with the capital asset is less than its net book value, the
carrying value of the capital asset is reduced to reflect the assets value.
56
Toronto and Region Conservation Authority
Notes to the Financial Statements
(in thousands of dollars)
December 31, 2013
2. Summary of significant accounting policies (continued)
Revenue recognition
Government transfers received, including municipal levies, are recognized in the financial
statements as revenue when the transfers are authorized and all eligibility criteria have been
met except when there is a stipulation that gives rise to an obligation that meets the definition of
a liability. In that case, the transfer is recorded as deferred revenue and recognized as revenue
as the stipulations are met.
User charges, including property rental income, and contract services revenue are recognized
as revenue in the period in which the related services are performed. Amounts collected for
which the related services have not been performed are recognized as deferred revenue and
recognized as revenue when the related services are performed.
Donations are recorded as revenue in the period they are received or receivable, when a
reasonable estimate can be made of the amount involved, unless the donation is designated by
an external party for a specific purpose or purposes; in that case, the donation is deferred until
it is used for the purpose or purposes specified upon which it is recognized as revenue.
Donated property, plant, and equipment are recorded at fair market value when fair value can
be reasonably estimated.
Reserves
The Board has segregated portions of its accumulated surplus for future expenses and
contingencies. Increases and decreases in reserves are not recorded in the statement of
operations.
Reserves are held for the purposes described below:
Vehicle and equipment - Funds held in this reserve are used to finance the cost of new and
replacement units. The change in the reserve is an allocation of usage net of costs incurred
during the year, as shown in the statement of operations.
Tree donation program - Funds held in this reserve were donated by The Wing City
Foundation to assist with the maintenance of trees planted under the TRCA Tree Donation
Program.
Operating contingency - Funds held in this reserve may be used to provide a measure of
financial relief in the event of a significant loss of revenues or other financial emergency for
which no other source of funding is available.
Funds held under provincial revenue sharing policy - This reserve is created by a provincial
policy established by the Ministry of Natural Resources which requires the segregation of
funds derived from the sale of properties. Additional details are included in Note 7.
M
57
Toronto and Region Conservation Authority
Notes to the Financial Statements
(in thousands of dollars)
December 31, 2013
2. Summary of significant accounting policies (continued)
Donated materials and services
Donated materials and services are not recorded.
Volunteers contribute significant time to the governance and delivery of Toronto and Region
Conservation Authority programs. Due to the difficulty in determining the fair value of these
contributions, contributed services are not recognized in the financial statements.
Pension plan
The costs of the multi - employer benefit plan benefits are recognized as the required
contributions for employees' services rendered in the period.
3. Restricted cash
The restricted cash is related to funds set aside to fund a specific program. These funds are
externally restricted by the Ministry of Natural Resources for the Source Water Protection
program.
4. Marketable securities
The fair market value of the marketable securities
at December 31, 2013 is $18,139 (2012 -
$16,170).
5. Receivables
2013
2
City of Toronto
$ 3,054
$ 2,013
Government of Canada
588
464
Interest receivable
9
8
Province of Ontario
1,729
744
Regional Municipality of Durham
2,099
286
Regional Municipality of Peel
195
144
Regional Municipality of York
1,279
933
The Living City Foundation
897
1,206
Trade and other
4,441
6,009
Waterfront Toronto
465
1.008
$ 14,756 $ 12,815
10
i
Toronto and Region Conservation Authority
Notes to the Financial Statements
Amodlzellon
(in thousands of dollars)
Beginning of year
- 3,362
22,798
2,721
2,724
December 31, 2013
- 125,760
121,154
Amonizallon
- 534
1,550
720
6. Tangible Capital Assets
3,326
- 6,444
6,184
Dapmals
- _
332
Building and Machinery
40
11
670
1,578
Land Building and
Work in
Total
Total
Land Improvements Improvements Eguipmenl
- 3,a96
Velucles
lnftaslrwtwo
Progress
2013
2012
Cwt
Beginning d ywr $ 334,163 $ 12,913 $ 45,416 $
5,999 $
3.631
$ 136,909 $
13,621 $
552,652 $
541,731
A (ions 1,563 50 1,498
713
465
1.982
1,768
8,039
12,678
Disposals I - 547
288
62
11
35
944
1757
T,wW from
Wok in Progress 82 270 2,800
533
8,392
(12 0771
Ent, of year 335,807 13,233 49,167
6,957
4,034
147,272
3,2T7
559,747
552.652
Aecumulatod
Amodlzellon
Beginning of year
- 3,362
22,798
2,721
2,724
94,157
- 125,760
121,154
Amonizallon
- 534
1,550
720
314
3,326
- 6,444
6,184
Dapmals
- _
332
287
40
11
670
1,578
End of year
- 3,a96
24,014
3,154
2,998
97,472
131,534
125,760
Net hook value $ 335,807 $ 9,337 $ 25,153 It 3,803 $ 1,036 $ 49,$00 $ 3,277 $ 428,213 It 426,892
Contributed capital assets have been recognized at fair market value at the date of contribution. The value of contributed assets received during the year
is $1,368 (2012 - $867).
11
59
Toronto and Region Conservation Authority
Notes to the Financial Statements
(in thousands of dollars)
December 31, 2013
7. Accumulated surplus and reserve continuity
TRCA has internally allocated accumulated surplus as follows:
Tangible capital assets
Reserves (part (a) below)
Unallocated accumulated surplus
Amount to be funded in future periods
(a) Continuity of reserves
Vehicle and equipment
Tree donation program
Operating contingency
Funds held under provincial
revenue sharing policy (part (b) below)
2013 2012
$ 428,213 $ 426,892
5,171 5,473
454 293
0,5621 (1.644)
$ 432,276 $ 431,014
Balance
Beginning Appropriations Balance Fred
of Year from of Year
611 $ (94) $ 517
10 (1) 9
3,854 (150) 3,704
998 (5 7) 941
$ 5,473 $ (302) $ 5,171
(b) Continuity of funds held under provincial revenue sharing policy
Reserve balance, end of year
746
358
11
(117)
(1)
$ 941 $ 997
The Ministry of Natural Resources reserves the right to direct the purpose to which the
provincial share of funds may be applied or to request a refund. The proceeds on the sale of
properties are attributed to the province and the member municipalities on the basis of their
original contribution when the properties were acquired. The reserve balance must always be
maintained in proportion to the original contribution by the province and TRCA, represented by
the member municipalities. TRCA is permitted to withdraw the municipal share of the reserve
provided that the corresponding provincial share is either matched by other sources of funding
or returned to the province. Interest at prevailing market rates must be Imputed on the unspent
balance (if any) of the reserve.
12
• c
2013
Reserve balance, beginning of year
$ 997
Net proceeds from sale of properties
Interest
11
Applications:
Greenspace acquisition project
(56)
Revised Project for the Etobicoke Motel Strip
(11)
Reserve balance, end of year
746
358
11
(117)
(1)
$ 941 $ 997
The Ministry of Natural Resources reserves the right to direct the purpose to which the
provincial share of funds may be applied or to request a refund. The proceeds on the sale of
properties are attributed to the province and the member municipalities on the basis of their
original contribution when the properties were acquired. The reserve balance must always be
maintained in proportion to the original contribution by the province and TRCA, represented by
the member municipalities. TRCA is permitted to withdraw the municipal share of the reserve
provided that the corresponding provincial share is either matched by other sources of funding
or returned to the province. Interest at prevailing market rates must be Imputed on the unspent
balance (if any) of the reserve.
12
• c
Toronto and Region Conservation Authority
Notes to the Financial Statements
(in thousands of dollars)
December 31, 2013
8. Pension agreements
TRCA makes contributions to the Ontario Municipal Employees Retirement System
("OMERS "), which is a multi - employer plan, on behalf of full -time members of staff and eligible
part-time staff. The plan is a defined benefit pension plan, which specifies the amount of the
retirement benefit to be received by the employees based on the length of service and rates of
pay.
Contributions made by TRCA to OMERS for 2013 were $3,223 (2012 - $2,811)
9. Contingent liabilities and commitments
(a) Legal actions and claims:
TRCA has received statements of claim as defendant under various legal actions
resulting from its involvement in land purchases, fatalities, personal injuries and flooding
on or adjacent to its properties. TRCA maintains insurance coverage against such risks
and has notified its insurers of the legal actions and claims. It is not possible at this time
to determine the outcome of these daims and, therefore, no provision has been made in
these financial statements.
(b) The TRCA has completed the acquisition of lands required to undertake various projects.
There are 3 projects where TRCA has acquired lands under the Expropriations Act. The
first project is the Revised Project for the Etobicoke Motel Strip. Properties required for
this project were obtained through expropriation from five owners. Funding was obtained
from the City of Etobicoke and the Municipality of Metropolitan Toronto (now collectively
known as the City of Toronto) and the Province of Ontario. To date four of the
expropriations have been settled and the compensation has been paid.
The second project is the Port Union Improvement Project. This project is funded by the
Toronto Waterfront Revitalization Corporation. One property was expropriated for this
project and one property was acquired under Section 30 of the Expropriations Act which
allows the owner to consent to the acquisition but still arbitrate the compensation. The
expropriation has been settled and the compensation has been paid, TRCA is also
responsible for the payment of the owner's costs associated with the Section 30
settlement. The matter of costs has not been finalized.
The third project is the Mimico Waterfront Linear Park Project. This project is funded by
the Toronto Waterfront Revitalization Corporation. One property was expropriated for this
project and one property was acquired under Section 30 of the Expropriations Act. The
property acquired under Section 30 has been settled and the compensation has been
paid. The additional compensation for the property expropriated is not determinable.
(c) Lease commitments
TRCA has entered into an agreement to lease premises until July 2014. Minimum lease
payments for 2014 are $170.
13
61
Toronto and Region Conservation Authority
Notes to the Financial Statements
(in thousands of dollars)
December 31, 2013
9. Contingent liabilities and commitments (continued)
(d) Loan guarantee
TRCA and the City of Toronto have jointly and severally provided a loan guarantee in the
amount of $7.5 million to the Evergreen Foundation for the Don Valley Brick Works
restoration project. As of December 31, 2013, Evergreen Foundation had received
advances in the amount of $4.8 million ($7.2 million as of December 31, 2012) from its
financing institutional lender.
10. Trust funds
2013 2012
Rouge Park Alliance 185
Greater Toronto Area Agricultural Action Committee 40 117
$ 40 $ 312
The trust funds are funds administered by TRCA on behalf of the organizations above. These
funds are held in trust by TRCA for the benefit of others and therefore are not presented as part
of TRCA's financial position or financial activities.
14
62
Toronto and Region Conservation Authority
Notes to the Financial Statements
(in thousands of dollars)
December 31, 2013
11. Budget figures
Public Sector Accounting Standards require a comparison of the results for the period with
those originally planned on the same basis as that used for actual results. The budget in the
statement of operations has been adjusted to be presented on a consistent basis as actual
results. Below is a reconciliation of the figures from the approved budget to the budget over the
financial statements:
Approved
budgetper
Approved Capital financial
Budoet Reclassification Amortization assets statements
Total revenues $ 110.520 $ (6831 $ - $ - $ 109,837
Expenses
Watershed Studies and Strategies
4,922
(270)
10
(12)
4,650
Water Risk Management
17,152
(41)
2,021
(1,980)
17,152
Regional Biodiversity
14,477
(90)
55
(234)
14,208
Land Smurement and
8.0
-
683
!6821
7.807
Management
11,655
(683) $
933
(4,218)
8,370
Tourism and Recreation
31,109
-
2,400
(11829)
31,680
Planning and Development
Review
7,736
-
12
(9)
7,739
Education and Outreach
8,597
(38)
301
(1,279)
7,581
Sustainable Communities
7,084
(244)
29
(84)
6,785
Corporate Services
8.0
-
683
!6821
7.807
$
110,738 $
(683) $
6,444 $
(10,527) $
105,972
(Detick) surplus
for the year $
(218)
$
$,865
The approved budget listed above excludes $293 in amounts coming from reserves to fund
projects during the year. The resulting surplus approved by the board on April 26, 2013 is $75.
12. Comparative figures
Certain comparative figures have been reclassified to conform with the financial statement
presentation adopted in the year.
15
63
Toronto and Region Conservation Authority
Schedules of Operations Information
(in thousands of dollars)
December 31, 2013
Certain allocation methodologies are employed in the preparation of the schedules of
operations. Government grants, user charges, and other revenues are allocated to the specific
program or service they relate to. Activity based costing is used to allocate internal support
costs to departments. These costs include the net expenses for departments, such as human
resources, information systems, finance and others, commonly referred to as overhead.
TRCA reports on its activities in nine service areas which are reported in the accompanying
supplementary schedules to the financial statements. Below is a description of each of these
service areas:
Watershed Studies and Strategies
Watershed studies and strategies provide comprehensive, integrated policy and technical
direction to other TRCA service areas and to partner municipalities related to integrated
watershed management and regional sustainability. Main program areas include regular
updates of watershed and subwatershed studies to meet municipal official plan and provincial
policy requirements, comprehensive reporting of the health of TRCA watersheds and the Lake
Ontario waterfront and risk analysis and modelling of the impacts of urban growth and climate
change.
Water Risk Management
The service area is concerned with the management of water resources for the purpose of
reducing risk to life and property. Main program areas include real time flood forecasting and
warning, management and maintenance of flood control infrastructure, identification and
management of erosion hazards and flood mitigation within flood vulnerable areas. Water risk
management activities provide critical information on risks and hazards for the Planning and
Development Review programs of the TRCA and of partner municipalities. Further, this service
area provides support to municipal and provincial emergency management programs related to
extreme weather risks.
Regional Biodiversity
The main program areas included with Regional Biodiversity are monitoring of ecological
conditions and ecosystem trends, ecosystem planning and research, habitat restoration and
regeneration, and forest management. The Regional Biodiversity service area supports partner
municipalities in establishing and working towards goals for biodiversity, natural heritage, and
community well -being through environmental health.
Land Securement and Management
This service area is focussed on the securement of environmentally significant and hazard
sensitive lands within TRCA's jurisdiction in order to protect natural functions and eco- system
services. In addition to securement of lands key programs include the management and
maintenance of the existing holdings. A primary goal is the integration of activities with local
and regional municipally approved land management and planning frameworks.
ill
•
Toronto and Region Conservation Authority
Schedules of Operations Information
(in thousands of dollars)
December 31, 2013
Tourism and Recreation
The Tourism and Recreation service area provides memorable experiences for guests in
nature -based settings, which make positive contributions to community health and well - being,
while advancing the economic development goals of partner municipalities. Programs include
management, maintenance and enhancement of conservation parks and recreation facilities
including campgrounds and the Black Creek Pioneer Village. TRCA delivers these services
through leveraging public and private partnerships that focus on community development,
tourism and recreational offerings.
Planning and Development Review
Planning and Development Review programs provide input and technical support in the
development and implementation of municipal official plans, secondary plans, subdivision
studies and reports, and special by -laws. Support is provided to growth management and
special policy studies as well as support for municipal infrastructure and growth planning
through the environmental assessment review process. TRCA provides technical expertise,
information and advice on flood control, stormwater management and the protection and
conservation of natural systems and their functions within its watersheds.
Education and Outreach
Education and Outreach programs support municipal and provincial objectives for
environmental education in schools, build professional capacity and competitiveness in the
region's sustainable economic sectors, and engage the broader population to become active in
developing healthy, sustainable communities. Formal and non - formal education and training is
delivered to develop a culture of life -long learning by for residents of all ages at TRCA
education centres, academic institutions and in the community. Programs include school -
based education programs, and professional training and development, and programs for
residents.
Sustainable Communities
Sustainable Communities programs facilitate and advance regional sustainability through
unique collaborations with public- private and non - profit sectors and engagement of watershed
communities and support municipal economic development goals through transition of our
region towards a green economy. The scope of the service area is broad, encompassing
programs that address neighbourhood and sector specific eco- efficiencies (water, energy,
waste and greenhouse gas emissions), awareness of and need for resilience to extreme
weather, catalyzing the green economy with sustainable technologies, addressing food security
through near urban agriculture, and engaging residents in awareness and sustainability action
to foster a caring and involved citizenry.
Corporate Services
Corporate Services include financial, administrative and technical support services that enable
TRCA staff to efficiently and effectively deliver TRCA activities.
17
65
Toronto and Region Conservation Authority
Schedule of Operations - Watershed Studies and Strategies
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Budget Actual Actual
(Note 11)
Revenue
Municipal
Operating levies
$ 1,437
$ 1,437 $
1,346
Capital levies
1,728
842
855
Other
-
5
-
Government grants
Provincial
462
298
599
Federal
250
267
375
User fees, sales and admissions
-
11
3
Contract services
502
169
227
Fundraising
Donations
238
25
425
The Living City Foundation
35
143
80
$ 4,652 $ 3.197 $ 3.910
Expenses
Watershed and Waterfront Plans
Watershed Plan Updates and
Follow -up $ 2,121 $ 1,935 $ 2,018
Integrated Shoreline Management Plans 1.252 897 875
3,373 2,832 2,893
Report Cards
Climate and Extreme Weather Impacts
Amortization
Total Expenses
Net (Deficit) Surplus
9
• •
61 58 85
1.205 516 697
11 11 13
4.650 3.417 3,688
2 $ (220) $ 222
18
Toronto and Region Conservation Authority
Schedule of Operations - Water Risk Management
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Budget Actual Actual
(Note 11)
Revenue
Municipal
Operating levies
Capital levies
Other
Government grants
Provincial
Federal
User fees, sales and admissions
Contract services
Investment income
Sundry
Expenses
Technical Services
Groundwater Strategies
Source Water Protection Strategy
Regional Monitoring
Hydrology
Stormwater Management
Flood Plain Mapping
Erosion Management
Capital Works
Hazard Monitoring
Flood Management
Flood Forecasting and Warning
Flood Risk Management
Flood Infrastructure and Operations
Amortization
Total Expenses
Net (Deficit) Surplus
681 $ 6
681 $ 4
470
9,932 6
6,855 9
9,718
49 1
118 2
20
916 1
1,315 3
3,457
1 3
3
31 2
21 4
45
5,501 4
4,370 1
10,934
- 1
17 2
25
- 4
46
17,111 $ 13.380 $ 24.715
$ 594 $ 512 $ 574
913 1,229 2,752
618 560 572
195 230 252
137 357 49
244 223 242
2.701 3.111 4.441
4,183 4,016 3,662
1.759 1.005 _ 591
5.942 5,021 4.253
335 361 383
3,252 1,588 677
2.901 1.651 6.998
6.488 3.600 8.058
2.021 2.021 1.960
17.152 13.753 18.712
$ (41) $ (373) $ 6,003
67
19
67
19
Toronto and Region Conservation Authority
Schedule of Operations - Regional Biodiversity
(in thousands of dollars)
Year Ended December 31
2013
2013
2012
Budget
Actual
Actual
(Note 11)
Revenue
Municipal
Operating levies
$ 511 $
511 $
455
Capital levies
6,455
5,197
5,643
Other
261
287
314
Government grants
Provincial
124
128
15B
Federal
515
383
364
User fees, sales and admissions
41
19
18
Contract services
6402
3,901
4,310
Fundraising
The Uving City Foundation
77
126
53
Investment income
-
1
7
$ 14,386 $
10.553 $
11.322
Expenses
Biodiversily Monitoring
Regional Monitoring
Activity Based Monitoring
Terrestrial Inventory and Assessment
Ecosystem Management Research and Directions
Aquatic System Priority Planning
Terrestrial (and Integrated) Ecosystem
Management
Compensation Restoration
Forest Management
Restoration and Regeneration
Natural Channel Design
Propagation and Sale of Plants
Inland and Lakefill Sal Management
Shoreline Restoration
Wetlands Restoration
Riparian and Flood Plain Restoration
Natural Channel and Stream Restoration
Terrestrial Planting
Essential Wildlife Habitat
Watershed Restoration
Private Land Stewardship
Amortization
Total Expenses
Net Surplus
619 $ 549
549 519
128 244
1296 1.312
248 228
1,129 808
56 29
1.433 1.065
979 573
513
130
285
794
569
913
1,516
2162
128
2,598
836
10.444
239
(157)
306
598
387
533
956
764
222
3,054
613
7.515
$ 572
609
226
1.407
252
860
50
1.162
740
267
(315)
409
618
372
505
620
1,196
168
3,000
628
7 466
56 56 59
14.208 10.521 10.836
$ 178 $ 32 $ 486
20
68
Toronto and Region Conservation Authority
Schedule of Operations — Land Securement and Management
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Budget Actual Actual
(Note 11)
Revenue
Municipal
Operating levies
$ 316
$
316
$ 335
Capital levies
3,200
2,556
2,722
Other
1,616
1,278
52
Government grants
Provincial
5
8
Federal
10
41
18
User fees, sales and admissions
40
16
59
Contract services
306
717
1,235
Rental income
3,066
2,457
2,773
Fundraising
Donations
3,000
1
-
The Living City Foundation
96
6
1
Investment income
-
6
Net gain/loss on sale of tangible capital
assets
(43)
(32)
Sundry
76
$ 11.655
$
7,421
$ _ 7.177
Expenses
Land Securement
$ 1.293
$
156
$ 205
Land Management
Archaeology
324
522
571
Property Taxes and Insurance
644
561
714
Resource Management Planning
1,123
752
755
Inventory and audit
-
131
142
Implementation
2,127
1,141
734
Hazard management
8
4.218
3.107
2.924
Rental Properties
1.926
2.074
2.002
Amortization
933
933
1.008
Total Expenses
8.370
6.270
6.139
Net Surplus
$ 3,285
$
11151
$ 1,038
21
• f
Toronto and Region Conservation Authority
Schedule of Operations - Tourism and Recreation
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Budget Actual Actual
(Note 11)
Revenue
Municipal
Operating levies
$ 3,022 $
3,022 $
3,132
Capital levies
5,309
2,228
1,407
Other
-
223
90
Government grants
5.109
4,976
5.019
Provincial
324
227
414
Federal
15
131
39
User fees, sales and admissions
8,878
8,374
8,574
Contract services
13,401
8,274
7,197
Rental income
-
71
30
Fundraising
32
3.714
Donations
11
8
9
The Living City Foundation
75
221
185
Net gainfloss on sale of tangible capital
3.662
3.882
3.711
assets
-
(171)
(20)
Sundry
-
3
1
$ 31.035 $ 22,611 $ 21.058
Expenses
Waterfront Parks
General maintenance
$ 218
$ 267
$ 372
Park planning
9,887
6,852
4,160
10,105
7.119
4.532
Conservation Parks
5.109
4,976
5.019
Trails
Trail Development
2,374
900
1,038
Trail Management
71
99
87
Trail Planning
1,269
573
168
Trail Strategy
-
1
32
3.714
1.573
1.325
Bathurst Glen Goff Course
1,271
1,191
1217
Black Creek Pioneer Village
3.662
3.882
3.711
Public Use Infrastructure
Pan -Am Games
901
654
151
Arsenal Lands
750
130
-
CA Stale of Good Repair
1.748
451
437
3.399
1,235
588
Events and Festivals
2.020
2.426
2156
Amortization
2.400
2.400
2.187
Total Expenses
31.680
24,802
20.735
Net(Deficit)Surplus
$ (645)
$ (2,191)
$ 323
22
70
Toronto and Region Conservation Authority
Schedule of Operations — Planning and Development Review
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Bud a Actual Actual
(Note 11)
Revenue
577
566
Municipal
686
607
Operating levies $ 1,037
$ 1,037 $
1,135
Capital levies 896
899
857
Other 1,299
958
966
Government grants
Provincial -
-
33
User fees, sales and admissions 4,504
4,936
5,132
Contract services
g4
$ 7.736
$ 7.924 $
8.123
Expenses
Development Planning and Regulation Permitting
Planning $ 1,389
$ 11060 $
1,525
Permitting 1,068
974
1,358
Technical Services 1.040
1,002
818
Development Enforcement and Compliance 392
325
341
3,889
3.361
4.042
Environmental Assessment Planning and Permitting
Planning 703
577
566
Permitting 673
686
607
Development Enforcement and Compliance 262
296
237
Technical Services 1.366
1.140 _
1.043
Policy Development and Review
Amortization
Total Expenses
Net (Deficit) Surplus
2.699 2.453
834 769 115
12 12 10
7.739 6.841 6.620
$ _�) $ 11083 $ 11503
71
23
Toronto and Region Conservation Authority
Schedule of Operations — Education and Outreach
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Budget Actual Actual
(Note 11)
Revenue
Municipal
Operating levies
Capital levies
Other
Government grants
Provincial
Federal
User fees, sales and admissions
Contract services
Fundraising
Donations
The Living City Foundation
Investment income
Net gainlloss on sale of tangible capital
assets
Expenses
Educational Infrastructure
Retrofits
Bolton Camp Development
Swan Lake Centre
School Programs
Field Centres
Kortright
Black Creek
Other School Programs
Outreach Educations
Professional Training and Development
Amortization
Total Expenses
Net Surplus
$ 582 $
582 $
495
2,840
2,072
2,449
5
20
6
850
815
885
17
185
21
3,424
2,826
2,614
-
153
2
20 27 51
821 889 908
3
(351 (100)
$ 8.559 $ 7.537 $ 7.331
$ 114
$ 73
$ 87
413
90
40
7
52
42
534
215
169
2,485
2,287
2,285
762
754
700
325
325
323
701
729
581
757
737
948
5.030
4.832
4,837
1.716
1.706
1,604
301
301
277
7,581
7.054
6,887
$ 978
$ 483
$ 444
72
24
Toronto and Region Conservation Authority
Schedule of Operations — Sustainable Communities
(in thousands of dollars)
Year Ended December 31 2013 201:
Revenue
Municipal
Capital levies
Other
Government grants
Provincial
Federal
User fees, sales and admissions
Contract services
Rental income
Fundraising
Donations
The Living City Foundation
Net gain/loss on sale of tangible capital
assets
Budget Actual
(Note 11)
2012
Actual
$ 3,944
$ 3,042 $
3,288
299
87
180
365
447
330
690
1,267
162
66
333
274
1,209
539
616
Sustainable Technology Evaluation Program 890
90
-
104
21
178
168
158
115
121
$ 6.845 $ 5.982 $ 5.143
Expenses
108
115
Living City Transition Program
476
526
Sustainable Neighbourhood Action Plans $
910 $
821
Community Transformation
1,241
812
Partners in Project Green
1,251
928
Urban Agriculture
168
99
Sustainable Technology Evaluation Program 890
1.061
$ 265
4.460
3.721
Community Engagement
Multicultural Connections Program
Stakeholder Engagement
Community Stewardship
EVN (Environmental Volunteer Network)
Amortization
Total Expenses
Net Surplus
$ 736
857
959
111
732
3.395
108
108
115
1,060
476
526
1,123
5
1,270
817
2.296
1.854
1.458
29
29
25
6.785
5.604
4.878
$ 60
$ 378
$ 265
73
25
Toronto and Region Conservation Authority
Schedule of Operations — Corporate Services
(in thousands of dollars)
Year Ended December 31 2013 2013 2012
Budget Actual Actual
(Note 11)
Revenue
Municipal
Operating levies
Capital levies
Government grants
Provincial
Federal
User fees, sales and admissions
Contract services
Rental income
Fundraising
The Living City Foundation
Investment income
Net gairvloss on sale of tangible capital
assets
Sundry
Expenses
Financial Management
Corporate Management and Governance
Human Resources
Communications
Information Infrastructure and Management
Project Recoveries
Vehicles and Equipment
Office Services
Amortization
Total Expenses
Net Surplus
4,910
$ 4,910
$ 4,580
1,281
1,087
829
774
774
634
115
-
-
57
74
49
(2,055)
18
3
31
31
31
150
-
150
540
573
596
-
(23)
25
6.306
358
259
$ 7.858 $ 7.802 $ 7.156
1,415 $
1,496
$ 1,707
1,327
1,279
1,105
601
593
506
1,597
1,365
1,310
2,242
1,919
1,726
(2,055)
(2,266)
(2,187)
(494)
(567)
(620)
2,491
2,381
2.113
683
683
646
7.807
6,883
6.306
51 $
919
$ 850
74
26
Attachment 2
GrantThornton
Report to the Budget /Audit
Advisory Board - communication
of audit strategy and results
Toronto and Region Conservation Authority
For the year ended December 31, 2013
75
GrantThornton
June 12,2014 - Grant ThommnttP
Side 910
15 Arclale Pak aay
Markham. ON
UR 504
T. 4163660100
F +1 905 475 0906
w"w.GranmThom man.ca
To the members of the Budget /Audit Advisory Board of Toronto and Region
Conservation Authority
We are pleased to report that we have now substantially completed our audit of the financial
statements (hereinafter the "financial statements ") of Toronto and Region Conservation
Authority (hereinafter the "Authority") for the year ended December 31, 2013. We enclose this
report as a means to engage in effective two way communication with you regarding our
financial statement audit. This communication will assist the committee in understanding our
overall audit strategy and the results of our audit procedures, and includes comments on
misstatements, significant accounting polities, sensitive estimates and other matters.
This communication has been prepared to comply with the requirements outlined in CAS 260
Cormmmimulton with those Charged with Gorxrnomr. The information in this document is intended
solely for the information and use of Budget /Audit Advisory Board (herein referred to as the
Audit Committee), Board of Directors and management. It is not intended to be distributed or
used by anyone other than these specified parties.
We express our appreciation for the cooperation and assistance received from the management
and staff of the Authority during the course of our audit.
If you have any particular comments or concerns, please do not hesitate to raise them at our
scheduled meeting.
Yours sincerely,
Grant Thornton LLP
9iaPa4— e.IR
Anita Ferran, BComm, FCPA, FCA
Client Services Parmcr
Michelle Saunter, CPA, CA
Assurance Services Principal
cc Brian Denney, Chief Executive Officer
Rocco Sgambelluri, Chief Financial Officer
e Grant Thomson tlP. A C.2,110 W NAW Of GUNNIUM IN ktMdlDnal.N 11" fluir" .
76
Contents
Achieving effective governance
Quality control and independence
Our audit approach
Audit results
Reportable matters
Status of the audit
Technical updates
Appendix A — Draft Management representation letter
Appendix B — Advisor Alert — Liability for contaminated sites
Appendix C — PSAB Accounting developments
06.tThomim U.P. A Cmadim Yamber of GantTh mnn lwl"Aond. All dohs rnmed.
77
Page
10
11
17
23
Report to those charged with governance - Communication of audit strategy and
results
Toronto and Region Conservation Authority
For the year ended December 31, 2013
Achieving effective governance
tom,
mrortnndo� a
Cnrn+w autgr
Comma Ateirrlief
There arc several fundamental components of effective governance. Those charged with governance
play a key role in achieving strong governance, particularly with respect to financial reporting.
Roles in ensuring strong financial reporting
Role of the
• Help set the tone for the organization by emphasizing honesty, ethical behaviour and fraud
audit
prevention
committee
• Oversee management, including ensuring that management establishes and maintains
internal controls to provide reasonable assurance regarding reliability of financial reporting
• Recommend the nomination and compensation of external auditors to the board
• Directly oversee the work of the external auditors including reviewing and discussing the
audit plan
Role of the
• Help set the tone for the organization by emphasizing honesty, ethical behaviour and fraud
board of
prevention
directors
• Oversee management including ensuring that management establishes and maintains
internal controls to provide reasonable assurance regarding reliability of financial reponing
• Approve the financial statements
Role of • Prepare financial statements in accordance with Canadian public sector accounting
management standards
• Design, implement and maintain elective internal controls over financial reporting
processes, including controls to prevent and detect fraud
• Exercise sound judgment in selecting and applying accounting policies
• Prevent, detect and correct errors, including those caused by fraud
• Provide representations to external auditors
• Assess quantitative and qualitative impact of misstatements discovered during the audit on
fair presentation of the financial statements
Role of • Provide an audit opinion the the financial statements are in accordance with Canadian
Grant Thornton public sector accounting standards
LLP • Conduct our audit in accordance with Canadian generally accepted auditing standards
(GAAS)
• Maintain independence and objectivity
• Be a resource to management and to dose charged with governance
• Communicate maters of interest to those charged with governance
• Establish an effective two-way communication with those charges with governance, to report
maters of interest to them and obtain their comments on audit risk matters.
e Gum ThomMn LLP. A6mrd'un Member of Gnrnt Thornton Infemationa. All dehn mn avert.
•
Report to those charged with governance - Communication of audit strategy and
resulls
Toronto and Region Conservation Authority
For the year ended December 31, 2013
Quality control and independence
Quality control
Grant Thornton LLP Grant Thornton LLP has a robust quality control program that forms a core art of our client service.
has a robust quality q ty P Sr i>
control program We combine internationally developed audit methodology, advanced technology, rigorous review
procedures, mandatory professional development requirements, and the use of specialists to deliver
high quality audit services to our clients. In addition to our internal processes, we are subject to
inspection and oversight by standard setting and regulatory bodies. We are proud of our firm's
approach to quality control and would be pleased to discuss any aspect with you at your convenience.
Independence
We have a rigorous process where we continually monitor and maintain our independence. The process
of maintaining our independence includes, but is not limited to:
Identification of threats to out independence and putting into place safeguards to mitigate those
threats. For example, we evaluate the independence threat of any non -audit services provided to
the Authority;
• Confirming the independence of our engagement team members.
a Grant Thornton LLP. ACanadhn Member of Grant Thornton Intentional. All rights ra erved.
79
Report to those charged with governance - Communication of audit strategy and
results
Toronto and Region Conservation Authority
For the year ended December 31, 2013
Our audit approach
An understanding of the Authority and your business drives the Grant Thornton LLP audit approach.
The audit methodology is risk based and specifically tailored to the Authority as depicted below:
Understand your entity
v
and industry
S
Understand accounting
systems, policies and
internal controls
Our tailored audit approach results in procedures designed to respond to an identified risk. The greater
the risk of material misstatement associated with the account, transaction or balance, the greater audit
emphasis placed in terms of audit verification and analysis.
Throughout the execution of the audit approach, we will maintain our professional scepticism,
recognizing the possibility that a material misstatement due to fraud could exist not withstanding our
past experiences with the Authority or our beliefs about managemenes honesty and integrity.
OGnM namw LLP. A Canadlan Member of Grant Thommn IntenabonaL All rights ramed.
• 1
Report to those charged with governance - Communication of audit strategy and
results
Toronto and Region Conservation Authority
For the year ended December 31, 2013
Internal control
Our audit includes gaining an understanding of the Authority's internal control over financial reporting.
Our understanding focused on processes associated with the identified risk areas (see below). We used
this understanding to determine the nature, extent and tuning of out audit procedures.
Note that the auditor's objectives with regards to internal control are different from those of
management and those charged with governance. For example, we primarily target controls that relate
to financial reporting and not those that relate to the Authority's operations or compliance which may
also be relevant to the authority's objectives. Therefore, management and those charged with
governance cannot solely rely on our findings to discharge their responsibilities in this area.
See the Reportable matters section for our internal control findings.
Risk assessment
Our risk assessment process identified the
following areas where we focused our attention:
i Risk area
Audit procedures
Revenue generated from municipal levies,
Municipal levies were agreed to billings for the year and
contracts, grants and special projects
subsequent receipts. We tested a sample of expenditures on
the defamed municipal levy schedule to test revenue recognition.
Similar testing was completed for contract revenue and grant
I
revenue.
Confirmed a sample of accounts receivable balances, and
performed alternative procedures (subsequent receipts) it
positive confirmation was not received for the balances
sampled. Analytical review of revenue and various
reconciliations as well as deferred revenue schedules were
11
pedamed to identify any additional balances that required
investigation.
Employee compensation
We reviewed the T4 summary and general ledger reconciliation
for reasonableness and investigated unusual items. Payroll
accruals were examined and both payables and compensation
i expenses were analytically reviewed. The underlying data used
for analytical review was tested.
Tangible Capital Assets
Examined supporting documentation for significant capital asset
additions. Ensured that assets were capitalized in the proper
class and that those expenditures not capitalized were properly
considered. Amortization was tested to ensure it was applied in
accordance with the amortization policy.
Operating Expenses
Performed detailed analytical review comparing operating
expense line items to budget, investigating and corroborating
variances. Also, substantively tested various expense accounts
to erasure appropriate recognition. Viewed support for Significant
payables and accruals and tested cut -oft.
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
Materiality
The purpose of our audit is to provide an opinion as to whether the financial statements are prepared,
in all material respects, in accordance with the applicable financial reporting framework. Therefore,
materiality is a critical auditing concept and as such we apply it in all stages of the engagement.
The concept of materiality recognizes that an auditor cannot verify every balance, transaction or
judgment made in the financial reporting process. During audit planning, we made a preliminary
assessment of materiality for purposes of developing our audit strategy, including the detemmination of
the extent of our audit procedures. During the completion stage, we consider not only the quantitative
assessment of materiality, but also qualitative factors, in assessing the impact on the financial
statements, our audit opinion and the matters brought to your attention.
The following provides a summary 'of some of the fraud related procedures performed during the audit
• Test the appropriateness of journal entries recorded in the general ledger and other adjustments
made in the preparation of the financial statements.
• Review accounting estimates for biases.
• Evaluate the business rationale (or the lack thereof) for significant transactions that are or appear to
be outside the normal course of business.
We would like to Laws and regulations
obtain your Input on
these matters. One of the auditor's objectives in the audit is to perform specified audit procedures to help identify
instances of non - compliance with laws and regulations that may have a material effect on the financial
statements. We would like know if you are aware of instances of the Authority not being in compliance
with laws and regulations.
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Fraud risk factor considerations
Fraud can occur in
We are responsible for planning and performing the audit to obtain reasonable assurance as to whether
any company, at any
time, and can be
the financial statements are free of material misstatement caused by error or by fraud. Our
perpetrated by
responsibility includes:
anyone.
• The identification and assessment of the risks of material misstatement of the financial statements
due to fraud through procedures including discussions amongst the audit team and specific inquires
of management;
• To obtain sufficient appropriate audit evidence to respond to the fraud risks noted; and
• To respond appropriately to any fraud or suspected fraud identified during the audit.
We would like to
obtain your Input on
these matters.
With this regard, we are required to communicate with you on fraud - related matters, inclu
q Y'
• Obtaining an understanding of how you exercise oversight of management's processes for
identifying and responding to the risks of fraud in the Authority and the internal control that
management has established to mitigate these risks.
• Inquire whether you have knowledge of any actual, suspected or alleged fraud affecting the
Authority.
The following provides a summary 'of some of the fraud related procedures performed during the audit
• Test the appropriateness of journal entries recorded in the general ledger and other adjustments
made in the preparation of the financial statements.
• Review accounting estimates for biases.
• Evaluate the business rationale (or the lack thereof) for significant transactions that are or appear to
be outside the normal course of business.
We would like to Laws and regulations
obtain your Input on
these matters. One of the auditor's objectives in the audit is to perform specified audit procedures to help identify
instances of non - compliance with laws and regulations that may have a material effect on the financial
statements. We would like know if you are aware of instances of the Authority not being in compliance
with laws and regulations.
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
Audit results
Summary of misstatements
Our audit identified the following misstatement which was above our triviality threshold.
Unadjusted misstatements
To reclassify debit balances from
Accounts Payable to Accounts
Receivable
To show Ministry of Natural Resources
reserve as deferred revenue and
remove amounts from the statement of
operations
Total unadjusted misstatements
Percentage of financial statement
amounts
Oved(Under) statement of:
u
f Opening
Assets Liabilities Accumulated Earnings
Surplus
$ (101,076) 1 $ (101,076) $
(941.437)
$ (101,076) $ (1,042,513) $
0.02% 2.64%
997,435 (55,998)
997AM $ (55,998)
0.23% 4.44%
Summary of disclosure matters
Our audit did not identify any unadjusted non - trivial misstatements from disclosure matters.
6
We have discussed die unadjusted misstatements with management. Management has decided to not
adjust for the above misstatement as management has assessed that this unadjusted misstatement is not
material to the financial statements of Toronto and Region Conservation Authority. Subject to approval
from the Budget / Audit Advisory Board, we accept managemenes position.
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
Reportable matters
Internal control
If we become aware of a deficiency in your internal controls systems, auditing standards requires us to
communicate those deficiencies we consider significant. A financial statement audit is not designed to
provide assurance on internal control.
During the course of performing our audit, we did not identify any material deficiencies in internal
control.
However, during the course of performing our audit, we did identify the following matter which is a
significant deficiency in internal control which we want to bring to the attention of the Budget /Audit
Advisory Board.
• During the course of our audit, it was noted that bank reconciliations had not been completed in a
timely manner throughout the fiscal year. Without monthly reconciliations, the risk exists that the
interim information provided to management and the Board could be misstated, and banking errors
would not be identified for correction with your financial institutions in a timely manner. Based on
our observations, the lack of bank reconciliations did not misstate the interim information of the
Authority during the 2013 year. We would recommend that monthly batik statements be performed
in a timely manner, for example, within one month of the month end date. This recommendation
has been discussed with management. Bank reconciliations fell behind during the fiscal 2013 year as
a result of the system conversion, and it is the intention of management to perform bank
reconciliations within one month of the month end date going forward.
06nattaambn UP. Aemadim 11"aret6nattaomlea tmrmalanatM dOUMM nab
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Report to those charged with governance - Communication of audit strategy and
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
Significant findings from the audit
As part of the audit, we identified the following significant items we wanted to discuss:
Area
tdatlagemem'sestimation
prot�sss/disolosure
Capitalization of
- --
Management tdlows a methodology to
tangible capital
ensure that all constructed capital assets
assets
are reviewed to ensure that the
appropriate assets and amounts are
properly capitalized as tangible capital
assets.
Contributed assets Management obtains appraisal reports to
recorded at fair value support the fair values assigned to
coninbuled property.
Auditor's comments
We reviewed management's methodology,
and on a sample basis have tested the
capitalization of tangible capital assets. We
agree with the method and amounts
capitalized as tangible capital assets.
On a test basis we reviewed the appraisal
reports supporting the additions tested.
The amounts recorded for contributed
assets were derived from the valuation
reports.
Other matters to discuss
The following table outlines additional [natters we would like to bring to your attention:
Financial statement
presentation -Statement of
Operations
In the current year, the financial statement presentation of the statement of
operations and its supporting schedules was changed whereby amounts
related to capital assets were removed from expenses on a line by line basis,
as capital expenditures are not normally disclosed on the statement of
operations. This new disclosure more clearly reports the operating activities for
the year. In prior years, capital assets were removed it= the statement of
operations and supporting schedules on a global basis. As a result of this
change, the prior year comparative figures and the fiscal 2013 budget (Note
11) have been restated to conform to the financial statement presentation of
the current year.
Rouge Park Due to the dissduton of the Rouge Park Alliance and the new agreement with
Perks Canada, revenue of $931,000 and expenses of $931,000 related to the
Rouge Park work has been recorded in the Statement of Operations, and
deterred revenue of $349,000 has been recorded at year end.
System Conversion During the year, TRCA transtioned to a new accounting software, Agresso
Business Wald. As part of our audit work, we tested the balances entered at
January 1, 2013 to ensure they agreed to the balances in the previous system
at December 31, 2012. No deerertces were noted.
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Report to those charged with governance - Communication of audit strategy and B
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Toronto and Region Conservation Authority
For the year ended December 31. 2013
Status of the audit
We have substantially completed our audit of the financial statements of the Authority and the results
of that audit are included in this report.
The following items were outstanding as at the date of this report
• Completion of the bank reconciliation for December 31, 2013;
• Receipt and evaluation of legal letters from the following firms:
— Gardiner Roberts;
— Chappell, Bushell, Steward LLP Barristers & Solicitors;
— Borden Ladner Gervais;
— Willms & Shier Environmental Lawyers LLP;
• Receipt of signed management representation letter (attached as Appendix A);
• Approval of the financial statements by the Board of Directors;
• Procedures regarding subsequent events.
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Report to those charged with governance - Communication of audit strategy and t0
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
Technical updates
Canadian standards in transition
Accounting standards
Accounting standards issued by the Accounting Standards Board which may affect your business for
the current and future years include:
Section PS 3260 — "Liability for contaminated sites" which will be effective for TACA for the year
ending December 31, 2015 (earlier adoption is encouraged). This section which will be applied
retroactively with restatement of prior petiods may have a significant impact on the TRCA
financial statements. We have included as Appendix B an advisor alert on this topic.
Further detail of the changes to accounting standards, including management's preliminary continents
on their applicability to the Authority, are included in Appendix C. If you have any questions about
these changes we invite you to raise them during our next meeting.
Auditing standards
'l iere are no new auditing standards that will have a material impact on die Authority.
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
Appendix A — Draft Management
representation letter
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resalls
Toronto and Region Conservation Authority
For the year ended December 31, 2013
On TRCA letterhead
June 20, 2014
Grant Thornton LLP
Chartered Accountants
Suite 200
15 Allstate Parkway
Markham, ON
UR 5B4
Dear Sit/Madam:
We are providing this letter in connection with your audit of the financial statements of Toronto and
Region Conservation Authority ("TRCA ") as of December 31, 2013, and for the year then ended, for
the purpose of expressing an opinion as to whether the financial statements present fairly, in all material
respects, the financial position, results of operations, changes in net financial assets (debt) and cash
flows of Toronto and Region Conservation Authority- in accordance with Canadian public sector
accounting standards.
We acknowledge that we have fulfilled our responsibilities for the preparation of the financial
statements in accordance with Canadian public sector accounting standards and for the design and
implementation of internal controls to prevent and detect fraud and error. We have assessed the risk
that the financial statements may be materially misstated as a result of fraud, and have determined such
risk to be low. Further, we acknowledge that your examination was planned and conducted in
accordance with Canadian generally accepted auditing standards (GARS) so as to enable you to express
an opinion on the financial statements. We understand that while your work includes an examination of
the accounting system, internal controls and related data to the extent you considered necessary in the
circumstances, it is not designed to identify, nor can it necessarily be expected to disclose, fraud,
shortages, errors and other irregularities, should any exist.
Certain representations in this letter are described as being limited to matters that are material. An item
is considered material, regardless of its monetary value, if it is probable that its omission from or
misstatement in die financial statements would influence the decision of a reasonable person relying on
the financial statements.
We confirm, to the best of our knowledge and belief, as of June 20, 2014, the following representations
made to you during your audit.
Financial statements
1 The financial statements referred to above present fairly, in all material respects, the financial
position of the entity as at December 31, 2013 and the results of its operations, changes in net
financial assets (debt) and its cash flows for the year then ended in accordance with Canadian
public sector accounting standards, as agreed to in the terms of the audit engagement.
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Report to those charged with governance - Communication of audit strategy and 13
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
Completeness of information
2 We have made available to you all financial records and related data and all minutes of the meetings
of members, directors, and committees of directors, as agreed in the terms of the audit
engagement. Summaries of actions of recent meetings for which minutes have not yet been
prepared have been provided to you. All significant board and committee actions are included in
the summaries.
3 We have provided you with unrestricted access to persons within the entity from whom you
determined it necessary to obtain audit evidence.
4 There are no material transactions that have not been properly recorded in the accounting records
underlying the financial statements. The adjusting journal entries which have been proposed by you
are approved by us and will be recorded on the books of the entity.
5 There were no restatements trade to correct a material misstatement in the prior period financial
statements that affect the comparative information.
6 We are unaware of any known or probable instances of non- comphance with die requirements of
regulatory or governmental authorities, including their financial reporting requirements.
7 We are unaware of any violations or possible violations of laws or regulations the effects of which
should be considered for disclosure in the financial statements or as the basis of recording a
contingent loss.
8 We have disclosed to you all known deficiencies in the design or operation of internal control over
financial reporting of which we are aware.
9 We have identified to you all known related parties and related party transactions, including sales,
purchases, loans, transfers of assets, liabilities and services, leasing arrangements guarantees, non -
monetary transactions and transactions for no consideration.
10 You provided a non -audit service by assisting us with drafting die financial statements and related
notes. In connection with this non -audit service, we confirm that we have made all management
decisions and performed all management functions, have the knowledge to evaluate the accuracy
and completeness of the financial statements, and accept responsibility for such financial
statements.
Fraud and error
11 We have no knowledge of fraud or suspected fraud affecting the entity involving management,
employees who have significant roles in internal control, or others, where the fraud could have a
non - trivial effect on the financial statements.
12 We have no knowledge of any allegations of fraud or suspected fraud affecting the entity's financial
statements communicated by employees, former employees, analysts, regulators or others.
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
13 We acknowledge our responsibility for the design, implementation and maintenance of internal
control to prevent and detect fraud.
14 We believe that the effects of the uncorrected financial statement misstatements summarized in the
accompanying schedule are immaterial, bode individually and in the aggregate, to the financial
mitements taken as a whole.
Recognition, measurement and disclosure
15 We believe that the significant assumptions used by us in making accounting estimates, are
reasonable and appropriate in the circumstances.
1G We have no plans or intentions that may materially affect the cartying value or classification of
assets and liabilities, both financial and non - financial, reflected in the financial statements.
17 All related party- transactions have been appropriately measured and disclosed in the financial
statements.
18 1 he nature of all material measurement uncertainties has been appropriately disclosed in the
financial statements, including all estimates where it is reasonably possible that the estimate will
change in the near term and the effect of the change could be material to the financial statements.
19 All outstanding and possible claims, whether or not they have been discussed with legal counsel,
have been disclosed to you and are appropriately reflected in the financial statements.
20 All liabilities and contingencies, including those associated with guarantees, whether written or oral,
have been disclosed to you and are appropriately reflected in the financial statements.
21 With respect to environmental matters:
a) at year end, there were no liabilities or contingencies that have not already been disclosed to
you;
b) liabilities or contingencies have been recognized, measured and disclosed, as appropriate, in the
financial statements; and
c) commitments Have been measured and disclosed, as appropriate, in the financial statements.
22 The entity has satisfactory title to (or lease interest in) all assets, and there am no liens or
encumbrances on the entity's assets nor has any been pledged as collateral except under the
Evergreen Loan Guarantee which is accurately described below:
TRCA and City of Toronto has jointly and severally provided a loan guarantee in the amount
of $7.5 million to the Evergreen Foundation for the Don Valley- Brick Works restoration
project. As of December 31, 2013, the balance of the loan outstanding covered by the
guarantee was $4.8 million ($7.2 million as of Dec. 31, 2012).
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Report to those charged with governance - Communication of audit strategy and
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
23 We have disclosed to you, and the entity has complied wit h, all aspects of contractual agreements
that could have a material effect on the financial statements in the event of non - compliance,
including all covenants, conditions or other requirements of all outstanding debt.
24 '17he Harmonized Sales Tax (H91) transactions recorded by the entity are in accordance with the
federal and provincial regulations- The 14ST hability /receivable amounts recorded by the entity are
considered complete.
25 Employee future benefit costs, assets, and obligations have been determined, accounted for and
disclosed in accordance with the requirements of public Sector Accounting Standards Section 3250
Relirrnnwt benefits of the Chartered Professional Accountants of Canada (CPA Canada) Handbook.
26 There have been no events subsequent to the balance sheet date up to the date hereof that would
require recognition or disclosure in the financial statements. Further, there have been no events
subsequent to the date of the comparative financial statements that would require adjustment of
those financial statements and related notes.
Other
27 We have considered whether or not events have occurred or conditions exist which may cast
significant doubt on the Authority's ability to continue as a going concern and have concluded that
no such events or conditions are evident.
Yours very truly,
Brian Denney, Chief Executive Officer
Rocco Sgambelluri, Chief Financial Officer
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Report to those charged with governance - Communication of audit strategy and
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Toronto and Region Conservation Authority
For the year ended December 31, 2013
Toronto and Region Conservation Authority
Summary of unadjusted misstatements
December 37, 2013
adjusted misstatements
Assets
Over(Under) statement of:
Liabilities =n! ed
Surplus
Earnings
To reclassify debit balances from
Accounts Payable to Accounts $ (101,076) $ (101,076) $ -
Receivable
$ -
To show Ministry of Natural Resources
reserve as deferred revenue and (947,437) - 997,435
remove amounts from the statement of
55,999
( )
operations
Total unadjusted misstatements $ (101,076) $ (1.042,513) i $ 997,435
$ (56,M)
Percentage of financial statement
amounts 0.02% 2.64% 0.23%
"4%
9GrantnomN LLP.ACanadlan nemberof Grant Thombn Intemational. NI nghte rmemed.
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16
Report to those charged with governance - Communication of audit strategy and 17
results
Toronto and Region Conservation Authority
For the year ended December 31, 2013
Appendix B — Advisor Alert — Liability for
contaminated sites
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Adviser alert
10
-Liability for
contaminated sites
March 2013
Overview
Section PS 3260 1 jabllno jar Cartaixnaled Sites of
the Public Sector Accounting Handbook (the
Handbook) provides the recognition,
measurement, presentation and disclosure
requirements for liabilities associated with the
remediation of contaminated sites. %While the
standard is not effective until years beginning
on or after April 1, 2014, it may have a
significant effect on reported financial results
and operations and may require the use of
specialists in detemutting whether a liability for
contaminated sites exists and the amount at
which this liability should be measured.
Summary of standard
Scope
Under PS 3260, a site is considered
contaminated if substances occur in
concentrations that exceed maximum
acceptable levels under an environmental
standard. This does not include airborne
contamination or contaminants in the earth's
atmosphere, unless such contaminants have
been introduced into soil, water bodies or
sediment. Typical examples of situations
whereby a liability for remediation would result
include
• all or part of an operation that is no longer
in productive use (for example, abandoned
military installations);
• all or part of an operation of an entity the
public sector entity does not own that is no
longer in productive use for which the
95
public sector entity accepts responsibility
(for example, an abandoned gas station);
• changes to environmental standards relating
to all or part of an operation that is no
longer in productive use (for example, new
regulations requiring the destruction of a
stored chemical); and
• an unexpected event resulting in
contamination (for example, accidental toxic
chemical spills or natural disasters).
Public sector entities should note that the
section does not apply to the following
• costs for the acquisition or betterment of
tangible capital assets to the extent that the
costs do not exceed the future economic
benefits related to the asset or post -
remediation fair value of the asset if held for
sale (for example, redevelopment of a
contaminated site for use or sale);
asset retirement obligations for long -lived
assets in productive use that result from
their acquisition, construction or
development and ongoing use (for example,
operating a gas station in a municipal work
yard);
liabilities associated with the disposal or sale
of long -lived tangible capital assets (for
example, privatization of a water utility); and
liabilities for closure and post - closure care of
a solid waste landfill site when the site stops
accepting waste.
The exclusion of these items from the scope of
the section does not preclude the entity from
having to record a liability under other sections
of the Handbook (for example, PS 3300
Liabiktier or PS 3270 Sobd If acre L an#1 /CkJr(re
and Port- Closure Iluhili!y).
Recognition
A liability for remediation of contaminated
sites is recognized when all of the following
conditions exist
28 an environmental standard exists;
29 contamination exceeds an environmental
standard;
30 the entity is directly responsible or accepts
responsibility;
31 it is expected that future economic benefits
will be given up; and
32 a reasonable estimate of the amount can be
made.
Environmental standard
An environmental standard is generally set by
statute, regulation, by -law, order, permit,
contract or agreement and is legally enforceable
and binding. Failure to comply may result in
prosecutions, fines or similar penalties. The
entity does not have to consider proposed
changes in legislation, regardless of the
effective date. An environmental standard can
also be created by internal policies or guidelines
development by a government or third party.
Voluntary compliance with these
environmental standards may also create a
liability.
An environmental standard may be both
quantitative and qualitative. Quantitative
standards are the most easily verifiable;
however, some legislation may prohibit adverse
environmental impacts in qualitative terms. For
qualitative standards, entities may have to
exercise more professional judgment in
determining whether contamination has
exceeded an environmental standard.
19
Contamination
In order to determine if contamination exists
that exceeds an environmental standard, an
entity will have to assemble and review all
available historical and current information
pertaining to the site or group of sites
including, but not limited to
a the nature of past activities at the site(s) or
adjacent properties;
b site(s) location, hydrology and geology;
c results from testing and field investigations;
d similarities to and experience at other
known contaminated sites;
e significance of site(s); and
f cost versus benefit of conducting detailed
site assessments.
The section does not specifically require an
entity to obtain site assessments for each site to
assess the contamination level.
Nevertheless, public sector entities should
understand that die event that would resolve
the uncertainty about whether contamination
exceeds an environmental standard (i.e., the
completion of a site assessment) is within the
entity's control. The lack of this confirming
evidence does not absolve the entity from
having to record a liability. The fact that an
entity has evidence to suggest contamination
may exist, but it may lack the specific
information to confirm that it exists in excess
of an environmental standard is a measurement
issue only. In the case of uncertainty, the entity
has to assess the probability that future site
investigations will confirm that contamination
that exceeds an environmental standard existed
at the financial statement date. If the
probability is likely that future site
investigations will confirm contain nation, a
liability must be recognized, if the amount can
be reasonably estimated.
Example
A municipality owns various mining sites
with similar characteristics (e.g., their
geographical location, type of deposit they
mine). In the current year, site
assessments were performed at a few of
the larger sites, and they demonstrated that
there was contamination of a specific
chemical to excess of federal
environmental standards. The smaller sites
were not subjected to site assessments to
establish their parental contamination
level.
The fact that site assessments were not
performed on the smaller sites cannot be
used as a reason lot not waluating it a
liability exists and should be recognized.
The entity would have use the knowledge
they have Iron the larger, similar saes
which were analyzed, along with past
experience and any other data available to
assess the probability that the smaller sites
are contaminated in excess of an
environmental standard.
Responsibility
A public sector entity may be directly
responsible for the remediation or it may
accept responsibility for the remediation of a
contaminated site. The entity may voluntarily
assume responsibility for remediation of
contaminated sites (for example, abandoned
gas stations) through its own actions or
promises, but the obligation must still meet the
basic definition of a liability to be recognized;
as a result, obligations that are based on the
intention of an entity may not meet this
definition. Most liabilities for contaminated
sites will arise from legal obligations, the
settlement of which can be enforced by a court
of law. Nevertheless, some liabilities may arise
from constructive and equitable obligations
(those that can be inferred from the facts in a
particular situation or by an established pattern
of past practices and those that are based on
ethical or moral considerations, respectively).
Some constructive and equitable obligations
may be enforced by a court in accordance with
the legal principle known as promissory
estoppel' or other legal principles having
I Promissory estoppel is defined as the principle that a
promise made without consideration may nonetheless be
za
similar effect. professional judgment should be
used in these situations to detemhine if the
entity has created a valid expectation among
others that leaves it with no realistic alternative
but to remediate a contaminated site or group
of sites.
Evidence that an entity may have a present
obligation for remediation separate from legal
documents may include
the public sector entity body or person with
the appropriate level of authority has
committed the entity to a remediation plan;
the remediation plan identifies the specific
location of the contaminated site or sites;
• the remediation plan has been
communicated to those directly affected (for
example, residents of surrounding
communities) in such detail as to allow those
affected to determine the benefits that
would accrue to them;
• the remediation plan specifically identifies
the target level of reduction in risk the site(s)
pose to human health and the environment
and the amount of the environmental costs
to be incurred to achieve those targets;
• the time frame for implementing the plan
has been identified and indicates that
significant changes to the plan are not likely;
and
• the details of the plan are such that there is a
reasonable expectation that the promise can
be relied upon.
Budgeting for remediation activities alone does
not mean a liability for remediation actually
exists. Also, announcements to provide long-
term funding for remediation activities may not
result in a liability because the entity maintains
enforced to prevent injustice it the promisor should have
reasonably expected the promisee to rely on the promise
and the promisee did actually rely on the promise to his
or her detriment. The Ouebw Civil Code does not
recognize the doctrine of promissory estoppel but
Quebec courts have developed a similar concept known
as "la fin de non4ecevoir."
Audit • Tax • Advlwry
9 Grant Thornton LLV_ A Canadian Mamhar of Graal Thomlon Inletnalional Ltd- All dghxs reserved,
97
total discretion over the eventual disposition of
the funds conutvtted to remeeiation activities.
If there is uncertainty as to whether the
govcmment may be responsible, the entity
should assess the likelihood a future event will
confirm that it was responsible; if it is likely, a
liability would be recognized if the amount can
be reasonably estimated. If it is unlikely that the
entity will be responsible, no liability would be
recognized. If the outcome of the future event
cannot be determined, the existence, nature
and extent of the contingent liability would be
disclosed.
Measurement
The estimate of the liability should consist of
the costs directly attributable to the
remediation activities and includes integral
post- remediation operation, maintenance and
monitoring costs that are a pan of the
remcdiation strategy for the contannated site.
The costs that would be included in the liability
are
• costs directly attributable to remediation
activities (for example, payroll and benefits,
equipment and facilities, materials, and legal
and other professional services); and
• .costs of tangible capital assets acquired as
part of remediation activities to the extent
they have no other alternative use
The estimated costs would be those required to
bring the site(s) up to the current minimum
environmental standard for the site's use prior
to contamination.
The measurement of the liability will require
the use of estimates and professional judgment
and should be based on the best information
available at the balance sheet date. The carrying
amount of a liability for contaminated sites
would be reviewed at each financial repotting
date with any revisions to the amount
previously recognized accounted for in the
period in which revisions are made.
zi
The cost of a tangible capital asset required for
rcmediation activities is reported as an expense,
not an asset, in the period when a liability is
recognized. If the asset has an alternative future
use, only that portion of its estimated cost
related to its use in remediation activities would
he included in the estimate of a liability. When
the asset is actually acquired, only those
expenditures that relate to the alternative use
would be capitalized and amortized to expense
over the remainder of its useful life in the
periods of alternative use.
The entity may not complete a site assessment
for a contaminated site each, reporting period
because of the cost of gathering and processing
the information required. In the years between
completions of site reassessments, a review of
the estimate of the liability could be based on
an extrapolation of previously completed site
assessments, taking into consideration such
factors as changes to the remediation strategies,
technological changes, experience gained,
changes to assumptions, actual expenditures,
changes in legislative standards, and unforeseen
changes in cost estimates. When the effect of
any change is significant, recognition of a new
estimate may be necessary. An entity may need
to perform a detailed reassessment of a
contaminated site if there are
technological developments;
• lapsed time since the last site assessment was
completed;
• new information from a detailed site
assessment, site characterization or technical
review done on a similar contaminated site;
or
• a change in legislation.
The entity should use a measurement technique
that results in the best estimate of the amount
requited to remediatc the contaminated sites.
The best estimate should represent the amount
that the entity would rationally pay to settle or
otherwise extinguish the liability at the financial
statement date. Entities will have to use
•
professional judgment to detertine the
appropriate measurement technique and
estimate of expenditures; they should also
supplement this judgment with experience,
third party quotes and reports of independent
experts.
If the payments required to settle the liability
will occur over an extended period of time or
at a future date, this timing should be reflected
in the measurement of the liability. Generally, a
present value technique is the best
measurement technique to estimate the liability.
The liability should be reduced for any
expected recoveries net of costs associated with
the effort to collect them (for example,
insurance proceeds related to the
contamination), if a reasonable estimate of the
amounts involved can be made.
Any disbursements that are trade related to die
liability would be deducted from the hability as
they are trade.
Disclosure
The section requires disclosure of the following
concerning a liability for contaminated sites:
I the nature and source of the liability;
2 the basis of recognition and measurement
of the liability including significant
assumptions used (for example, discount
rate and anticipated timing of future
expenditures, when possible);
3 when a net present value technique is used,
the estimated total undiscoumcd
expenditures and discount rate;
4 the reasons for not recognizing a liability
(for example, die reason why a reasonable
estimate of tite amount involved cannot be
trade or why it is not expected that future
economic benefits will be given up); and
S the estimated recoveries.
Additional disclosures may also be required
under other sections of the handbook, such as
PS 2130 Mrammiaeot Unartainty, ]JS 3200
Liabiklier and
PS3300 Contingent
About Grant Thornton
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In Canada
Grant Thornton LLP is a
Effective date
leading Canadian
accounting and advisory
This section is
firm providing audit, tax
effective for all
and advisory services to
private and public
entities applying
organizations. Together
sector
with the Quebec firm
public
Raymond Chabot Grant
accounting
Thornton LLP, Grant
standards for fiscal
Thornton has
approximately 4,000
years beginning on
people in offices across
April 1,
Canada. Grant Thornton
or after
LLP is a Canadian
2014; earlier
member of Grant
Thornton International
adoption is
Ltd, whose member firms
permitted. In
operate across too
accordance with PS
countries worldwide.
2120 Aaaanku�
We have made every
Change{ entities will
effort to ensure
information in this
have to apply the
publication is accurate as
of its issue date.
standard
Nevertheless, information
retroactively with
or views expressed
herein are neither official
restatement of prior
statements of position,
periods. We
nor should they be
considered technical
recommend that
advice for you a your
entities start earl on
y
organization without
consulting a professional
estimating their
business adviser. For
liabilities to provide
or e information about
thmis topic, please contact
them with sufficient
your Grant Thornton
time [o determine if
adviser. It you do not
have an adviser, please
contamination
contact us. We are happy
exceeds
to help'
environmental
standards and estimate
the costs to remediate
the sites because the work involved may
require significant estimation time and
consultation with third -party experts.
If you have any questions about this new
standard, please contact your Grant Thornton
Ll li adviser.
c _ _�. r ._ , ,n.o �:a r ,�s �cscr..a
• •
Report to those charged with governance - Communication of audit strategy and
results
Toronto and Region Conservation Authority
For the year ended December 31. 2013
Appendix C — PSAB Accounting developments
Audit -Tax - Advlwo ,
Z Gronrthorston LLP
100
Report to those charged with governance - Communication of audit strategy and
results
Toronto and Region Conservation Authority
For the year ended December 31, 2013
24
Section 3450 Financial Instruments, Section 2601 Foreign currency translation
and Section 1201 Financial statement presentation
PS 3450 Financial instruments is a new section that establishes standards for
recognizing and measuring financial assets, financial liabilities and non - financial
derivatives.
PS 2601 Foreign currency translation revises and replaces Section PS 2600 Foreign
currency translation.
PS 1201 Financial statement presentation revises and replaces Section PS 1200
Financial statement presentation.
PS 3041 Portfolio investments revises and replaces Section PS 3040 Portfolio
investments,
The issuance of these new sections also includes consequential amendments to
• introduction to accounting standards that apply only to government nor- for - profit
organizations
• PS 1000 Financial sIwsmenf concepts
• PS 1100 Financial statement objectives
• PS 2125 First -time adoption by government organizations
• PS 2500 Basic principles of consolidation
• PS 2510 Additional areas of consolidation
• PS 3050 loans receivable
• PS 3060 Government partnerships
• Section PS 3070 Investments in government business enterprises
• PS 3230 Longterm debt
• PS 3310 Loan guarantees
• PS 4200 Financial statement presentation by not - for - profit organizations
PSG -6 Including results of organizations and partnerships applying fair value
measurement was withdrawn as a result of the issuance of these sections.
Section $450 Financial Instruments
This Section has been amended toclarify that the requirements in PS 3100 Resfricted
Assets and Revenues apply when reporting on externally restricted assets that are
financial instruments. As a result, a change in the fair value of a financial asset in the
fair value category that is externally restricted and income attributable to or gains or
losses associated with a financial instrument that is externally restricted must be
recognized as revenue in the period in which the resources are used for the purpose or
purposes specified. Amounts recognized before this criterion has been met must be
reported as a liability until the resources are used for the purpose or purposes specified.
Section 3260 Liability for contaminated sites
This Section establishes the recognition, measurement and disclosure requirements lot
reporting liabilities associated with remediation of contaminated sites. The Section does
not deal with tangible capital asset retirement obligations, liabilities associated with the
disposal or sale of a tangible capital asset and acquisition/betterment costs for tangible
capital assets that are less than the future economic benefits.
An entity will be required to recognize a liability it they have contamination at a site that
exceeds an environmental standard, the entity is responsiblelaccepts responsiblity, the
entity expects to have to give up future economic benefits and the amounl can be
reasonably estimated. It an entity cannot reasonably estimate the amount, they must
still provide disclosures concerning the liability.
101
The new requirements are
all required to be applied at
the same time.
For governments, the
sections are effective for
fiscal years beginning on or
after April 1, 2016.
For government
organizations that applied
the CPA Canada Handbook
- Accounting prior to their
adoption of the CPA
Canada Public Sector
Accounting Handbook, the
sections are effective for
fiscal years beginning on or
alter April 1, 2012.
For all other government
organizations, the sections
are effective lor fiscal years
beginning on or after April
1, 2015. This effective date
was changed in May 2013
from fiscal years beginning
on or after April 1, 2012.
Earlier adoption is
permitted.
Fiscal periods beginning on
or after March 1, 2013.
Earlier adoption is
permitted as of the
beginning of the fiscal year
in which the Section is first
applied.
This section applies to fiscal
years beginning on or after
April 1, 2014.
Earlier adoption is
encouraged.
TERMINATION
ON MOTION, the meeting terminated at 9:00 a.m., on Friday, June 20, 2014.
Gerri Lynn O'Connor
Chair
/ks
102
Brian Denney
Secretary- Treasurer
'00A Toronto and Region
C onservation
Authority
INDEX TO
BUDGET AUDIT ADVISORY BOARD MEETING #3/14
Friday, October 31, 2014
MINUTES
Minutes of Meeting #2/14, held on June 20, 2014
103
PRESENTATIONS
Sgambelluri, Rocco Chief Financial Officer, and Connie Pinto, Manager, Special Projects
- Waterfront, TRCA
re: 2015 Budget Update 103
2015 BUDGET UPDATE
104
2014 FINANCIAL PROGRESS REPORT TO AUGUST 31. 2014 127
Toronto and Region
Conservation
Authority
MEETING OF THE BUDGET /AUDIT ADVISORY BOARD #3/14
October 31, 2014
The Budget /Audit Advisory Board Meeting #3/14, was held in Weston Room B, Black
Creek Pioneer Village, on Friday, October 31, 2014. The Chair Gerri Lynn O'Connor,
called the meeting to order at 8:45 a.m.
PRESENT
Maria Augimeri
David Barrow
Gerri Lynn O'Connor
ABSENT
Bob Callahan
Dave Ryan
RES. #C8 /14 -
Moved by:
Seconded by:
MINUTES
Maria Augimeri
David Barrow
THAT the Minutes of Meeting #2/14, held on June 20, 2014, be approved.
Member
Member
Chair
Member
Member
CARRIED
(a) A presentation by Rocco Sgambelluri, Chief Financial Officer, and Connie Pinto,
Manager, Special Projects - Waterfront, TRCA, in regard to item BAAB7.1 - 2015 Budget
Update.
RES. #C9 /14 - PRESENTATIONS
Moved by: David Barrow
Seconded by Maria Augimeri
THAT above -noted presentation (a) be received.
CARRIED
103
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C10/14 - 2015 BUDGET UPDATE
Update on the status of the 2015 TRCA budget process.
Moved by: David Barrow
Seconded by Maria Augimeri
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Toronto and Region
Conservation Authority's (TRCA) 2015 operating budget make provision for a cost of
living adjustment of two percent (2 %) effective April 5, 2015;
THAT the preliminary estimates for the 2015 operating budget include municipal levy
increases consistent with the guidelines determined by the respective participating
municipality;
AND FURTHER THAT TRCA staff be directed to submit the 2015 estimates and multi -year
funding requests to the City of Toronto, the regional municipalities of Peel, York and
Durham, the Town of Mono and the Township of Adjala - Tosorontio in accordance with
their respective submission schedules.
CARRIED
BACKGROUND
TRCA staff has been involved in the municipal 2015 and multi -year budget estimates process
since the spring of this year. Various staff level meetings have occurred and a number of
presentations have been made. Over the next several months and into 2015, staff will also
make presentations to councils and various committees of councils. Each jurisdiction has its
own unique budget process, leading in each instance to an approved level of funding for TRCA
from the councils. As this is an election year, the funding approvals will be delayed but staff still
anticipates that approvals will be available in time for the Authority to adopt the 2015 budget
and the associated municipal levy at its meeting in April 2015.
This report provides an update on the status of the budget process and negotiations for
municipal funding and provides an opportunity for the board to direct staff on any matter
related to the budget.
RATIONALE
Operating Budget
The internal process of compiling the 2015 operating estimates has commenced. The
operating budget will amount to approximately $40 million in expenditures and will be balanced
with projected revenue and municipal levy. The operating budget includes the direct operating
and maintenance components of the following programs: conservation parks; Bathurst Glen
Golf Course; Kortright Centre for Conservation; Black Creek Pioneer Village; conservation field
centres; planning and development services; various watershed management, ecology and
corporate services.
104
The net cost of the services included in the operating budget is funded through the general
levy, as adopted by the Authority. The TRCA general levy formula apportions the net cost of
these services to the participating municipalities on the basis of current value assessment in
each municipality, as modified by TRCA policy. The components of the operating budget are
distinguished from those included in the capital and special levy budget discussed below by
the fact that the net cost of capital projects is for the most part designated by the Authority as
singularly benefitting and therefore the capital levy is raised from the municipality where the
project is undertaken.
Staff will continue to work on the operating budget through the winter and present the final
2015 version at the April 2015 meeting of the Budget/Audit Advisory Board.
Operating Expenditures
The operating budget is comprised of wage related costs of approximately 79 %. In addition to
the proposed cost of living adjustment (COLA), wage related pressures include
accommodations; cost of staff returning from maternity and other leaves; annualization of
positions hired in 2014; and the addition of a few key positions. One new position will occur in
the Payroll department and another is being considered to assist with the growing work load
associated with the TRCA e- commerce business.
For 2015, staff is recommending a 2% COLA effective the first full pay in April. The annual COLA
increase between 2009 and 2015 will average (simple) approximately 1.6 %, as indicated in the
following chart:
TRCA salary and wage (COLA) adjustments, April 1:
• 2009 -0%
• 2010
-2%
• 2011
-0%
• 2012
-3%
• 2013
-2%
• 2014
-2%
• 2015
- 2% (proposed)
The proposal for a 2% COLA increase in 2015 is comparable to the average of our Municipal
Partners, Conservation Authorities in the Greater Golden Horseshoe and the Consumer Price
Index.
Tax Adjustment
TRCA policy requires that the cost of property taxes paid by TRCA in a participating
municipality be added back to the general levy of that municipality as a tax adjustment. This
practice ensures equity in the levy allocation process, as the City of Toronto exempts TRCA
non - revenue producing property from taxation. Starting in 2015 with the consolidation of
administrative offices at 101 Exchange Way, City of Vaughan, TRCA will be leasing new taxable
property. The estimated net cost of taxes after allowing for the 40% charitable rebate generally
available to TRCA and other charitable organizations will amount to $37,000, growing to about
$160,000 in 2017, when TRCA will be responsible for 100% of the taxes under the lease
agreement. A special request has been included in the York Region budget for a levy increase
to cover the new taxes or in the alternative for a 100% rebate or complete exemption. The
matter is under consideration by York Region staff.
105
Municipal Operating (General) Levy
Below is a summary of the status of the discussions that have been held at the staff level with
the participating municipalities:
• Adjala and Mono - No formal communication has occurred.
• Durham Region - Informally, regional staff has indicated that the 2015 levy guideline will
likely come in at 2 %, when released. TRCA has requested a 4% increase in its preliminary
submission.
• Peel Region - Peel staff has indicated a 3% increase can be accommodated for 2015.
TRCA staff has agreed to work within that guideline.
• Toronto - Toronto Water staff will support a 2.5% increase over 2014 on the portion of the
levy funded from water revenues (57 %). Toronto Finance staff is considering a TRCA
request for a similar 2.5% increase on the 43% of the budget that is funded from the tax
base (an amount of $84,000).
• York Region - The submission made to York Region includes a 4% increase ($114,000) over
2014, excluding the impact of the tax adjustment described above. The preliminary level of
funding recommended by York Region as contained in its operating envelope
recommended for TRCA allows for only a 1.5% increase over 2014 funding levels. TRCA
staff is considering a reduction in the land care budget in order to meet a portion of the 2%
COLA within the general levy funding envelope.
Below is a summary of the general levy requested from each of the participating municipalities
of TRCA in 2015:
Participating
Municipality
Apportionment*
%
Funding $
(000's)
Change Over
2014%
Adjala - Tosorontio
0.0
1.3
1.8
Durham
4.1
542.2
4.0
Mono
0.0
1.2
2.9
Peel
12.7
1,685.0
3.0
Toronto
61.21
8,054.01
2.5
York
22.0
2,946.3
4.0
Total
1 100.01
13,230.0
3.0
* Based on latest CVA data provided by MNR applicable to the 2015 fiscal year as adjusted by TRCA policy
The final 2015 TRCA budget and general levy will include the funding levels that are ultimately
negotiated and staff will report back to the board in April 2015.
106
Operating Revenues
User fees and revenue from other sources fund 63% of the operating budget (the remainder,
37 %, is funded through the general levy.) The final version of the operating budget will include
a number of fee adjustments, including fees associated with new or expanded program areas.
For example, the planning and development fee changes approved by the Authority in the
spring of 2014 will be fully implemented in the 2015 budget. Staff is anticipating the automated
parking lot gate system soon to be operational at Black Creek Pioneer Village (BCPV) will
improve revenues as the lot will be operational 24 hours per day. As well, year -to -date results
for weddings and corporate functions at BCPV and Kortright Centre have surpassed budget
expectations at September 30, 2014 and there may be room to adjust 2015 revenue budgets
accordingly. As we get closer to the end of the budget year, staff will analyze the 2014 results
and make appropriate provisions for the new year.
Capital and Special Project Budgets
Participating municipalities usually require that TRCA provide 10 year capital budget
projections and each municipality has its own requirements and format for this information.
Increasingly, more scrutiny is occurring to the post 2015 estimates.
Attachment 2 includes summary tables for capital and special project programs in the City of
Toronto and the regions of Peel, York and Durham. Staff prepares for the City, Peel and York
regions, budget binders which include detailed information on each capital project and
program. These binders are available to members who require them.
As a matter of course, TRCA staff regularly consult with municipal staff, to ensure that there is
alignment on objectives and deliverables; to avoid duplication of effort; to coordinate activities
and procurement to realize maximum value and efficiency; and to report on the achievement of
project deliverables.
City of Toronto
The 2015 core capital submission at $14.069 million is based on core funding for long- standing
programs which meet the existing City of Toronto targets. The City funds TRCA core capital
programs from both debt and water rate funding which may include reserve funding. The City's
annual debt guideline for TRCA is $3 million and has remained unchanged for many years. The
2015 portion of the core budget funded from water rates is $11.069 million, which includes the
second instalment of $5 million for critical erosion control works, also available in 2014. This
funding is not available beyond 2015 in the City's capital program. Pending progress made by
TRCA on priority sites, City Water staff may be open to revisiting TRCA's funding requirements
during the 2016 budget cycle. A provision of $2 million in special water reserves funding which
was scheduled to end in 2015 will be allowed to continue for the duration of the 10 -year budget
plan, as was confirmed with the approval of the 2014 - 2023 plan.
Excluding the special $7 million funding noted above, the $4.069 million level of water funding
for 2015 represents a 2.5% increase over 2014. Toronto Water staff has confirmed this level of
funding will be included in its 2015 estimates.
107
Further, Toronto Water has confirmed its commitment to fund the Environmental Assessment
for the Scarborough Waterfront Access Plan, which will ensure continuous public access from
Bluffers Park eastward. The City is making available to TRCA $3 million over two years, 2014
and 2015, for the study. This funding, which is not included above as part of the levy, will be
billed by TRCA as the expenses are incurred.
In recent meetings with City of Toronto senior staff, TRCA staff has been advised that the City is
currently developing a request with the federal and provincial government to provide cost
share funding to assist the City with a number of long outstanding capital needs. TRCA staff
understand that a portion of TRCA river and waterfront erosion related infrastructure needs will
be included in this ask.
Regional Municipality of York
York Region guidelines provide for a flat line in water rate funding at $3.1 million and 1.5%
increase in tax supported funding which includes the TRCA general levy. The water rate funding
is proposed to be flat lined for 2015 and the next three years, while modest increases will be
permitted in tax supported funds. The current version of the York Region budget provides
$1.72 million in tax supported capital funding, a decrease of 2.6% ($46,000). The TRCA
multi -year submission to the Region includes a list of potential projects which have been
termed unaccommodated pressures by the Region in the amount of $5.004 million. A list of
these projects is included in Attachment 1.
Prior to the commencement of the current cycle, TRCA staff met with key York Finance staff to
advise of TRCA's intention to substantially increase its funding request of the Region for the
budget cycle commencing in 2015. Although the additional requests were positively received
by staff, the Region's current financial pressures has not allowed staff to be in a position to
confirm additional funding other than the additional 1.5% increase on the tax supported items.
TRCA's list of unaccommodated projects totalling $5.004 million is currently being reviewed
together with all the other pressures across the Region.
Regional Municipality of Peel
The core 2015 capital submission to Peel at $15.450 million reflects a 2.5% increase in capital
funding as compared to 2014 ($14.099 million.) TRCA has also made a special request for
$1.25 million in 2015 and in 2016 to bring servicing to the Bolton Camp site. Peel staff explored
undertaking the works directly but recently decided that it would be appropriate for this item to
come before council as part of the TRCA budget request. The Peel guidelines for TRCA have
been met with the one exception - Bolton Camp servicing. TRCA staff will be making a special
presentation to Peel Council at the appropriate time to showcase the plans for the Bolton Camp
Project.
Regional Municipality of Durham
Capital funding for Durham Region totalled $910,000 in 2014 and the preliminary 2015 request
is at $1,135,000. Included in this amount are two special 2015 asks for erosion control site
assessment ($18,000) and Land Care ($180,000). Excluding the special asks, the total Durham
submission has been made at 5% over the previous year. Preliminary indication from Durham
Finance staff is that a 2% increase over 2014 will likely be recommended. Guidelines are not
yet available.
dw
DETAILS OF WORK TO BE DONE
Following year end, the capital budget can be finalized and will include the municipal capital
projects as approved by the respective participating municipalities as well as all other capital
projects such as those projects funded by Toronto Waterfront Revitalization Corporation. The
operating estimates will become final following year end, at which time staff can determine the
impact of the 2014 operating season and final municipal approvals.
Staff is prepared to describe in detail the projects and programs included in the submissions at
the Budget /Audit Advisory Board meeting or at the Authority Meeting scheduled to be held on
October 31, 2014.
Report prepared by: Rocco Sgambelluri, extension 5232
Emails: rsgambelluri @trca.on.ca
For Information contact: Rocco Sgambelluri, extension 5232
Emails: rsgambelluri@trca.on.ca
Date: October 15, 2014
Attachments: 2
109
Attachment 1
TRCA - York Region Unaccommodated
Service Area
Watershed Plan
Living City Report Cards
Climate Change Consortium
2015
2016
2017
2018
20
95
175
210
75
95
85
85
150
150
155
155
Watershed Studies and Strategies
245
340
415
450
Management and Evaluation - Stormwater
125
140
140
155
Stormwater Pond Maintenance
100
200
200
205
Stormwater STEP
50
50
50
55
TRCA Flood Line Mapping Program
60
60
60
100
Flood Forecasting
-
225
50
50
Program
-
-
400
100
Water Risk Management
335
450
500
665
Post Construction Natural Channel Monitoring
-
60
60
60
Aquatic Systems Priority Planning Program
50
55
60
70
Reforestation for Biodiversity Program
-
-
80
85
Natural Channel Design Habitat Implementation
250
250
255
260
Emerald Ash Borer
100
50
Regional Biodiversity
Bruce's Mill Master Plan Implementation
Nashville RMT Man. Plan Implementation
Plan Implementation
Land Care
Land Securement and Management
Humber Trails Land & Trail Management
Granger Greenway Land & Trail Management
Kortright Centre for Conservation Trails
Washroom Upgrades
CA Road Upgrades
Municipal Sewer Connection @ Boyd CA
Boyd CA - Bridge Access Project
Energy Management Plan - Conservation Parks
Public Use Future Projects
IT Infrastructure -York Region (Parks)
Black Creek North Property
400
100
273
415
250
400
300
298
455
500
600
300
376
475
500
600
300
469
373
1,248
1,776
1,869
50
50
25
25
50
50
50
50
150
340
325
250
200
300
300
200
125
200
200
225
150
150
150
50
100
400
57
Kortright Municipal Servicing
40
10
500
75
75
100
100
90
100
110
170
250
250
250
250
Tourism and Recreation
1,155
1,925
1,510
1,270
Planning and Development
100
100
100
100
Planning and Development Review
100
100
100
100
York Environmental Weeks
100
100
100
100
York Outreach Ed Services
70
90
125
125
Community Characteristics & Demographic Mapping
42
44
45
46
Adult Education Programming
50
50
53
57
Kortright Municipal Servicing
1,000
1,000
500
Lake St. George Learning & Education Facility Upgrades
-
-
200
350
110
Service Area
2015
2016
2017
2018
Education and Outreach
1,262
1,284
1,023
678
Sustainable Neighbourhood Retrofit Action Plan Program
91
97
100
100
Community Transformation Partnership Program
100
120
120
130
Urban Agriculture
140
140
140
140
Partners in Project Green
65
70
70
75
Energy
80
80
100
100
BRE Innovation Park
252
252
252
299
York Region Stewardship Program
50
50
75
75
Stouffville Reservoir / Greenway Habitat Improvements
200
200
200 -
Greenspace Accessibility for Human Health
50
50
50
50
Living City Campus
28
33
37
37
Sustainable Communities
1,056
1,092
1,144
1,006
Office Facilities Infrastructure
-
-
221
221
Capital Base COLA
78
157
238
321
Corporate Services
78
157
459
542
5,004
7,011
7,382
7,055
111
Attachment 2
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SECTION IV - ITEMS FOR THE INFORMATION OF THE BOARD
RES. #C11 /14 - 2014 FINANCIAL PROGRESS REPORT TO AUGUST 31, 2014
Information is provided on Toronto and Region Conservation Authority's
financial performance as of August 31, 2014 with projections for the year.
Moved by: David Barrow
Seconded by: Ben Cachola
THAT Toronto and Region Conservation Authority's (TRCA) 2014 Financial Progress
Report to August 31, 2014, be received.
CARRIED
BACKGROUND
As part of TRCA's financial management process, staff provides to the Budget /Audit Advisory
Board a financial progress report with regard to TRCA's financial status. The report covers the
period from January 1, 2014 through August 31, 2014 and provides a projection to year end,
December 31, 2014.
RATIONALE
The 2014 projected financial performance for operating is projecting a surplus of approximately
$144,000. Within the capital budget, the deficit noted ($1,250,000) with respect the Head Office
move will be financed through the use of prior years' unallocated surplus funds or reserves, as
noted below.
Key Operating Results
The 2014 operating results indicate a surplus of approximately $144,000 by year end.
Attachment 1 lists the larger variances by division with a summary explanation. Additional
factors contributing to the surplus includes staff gapping and noticeable revenue increases in
areas such as weddings and corporate functions at Black Creek Pioneer Village and Kortright
Centre for Conservation. In addition, Tree Top Trekking revenue at Heart Lake and Bruce's Mill
conservation areas contribute to the surplus at these locations.
Key Capital and Special Project Progress
Capital and special projects are mostly on track. A majority of capital projects will vary from
budget normally due to timing as projects span multiple years, delays in permits, agreements
or approvals, and /or delays caused by weather conditions
The status of a number of larger projects can be found in Attachment 2. These projects are
multi -year, therefore will likely result in a carry- forward of funds into 2015 or receiving additional
funds in future years.
Report prepared by: Janice Darnley, extension 5768
Emails: jdarnley @trca.on.ca
For Information contact: Rocco Sgambelluri, extension 5232;
Janice Darnley, extension 5768
Emails: rsgambelluri @trca.on.ca; jdarnley@trca.on.ca
Date: October 15, 2014
Attachments: 2
127
Attachment 1
2014 Operating Variance
Division
(Surplus) /Deficit
Explanation
CEO's Office
(449,000)
a due to refunds from property tax appeals
and applications for Conservation Land Tax
exemptions from prior years, as well as
additional interest revenue.
• savings in rent costs result from delay to
new head office building.
Ecology
(51,000)
a higher staffing costs in some areas of
Ecology more than offset by gapping in
Ecology administration for a senior position
and coordinator.
Parks and Culture
163,000
• includes ice storm damages, which may be
partially recovered.
• better than expected revenues at Kortright,
Food Services, Bathurst Glen and
conservation areas
• losses slightly offset by increased revenues
at Black Creek Pioneer Village
Watershed Management
210,000
a school booking projected below target by
100 total days. To offset this lower revenue,
expenditure savings have been found
through staff gapping. To help mitigate there
is a fundraising program underway with
improved interest and commitments. As well,
new school board partnerships are being
developed to improve school participation.
Other
1 (17,000)
1 • various minor variances.
Net Operating Surplus
1 (144,000)
128
Attachment 2
2014 Capital and Special Projects
Project
Approved
Projected
Status
Expense
Expense
Budget
Variance
(under budget)/
over budget
2014 Enhanced
4,600,000
On budget
• consists of numerous erosion projects
Erosion Major
including Jennifer - Whitburn slope
Maintenance
stabilization, Norfield emergency works
which are expected to be completed in
2014, Northover and Riverhead slope
stabilization phase 1 which have started and
continue into 2015.
Arsenal Building
870,000
(751,000)
• project delayed due to: review of land use
Renovation
zoning restrictions; need to identify long
term partners /tenants for the redeveloped
building and to confirm a suitable end use of
redeveloped building. Goal is to secure
partners /tenants, building end -use and
additional funding by end of 2014 and begin
construction in 2015. There will be a
carry- forward into 2015 and 2016.
Bolton Camp Site
910,000
(140,000)
• this is a multi -year project. Work continued
Improvement
through the summer and anticipate
additional construction work in 4th quarter.
Brock North and
805,000
(519,000)
• a multi -year project works include on stream
South Redside
restoration and fish barrier removals. Carry
Dace
forward surplus for ongoing restoration and
Compensation
monitoring.
Eco Business
1,550,000
On budget
• action numerous projects including People
Program
Power Challenge, Materials Exchange,
Eco- Efficiency Assessment Program and
Energy Leaders Consortium.
Flood Remedial
1,782,000
(1,213,000)
• a 5 year work plan has been developed for
Work
the Flood Remedial Works program to
address the 8 priority flood risk sites in Peel
Region. The majority of the carry - forward
funds identified in 2014 will be utilized by the
end of 2016.
Frenchman's Bay
3,600,000
On budget
• west and east breakwaters completed on
schedule. Contract for concrete walkway
within estimated cost. Scheduled to be
completed on schedule.
129
Project
Approved
Projected
Status
Expense
Expense
Budget
Variance
(under budget)/
over budget
Greenspace Land
5,148,000
On budget
• purchase of priority properties within TRCA
Acquisition
jurisdiction in 2014.
Heart Lake Master
1,383,000
On budget
• project is progressing well towards
Plan
completion following the receipt of all
Implementation
approvals. The delay in obtaining municipal
approvals caused the project
implementation delay. Workshop building
completed.
Humber Bay
667,000
(236,000)
• project was delayed in 2014 due to finalizing
Landform
agreement between TRCA and Toronto
Water and data collection during Step 1 of
the Scoping Study - carry- forward to 2015 is
anticipated.
Kortright Centre
1,000,000
Deferred
• funding for this project has been deferred to
Servicing
2015 by the Region of York.
Lakeview Design
813,000
On budget
• coastal engineering is nearing completion.
Physical model and topographic surveys of
Serson Creek are completed. Initial stream
analysis complete. Signed access
agreement with OPG. Surveys of near shore
and shore of Marie Curtis Park and WWTF
finished. Obtained appraisal for water lots.
Developed plan for permit acquisition
including EA amendment templates.
Consultation plan drafted. Proceeding with
river design.
Major Facilities
3,537,000
1,250,000
• by year -end renovations to the Swan Lake
Retrofit/ Office
Project should be completed.
Accommodation
• Includes capital costs for the office move as
previously reported to the Authority for 101
Exchange Avenue. This deficit will be offset
with unallocated prior year surplus funds or
reserves.
Mimico - Phase II
1,679,000
162,000
• land purchase and sale agreement related
to this project is in progress. Funding for
cost overrun is confirmed.
130
Project
Approved
Projected
Status
Expense
Expense
Budget
Variance
(under budget)/
over budget
ORM Developer
1,072,000
(1,072,000)
• ORM Project with Conservation Lands
Compensation
anticipated 2015.
Pan -Am Equestrian
715,000
On budget
• in 2013, site servicing and grading were
Facility
completed which included installation of
synthetic footing material in the Main Hunter
Ring, Annex Jumper Ring and a training
ring. In 2014, the Pavilion and Judges
Tower were completed along with the
installation of synthetic footing material in
the Grand Prix Ring and associated training
ring. Construction commenced in the
beginning of October for Auxiliary Buildings
1 and 2. Auxiliary Building 1 includes indoor
competition and training rings and
community space. Auxiliary Building 2
includes stabling facilities."
Peel Campground
959,000
(100,000)
• part of the Environmental Compliance
Improvements
Approval (ECA) process completed at Albion
Hills Conservation Area has identified that
the Chalet septic system requires complete
replacement. A design has been completed
and submitted to the Ministry of the
Environment (MOE) for review and approval
together with a complete ECA document.
TRCA anticipates approval from the MOE in
late 2014, and to commence the Chalet
septic system replacement in early 2015.
Scarborough
1,500,000
(317,000)
• external contracts bids have not yet been
Waterfront Access
received therefore projected spending are
Plan -
estimates.
Environmental
Assessment
South East
1,053,000
Deferred
• project for trail construction and pedestrian
Collector 2 - Trail
bridge has been deferred until 2015.
Construction
131
TERMINATION
ON MOTION, the meeting terminated at 9:24 a.m., on Friday, October, 31, 2014.
Gerri Lynn O'Connor
Chair
/ks
132
Brian Denney
Secretary- Treasurer