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Acknowledgements
As we strive to create a complete regional trail network in greenspace
that connects our growing communities to nature and to each other,
Toronto and Region Conservation Authority (TRCA) acknowledges that
the Trail Strategy was undertaken within the traditional territory of the
Anishinaabe, Houdenosounee, Huron-Wendat, and Metis nations. As
stewards of land and water resources within the Greater Toronto Region
(GTA), TRCA appreciates and recognizes the history and diversity of
the land, as well as our shared values and interests and is respectful of
working in this territory.
We would like to express our appreciation to our following partners for
their co-operation and contributions: the governments of Canada and
Ontario, municipal and regional staff and various public and private
agencies, boards, associations and grassroots trail groups.
The Trail Strategy is a product of significant inventory, research,
mapping, analysis, writing and editing. Throughout this process,
intensive consultation with our partners aligned the Strategy with
our collective goals. The project was led by Greenspace Conservation
(Planning and Development). We would like to acknowledge the
contribution of the following TRCA staff in the writing of this Strategy:
Michael Bender, Deanna Cheriton, Adam Dembe, Caitlin Harrigan,
Corinna Thomassen-Darby and Carolyn Woodland.
In addition, the work of many hands over many years has made it
possible to develop this Strategy. In particular, support from Archaeology
(Planning and Development), Communications and Events (Corporate
Services), Greenspace Conservation (Planning and Development) and
Information Technology Management (Corporate Services) was critical
to the production of this document. We sincerely thank the following
TRCA staff, post and present, for their assistance in this endeavour:
Colleen Bain, Zahrah Khan, Rick Sikorski, Pradeep Banskota,
Dana Lambert, Brittany Reid, Adam Szafiarski, Tammy Bartley,
Sinem Connor, Ronald McKay, Steve Roesch, Alvina Tam,
Matt Kenel, Patricia Moleirinho, Loren Scott and Janice Teichroeb.
Finally, we wish to thank Steer for their graphic talent, Marni Grossman
for her photographic skill and William Glenn for his editorial eye.
Trail Strategy for the Greater Toronto Region
Contents
page 01
Introduction
page 30
Guiding
Principles
page 111
Making it
Happen
Organizing Success 112
Performance 114
Action Plan 114
page 07 page 10
Purpose Vision
page 33 page 77
Context Strategic
Objectives,
Landscapes 34 Initiatives
and Actions
Cultural Heritage 44
Trails 48
Partnerships, Policies
and Plans 60
Challenges 67
Destinations 70
page 12
Concept
page 107
Implementation
Investment
Criteria 108
Capital Projects 109
Workbook
Section 01
Trail Capital Projects:
Candidate List
Section 02
Destination Area
Capital Projects:
Candidate List
Section 03
Implementation Plans
Section 04
Action Plan
1.0
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Introduction
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Trails have become a
defining feature of our urban
landscape. Trails connect
residents to nature and to each
other and provide opportunities
for community, recreation,
active transportation
\ < and healthy living.
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Trail Strategy for the Greater Toronto Region
Increasing the amount of
greenspace in our natural
system is a primary
means to accommodate
this projected urban
growth while maintaining
user experience and
ecological function.
For more than 10,000 years, trails have woven
through the forests, valleys and meadows of
what is now known as the Greater Toronto
Area (GTA). They were used by traders,
hunters and fishers during the migration of
Indigenous people and, later, by waves of
settlers and immigrants. In the process, trails
have become a defining feature of our urban
landscape. Trails connect residents to nature
and to each other and provide opportunities
for community, recreation, active
transportation and healthy living. They form a
network of mobility, linking neighbourhoods in
the Oak Ridges Moraine and the Greenbelt to
the growing suburban and urban centres that
frame Lake Ontario.
Situated in the largest metropolitan area in
Canada, Toronto and Region Conservation
Authority (TRCA) area of jurisdiction is
uniquely positioned with some of the most
remarkable natural areas in our region.
Making these special places accessible
through trails - while growing, enhancing
and protecting our greenspace system - is
essential to preserving a high quality of life.
TRCA has a long history of nature -based
trail planning, development and delivery.
Over the past 60 years, TRCA has worked in
collaboration with its regional trail community
partners to provide responsible access to
nature through scenic recreational trails
and greenways. In 1989, TRCA proposed
the concept of a regional trail network in
greenspace that would connect the Oak
Ridges Moraine and the Niagara Escarpment
to the shoreline of Lake Ontario (see Figure 1.o:
Greenspace Plan). Inspired by the successful
establishment of the Bruce Trail, this proposed
trail network would provide continuous public
Introduction
access through conservation corridors to the
magnificent landscapes of the TRCA region.
TRCA has developed this network in
partnership with community groups and all
levels of government. Within our jurisdiction,
there are currently over 500 kilometres of
regional trails in greenspace connecting the
municipalities of Mono, Peel, York, Durham
and the City of Toronto, including sections
of the Bruce Trail, the Lake -to -Lake Trail,
the Oak Ridges Trail, The Great Trail and the
Waterfront Trail. This network has become
an important conservation mechanism to
secure greenspace, mitigate climate change,
improve human health and well-being,
promote responsible public access and inspire
environmental stewardship.
Figure 1.a: Greenspace Plan (1989)
page 2/3
Our region is experiencing unprecedented
urban growth. By 2041, our population is
projected to increase by 40 per cent to
reach close to 10 million residents (Ontario
Ministry of Finance, 2017). Twelve of the Urban
Growth Centres in the Growth Plan for the
Greater Golden Horseshoe (Ontario Ministry
of Municipal Affairs, 2017), including 25 new
communities, are in TRCNs jurisdiction.
Increasing the amount of greenspace in
our natural system is a primary means to
accommodate this projected urban growth
while maintaining user experience and
ecological function. We must proactively
and sensitively locate our trail infrastructure
to support these new communities while
preventing environmental impact with this
coming intensification.
A
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GREENSPACE PLAN
MAJOR ON
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the metropolitan toronto and region conservation authority
Trail Strategy for the Greater Toronto Region
Expanding greenspace and providing trails
more equitably across our jurisdiction
will provide nature -based amenities and
recreation opportunities to underserved
communities while improving our collective
health and well-being. The creation of new
trails, trailheads and neighbourhood linkages
to our regional system will facilitate access
to incredible destinations, allowing people
to experience nature through the seasons.
We must target our efforts and capitalize on
development opportunities to realize these
possibilities and service this growth according
to our environmental planning policies and
objectives. We must also secure adequate
and sustainable investment in this community
infrastructure that accounts for the full
lifecycle costs of trails to maintain assets in
a state of good repair to our desired level of
service.
In response, TRCA has developed the Trail
Strategy to provide a strategic vision for a
complete regional trail network in greenspace
that facilitates sustainable living in this next
generation of trail building. As development
accelerates, TRCA will employ this Strategy
and partner with municipal colleagues,
non-governmental organizations (NGOs)
and the development industry to continue
to acquire, protect and enhance natural
assets while connecting people to nature.
Through this collaboration, ongoing public
procurement of greenspace and the provision
of scenic trail greenways will occur. At our
doorstep, we have a precious hinterland
network of nature -based recreation trails
across the Oak Ridges Moraine, the Niagara
Escarpment, our nine river valleys and the
waterfront. By working together strategically,
we can grow and maintain this legacy in
support of complete communities, a thriving
economy and a healthy environment.
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Purpose
Purpose
The Trail Strategy is a call to action
to renew our collective efforts to
complete, expand and manage the
Greater Toronto Region Trail Network
with this next generation of trails.
The purpose of the Trail Strategy is to
express TRCA's policy on regional trails
in our greenspace system across our
rapidly urbanizing watersheds.
This Strategy serves as a framework to
guide the planning, development and
management of regional trails in the current
landscape of urban intensification. It should
be read in conjunction with The Living City
Policies (TRCA, 2014), which state TRCA's
environmental planning and development
objectives, goals and policies for the provision
of non -motorized recreational trails located
within the natural system of our watersheds.
The Strategy provides additional rationale to
secure greenspace to increase the natural
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page 6/7
system while providing appropriately sited
scenic greenways. As such, it should be used
to support the objectives of the Terrestrial
Natural Heritage System Strategy (TNHSS)
(TRCA, 2007), the Greenlands Acquisition
Project for 2016-2020 (GAP) (TRCA, 2015),
the forthcoming update to the Greenspace
Strategy (TRCA, 1989) and their future
iterations. The Strategy also aligns with
the Community Engagement Strategy
(CES) (TRCA, 2017) by fostering sustainable
citizenship toward realizing The Living City®
vision. This Strategy will provide direction
regarding regional trails for future TRCA
planning documents, including Watershed
Plans, Management Plans and Master Plans.
Trail Strategy for the Greater Toronto Region
The Trail Strategy represents the first
product of an ongoing TRCA Trail
Program. It contains:
1.
A vision expressing
what we want to
achieve.
3.
Guiding principles
to steer our efforts.
5.
Strategic objectives
to translate our vision
into specific plans
and projects.
7.
An action plan
outlining the
strategic roadmap
to achieve our vision.
2•
A concept
describing our
proposal.
4.
Context outlining
dimensions of
influence.
6.
Implementation
plans to execute
our concept.
This Strategy defines a regional
trail as a non -motorized trail
primarily in greenspace that crosses
municipal boundaries and connects
communities throughout our region
through recreation and/or active
transportation uses.
This Strategy defines recreation
as passive, non -intrusive outdoor
activities that facilitate enjoyment
of nature, such as hiking, cycling,
cross-country skiing and bird
watching.
This Strategy defines active
transportation as any form
of human -powered travel that
facilitates active living as we move
through the daily course of our lives,
such as walking, jogging, cycling,
cross-country skiing, snowshoeing,
or using a wheelchair.
41
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This document sets in motion the activities
- required to complete the network and the
continuing management processes needed
to sustain it. We encourage our partners
and the public to use the Strategy to
further our shared vision of a world-class
3 y� network of trails that connects us to
nature and to each other.
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This document sets in motion the activities
- required to complete the network and the
continuing management processes needed
to sustain it. We encourage our partners
and the public to use the Strategy to
further our shared vision of a world-class
3 y� network of trails that connects us to
nature and to each other.
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Vision
A complete regional trail network
in greenspace that connects our
growing communities to nature
and to each other, supporting
active living and enhancing
` our conservation legacy.
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Concept
The concept for the Greater
Toronto Region Trail Network
realizes our vision by building
on the existing regional trail
system and capitalizing
on current growth and
development opportunities
to strategically expand
greenspace and trails
through a variety of
development mechanisms.
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In the evolving areas of northern Vaughan,
Richmond Hill, King, Mayfield and Bolton,
opportunities exist for land acquisition to
grow, enhance and protect habitat and
provide trails. New communities coming to
northern Markham and Seaton hold exciting
prospects to acquire greenway corridors
that would link the spectacular Rouge River
and Duffins Creek systems to the Lake
Ontario waterfront.
There are approximately 530 kilometres
of regional trails in our greenspace system.
The concept proposes almost 570 additional
kilometres of trail to complete a regional
trail system of 1,100 linear kilometres. It also
proposes investment in 10 conservation
destination areas to enhance the trail
network and provide amenities. The
proposed trail alignments are conceptual
and represent goals.
Where possible, conceptual trails are located
within the natural system of our watersheds
to provide a continuous trail system in
greenspace. Where this is not possible,
conceptual trails are located within the urban
fabric of our communities to facilitate the
goal of regional connectivity to greenspace,
neighbourhoods, employment lands, transit
and mobility hubs.
In realizing these future connections,
the detailed trail alignments, design and
operation should avoid, mitigate and/or
compensate for impacts to the natural
system. Trails should be sited to avoid
sensitive habitats, species and natural
hazards, consistent with The Living City
Policies. Many of the conceptual trails extend
beyond lands that TRCA owns or manages
and require collaboration with member
municipalities, private landowners and other
agencies. The following is a summary of the
concept for the Greater Toronto Region Trail
Network.
The concept proposes
almost 570 additional
kilometres of trail to
complete a regional
trail system of 1,100
linear kilometres.
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Trail Strategy for the Greater Toronto Region
Figure 4.a: Trail Typologies
Five trail typologies comprise the conceptual
e Ex sn ny k,n concept km ■ Total
framework for the Greater Toronto Region Trail
Network. These categories of trail are: Ridge,
Dmm=+
Valley, Corridor, Waterfront and Blue
trails. Some of the trails described by these
087.8 (16.5%) 15.8 (2.8%) ■ 103.6 (9.4%)
typologies are existing regional trails, while
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others are new corridors or gap connections.
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0226.1 (42.4%) 124.7 (22.0%) ■ 350.8 (31.9%)®
The Ridge trails feature the historic
Bruce Trail, spanning the rugged
Niagara Escarpment and the Oak Ridges Trail,
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stretching across the Oak Ridges Moraine.
■ 153.7 (28.8%) ■ 325.7 (57.4%) ■ 479.4 (43.6%)
The Valley trails comprise existing
1
9 north -south ravine and valley routes,
■ 65.2 (12.2%) 8.5 (1.5%) ■ 73.7 (6.7%)
including the Black Creek Trail, the Etobicoke
Creek Trail, the Humber Trail, the Lower Don
■����■
Trail, the Pan Am Path and the Seaton Trail,
00(0%) ■ 92.9 (16.4%) ■ 84.9 (8.4%)
as well as proposed expansions of trails that
traverse urban forests and valley lands.
BThe Corridor trails provide additional
east -west greenway linkages integrated
into existing roadway, railway, pipeline and
hydro corridors.
®The Waterfront trail stretches along
the shore of Lake Ontario, connecting
communities, parks and natural areas across
the waterfront.
The Blue trails propose opportunities
to explore certain navigable shoreline
areas of Lake Ontario and the mouths of
the Humber, Don and Rouge Rivers and
Duffins Creek.
This cohesive framework provides the
backbone for building out the diversity
of experience found in our regional trail
network (see Figure 4.a: Trail Typologies).
Concept
page 16/17
Ten destinations provide key
places of interest throughout
the network where visitors can
be immersed in nature,
experience year-round seasonal
beauty and observe breathtaking
scenery. The concept proposes
investment in these conservation
hubs to enhance the network
as a world-class, nature -based
trail experience.
1. At the Hills of the
Headwaters, the cliffs and
caves of the Niagara Escarpment
converge with the forests and
hills of the Oak Ridges Moraine
and nature can be explored
at Glen Huffy and Albion Hills
Conservation Areas.
2. In the Humber Valley
Wilderness, Nashville
Conservation Reserve, Kortright
Centre for Conservation and
Boyd Conservation Areas form
a continuous corridor of mixed
forests, valleys and meadows
along the Humber Trail.
3. The Kettle Lakes district
in the Oak Ridges Corridor
Conservation Reserve (ORCCR)
provides vistas of Lake Wilcox,
Swan Lake and Bond Lake along
the Oak Ridges Trail through
the growing community of
Richmond Hill.
4. A national gem, Rouge
National Urban Park is a rich
tapestry of working farms,
Carolinian forests, marshes,
beaches and trails.
5. The largest area of interior
forest habitat, as well as
exceptional hiking, mountain
biking, cross-country skiing and
snowshoeing trails can be found
in the Forested Headwaters at
TRCA's East Duffins Headwaters
properties.
6. Further south, the Black
Creek Parklands offer urban
greenspace in proximityto
transit, active transportation
routes and rapidly densifying
communities, from the future
Vaughan Metropolitan Centre to
Downsview Park.
7. Toward Lake Ontario, the
Humber Parklands connect
people to the idyllic greenspaces
of the Eglinton Flats, Humber
Marshes and the Humber Bay
Park.
8. In the heart of Canada's
largest city, the Toronto
Harbour engages us with the
shoreline and the water that
sustains us.
9. The Forks of the Don evokes
Toronto's industrial past, with
Todmorden Mills and the Don
Valley Brick Works situated in
Toronto's lush ravines.
10. Along thewaterfront, the
Scarborough Bluffs are a
natural wonder that soar up to
90 metres above Lake Ontario.
Trail strategy for the Greater Toronto Region
This network prioritizes
active living, connecting
people to public transit
and active transportation
opportunities while
discouraging automobile
use while discouraging
automobile use.
The Greater Toronto Region Trail Network
will connect people to these 10 exceptional
destinations through recreational and active
transportation -based trail experiences that
cross regional boundaries. This network
prioritizes active living, connecting people
to public transit and active transportation
opportunities while discouraging automobile
use. Providing trails that support these
activities is a key resiliency strategy in
favour of climate change adaptation and
mitigation for our region by helping to reduce
greenhouse gas emissions.
This network supports active transportation
by providing a safe off-road network within
greenspace for people to move about their
daily lives, linking people to greenspace,
neighbourhoods, employment lands, transit
and mobility hubs. It helps address the
first -and -last -mile regional transit issue, as
well as combating road congestion. It will
create more equitable access to trails and
greenspace by improving accessibility to
conservation areas and greenspace across
our region. It will allow a wider population to
access a backyard nature experience. It will
move us closer toward building sustainable
communities that minimize our collective
impact on the environment. The concept for
the Greater Toronto Region Trail Network is
illustrated in Figures 4.b.- 4.f: Concept Maps.
00
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Concept Maps
The following pages of Concept Maps
illustrate the proposed Greater Toronto
Region Trail Network. The concept
identifies the existing trail system,
growth areas and key missing links
and proposes opportunities for trail
connections to TRCA Conservation
Areas and destinations that would link
into the regional and municipal trail
systems. Many of the opportunities to
be investigated extend beyond TRCA's
greenspaces and will require collaboration
with member municipalities, private
landowners, and other agencies. This
concept builds on current growth and
development opportunities. The proposed
alignments are conceptual corridors and
represent goals.
The conceptual alignments are based on
data current as of November 2018.
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Figure 4.b:
Concept Plan: Greater
Toronto Region Trail
Network
Trails:
— Existing
NEON Proposed
■u■ Blue proposed
Land Use:
❑ TRCA jurisdiction
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Land Use:
,1, Above ❑ TRCA jurisdiction
Figure 4.f: Concept
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Guiding
Principles
Five guiding principles form the
foundation of the Trail Strategy,
underpinning the vision of the
document and informing the
rationale and methodology
for its implementation.
C
Guiding Principles
Lead
Our region is growing faster than ever
before. We must champion a proactive
effort to plan our trails, destinations and
amenities to support this growth according
to our environmental planning policies
and objectives. We must capitalize on the
coming development opportunities. to target
our efforts to service growth areas, while
protecting and enhancing natural features.
Collaborate
Our trails are critical recreational and active
transportation community infrastructure. By
working together, we con grow our regional
trail network legacy, while enriching the trail
experience and enhancing ecological health.
Through partnership and collaboration, we
can sustainably and successfully expand and
maintain our regional trail system in support
of complete communities.
Steward
Our trails are predominantly located in
our greenspace system close to urban
communities. Careful and collaborative
planning is needed to make informed trail
planning decisions that avoid sensitive
habitats, species and natural hazards. In areas
of critical habitat sensitivity, avoidance of
natural areas can be the best expression of
stewardship. We must continue to perform site
planning and environmental study exercises
and utilize best management practices that
prioritize ecosystem health when planning,
developing and maintaining trails.
Invest
Our trails are significant assets that
require ongoing investment throughout
their lifecycle. Changing trends in trail
usage, climate change and population
growth have increased the pressures on
our trail infrastructure. We must secure
long-term and ongoing investment from
a variety of sources that supports and
sustains their existence and allows us to
maintain our desired level of service.
Celebrate
Our trails are a defining and valuable
feature of our urban landscape. They bring
neighbourhoods and communities together
and provide access to unique destinations.
They connect us to our rich history and
present opportunities for reflection, self-
awareness and greater acceptance of
diverse cultural origins. We must honour
trails and the experiences they enable.
page 30/31
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Context
The context of our regional
trail system can be described
through the landscapes that
frame them, the destinations
that define them and the
policies that guide their
planning, development
and management. This
context provides the
necessary groundwork for
an informed Trail Strategy.
Trail Strategy for the Greater Toronto Region
Landscapes
The geological origins of the nine watersheds
within the TRCA jurisdiction formed the
unique geographic characteristics that
define the landscapes of our region (see
Figure 6.a: Context Map: TRCA Jurisdiction
Watersheds). Approximately 12,000 years ago,
advancing and retreating glaciers formed the
Oak Ridges Moraine (ORM), a pair of large
ridges composed of four elevated wedges.
The Moraine is bounded to the west by the
Niagara Escarpment, which was critical to
the formation of the Moraine, and contained
in the east by the Trent River and Rice Lake.
From these upland areas, water flows through
our nine watersheds, from Etobicoke Creek
in the west to Carruthers Creek in the east,
eventually draining into the northwestern
shores of Lake Ontario. The relationship
between land form and hydrology creates
the natural ecosystems and biodiversity on
which we depend, performing vital ecological
functions, supporting cultural experience and
creating the natural conditions necessary for
a successful regional trail network.
1. Etobicoke 6. Highland
2. Mimico 7. Petticoat
3. Humber 8. Frenchman's Bay
Figure 6.a: 4. Don S. Duffins
Context Map: TRCA
Jurisdiction Watersheds 5. Rouge Carruthers
Context
Natural System
TRCA recognizes the natural system as the
natural green infrastructure of the Toronto
Region. Natural green infrastructure includes
water resources, natural features and
areas, natural hazards, restoration areas of
potential natural cover and buffers. Built
green infrastructure also contributes to the
health of the natural system and includes
urban forests and woodlots, bioswales,
rain gardens, engineered wetlands and
stormwater ponds, agricultural lands, green
roofs and green walls, urban agriculture and
open parklands. Together, this natural and
built green infrastructure reduces flooding
and erosion, filters water and air pollutants,
provides additional ecosystem services (such
as moderating the urban heat island effect)
and provides opportunities for recreation
and community aesthetics. This integrated
system is fundamental to the quality of life in
our region and provides ecological functions
and benefits known as Ecological Goods
and Services (EG&S). EG&S provide the base
resources that sustain our lives, including our
health, social, cultural and economic needs.
Land areas of natural cover most significantly
contribute to the health of our natural
system. Natural lands play a vital role in flood
and erosion control, groundwater recharge
and discharge, biodiversity and in the overall
health and well-being of urban dwellers. The
sustainability of communities and economies
depends upon our ability to maintain or
restore the ecological functions of the natural
cover in both urban and rural landscapes.
page 34/35
However, the quantity, quality and
connectedness of natural cover in our region
is declining (TRCA, 2016). TRCA's Terrestrial
Natural Heritage System Strategy (TNHSS)
recommends a minimum of 30 per cent
natural cover - including forests, wetlands
and meadows -to maintain healthy
watersheds (TRCA, 2007). Currently, only
25 per cent of our regional landscape has
natural cover - and only 17 per cent of that
amount is forest and wetland cover, which
provides the greatest ecological value. These
natural spaces continue to be fragmented by
expanding urban development, reducing their
ability to function as meaningful habitat.
(TRCA, 2016).
It is in our urban and urbanizing areas where
natural systems and the delivery of EG&S
are under the greatest pressure. Achieving
the TNHSS natural cover targets will require
an expansion of the natural system. As
the population of the GTA continues to
increase and the demand for trails grows, it
is imperative that the diverse greenspaces of
our natural system are increased, protected
and enhanced.
When used as rationale to acquire
greenspace, trail development can provide
a means to increase the natural system.
When sited within the natural system, trails
should be located to minimize impacts
to significant natural features. Within our
natural system, our region features a range of
environments, which can be described by four
landscape types: headwaters, river valleys,
waterfront and tablelands.
As the population of the GTA
continues to increase and the
demand for trails grows, it is
imperative that the diverse
greenspaces of our natural
system are increased,
protected and enhanced.
W7.. ailt
16
Trail Strategy for the Greater Toronto Region
Headwaters
Our region is framed by headwaters on the
rugged Niagara Escarpment and the rolling
hills of the Oak Ridges Moraine (ORM). The
Niagara Escarpment is a UNESCO World
Biosphere Reserve, designated for its unique
characteristics and a provincial land use plan
guides development in its area. The landform
is a largely forested ridge of fossil -rich
sedimentary rock that extends through
the northwest portion of TRCA's jurisdiction,
where it is overlain by glacial drift of the ORM
The Escarpment is an important area for
groundwater recharge as well as forming
the headwaters of the main branch of the
Humber River. The Escarpment encompasses
wildlife habitats, farms, scenic views, mineral
resources and historic sites and towns.
The ORM is a geologic feature that encompasses
190,000 hectares of land and water. It is 160
kilometres in total length and located north
of and parallel to the Lake Ontario shoreline.
The ORM is an irregular ridge of sands, gravels
and tills towering up to 300 metres higher than
Lake Ontario and was deposited by the melt
waters between two receding glacier lobes some
13,000 years ago (TRCA, 2014). Within TRCA's
jurisdiction, the ORM serves as the headwaters
for the Duffins Creek and Rouge, Don and
Humber river watersheds. From the headwaters,
water flows southward through our river systems,
woodlands, meadows and wetlands toward
Lake Ontario. Our headwaters require significant
protection and enhancement to maintain
their ecological function and the health of the
downstream reaches.
Glen Haffy Conservation Area
Both the Niagara Escarpment and
the Oak Ridges Moraine converge
at Glen Haffy Conservation Area,
forming high, forested hills and
deep, wooded dells (called dingles).
Each year, Glen Haffy raises 60,000
rainbow trout at its on-site fish
hatchery and releases them into
the fishing ponds at Glen Haffy,
the Glen Haffy Fly Fishing Club and
Heart Lake Conservation Area.
Glen Haffy's hiking trails offer some
of the most panoramic vistas in
southern Ontario.
Context
Boyd Conservation Area
Situated in the undulating Humber
River Valley, Boyd is a quiet, green
oasis. Framed by steep slopes,
the heart of the open space is
situated in the valley, offering a
parkland setting with views of
the meandering river for visitors
to enjoy. From spring through fall,
Boyd offers programmed outdoor
activities and experiences in
nature. Scouts and Guides often
have their first overnight camping
experience here and it's a popular
spot for picnics. In the fall, the park
is used as the venue for cross-
country running events, bringing
together some of the best runners
in the province. Rich in natural
character, Boyd offers respite from
the fast pace of the urban life.
page 38/39
River Valleys
The river valleys that carve through our
watersheds provide lush, forested landscapes
that vary in scale and terrain from steep,
dramatic valleys to wide, open fioodplains.
Our river valley and stream corridors are
the foundation of our greenspace system,
creating a network of open space that
is among the largest in the world. River
valleys connect the Oak Ridges Moraine
and Niagara Escarpment to Lake Ontario
and act as a greenway for water, wildlife
and people through rapidly urbanizing
communities. They also connect us with
our region's rich Indigenous heritage and
settler history. Ravines offer trails that lead
through secluded natural areas in some of
the most urbanized areas of our region.
Trail strategy for the Greater Toronto Region
Waterfront
All of the nine rivers and streams in our
watersheds flow toward the waterfront of Lake
Ontario, stretching over 70 kilometres from
Marie Curtis Park in Etobicoke to Lakeside Park
in Ajax. Prior to the infilling and industrialization
of the waterfront dating back to the 1800s,
the shoreline existed as a marshland estuary
in the west and central sections and a beach
bluff landscape in the east. Over the course
of 200 years, the majority of the shoreline
evolved from natural beaches, bluffs, wetlands
and marshes to man-made edges, harbors,
industrial parks and ports, with only some small
remnants of natural beach, bluff shoreline and
wetland river mouths in the eastern waterfront.
In the 1970s, the TRCA and the Municipality
of Metropolitan Toronto developed a Lake
Ontario Waterfront Plan to establish a series
of waterfront parks and to revitalize the
shoreline. TRCA led the implementation of
the plan by working to actively rehabilitate
and restore the natural shoreline habitat,
while providing water-based recreational
opportunities and public access.
Despite these efforts, public dismay over the
state of the waterfront properties led the
Government of Canada to establish in 1988 the
Royal Commission on the Future of the Toronto
Waterfront, with Honourable David Crombie as
Commissioner. Through this commission and the
ongoing efforts of the Waterfront Regeneration
Trust, Waterfront Toronto, the City of Toronto
and TRCA, the waterfront is continuing to
undergo a dramatic revitalization to become a
healthier and more vibrant destination for all.
Tommy Thompson Park
Toronto's urban wilderness is found
at Tommy Thompson Park (TTP).
Entirely human -made, TTP was
constructed out of millions of
cubic metres of concrete, earth fill
and dredged sand to create a 250
hectare site of lagoons and sand
peninsulas that now extends about
five kilometres into Lake Ontario.
This accidental wilderness evolved
through both natural processes
and a concerted effort by TRCA to
restore and enhance this aquatic
park to support public access,
nature interpretation and wildlife.
Context
Tablelands
Below the headwaters and outside of the
river valleys are elevated and generally
level plateaus called tablelands. Tablelands
feature the greatest concentration of built
features and urban development. However,
they also contain areas of natural features,
which contribute to the health of our natural
system. The successful management of
our natural system is dependent on good
tableland management.
page 40/41
Highlighting local
history helps share
experiences between
past and present
populations, increases
enjoyment of the
trails and instills
appreciation for the
community in which
we live.
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Trail Strategy for the Greater Toronto Region
Cultural Heritage
Our region exhibits a rich cultural heritage
that intertwines the lives of Indigenous
people, European settlers and immigrants
from all over the world. Each of these
populations has had an impact on - and,
in turn, has been influenced by - the
natural environment. Exploring the history
of the people who lived here highlights
their experiences and the importance
of the environment in their daily lives.
Trails provide an ideal avenue to explore
spatial and temporal connections across
landscapes. Highlighting local history
helps share experiences between past and
present populations, increases enjoyment
of the trails and instills appreciation for
the community in which we live. These
connections can be explored through
our cultural heritage resources and
destinations, which reflect four common
themes: transportation, settlement,
industry and co -existence with nature.
Transportation
The natural environment has influenced the
mobility and settlement of people, as well as
patterns of exploration and trade, across the
landscape and over time. Natural features
have dictated paths of cultural routes/roots,
networks of connectivity and channels of
communication. Cultural heritage resources
tied to transportation include trails, roadways,
watercourses, railways and bridges.
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The Carrying Place Trail
Exploration and fur trade
activities were carried out along
well-established trails linking Lake
Ontario to the Holland River,
Lake Simcoe and Lake Huron.
The Passage de Toronto - also
known as the Toronto Carrying
Place Trail - was part of a series
of interconnected trails with
two main branches: the western
branch along the Humber River
and the eastern branch along
the Rouge River. These trails
originated thousands of years
ago and were used by Indigenous
bands travelling to seasonal camps
along the Rouge and Humber
rivers. The routes consisted of a
mix of overland and water travel
and would have been introduced
to early European explorers and
traders by local Indigenous people.
Context
The Seed -Barker Site
Situated on a steep -sided plateau
eight metres above the flood plain
and surrounded by the deep valley
walls of the East Humber River, are
the remnants of a large Iroquoian
village occupied approximately 475
years ago. The village, strategically
located along the Carrying Place
Trail, was in a highly defensible
location with panoramic views of
the surrounding landscape. Built
during a period of heightened
conflict, this farming village was
a haven for up to 2,000 individuals
whose smaller villages relocated
and amalgamated in this location.
A truly multicultural community,
people in this village traded,
hunted, fished and grew crops
in the rich valley.
page 44/45
Settlement
Areas of settlement where people have
established communities inevitably leave
a mark upon the landscape. Human
settlement presents some of the most
visible and recognizable types of cultural
heritage resources, such as agriculture,
historic buildings, heritage districts and the
remnants of Indigenous villages. They reveal
clues to local history, relationships between
communities and how past people adapted
to their local environments.
Trail Strategy for the Greater Toronto Region
Industry
The development of industry led to technical
innovation, economic development and
the expansion and evolution of villages into
thriving towns and cities. The exploitation
of natural resources to feed and power
mills ultimately impacted the surrounding
environment: forests were clear cut for
lumber and agriculture, gravel and clay
were extracted for building materials and
waterways modified for hydraulic power.
An examination of past industrial processes
and their environmental impacts highlights
the need to balance economic progress and
natural heritage today.
The Haight Site
The site of a thriving textile industry
in the late 1800s, this woolen and
carding mill complex would have
required significant hydraulic power
to run the machinery. This power
was harnessed by damming nearby
Duffins Creek to form a large
mill pond and provide a steady
supply of water to the mill along
a constructed mill race. While the
dam and mill pond are no longer
present, the scars to the landscape
remain visible to this day.
Context
Bolton Camp
In 1922, Family Services Toronto
opened Bolton Camp as a Fresh
Air Camp for low income, urban
families to enjoy nature. During
WWII, the site was also used as
a Cadet Training Centre for the
Oakville High School Cadet Corps.
When the war ended, the facility
continued to serve as a camp for
underprivileged children. Although
the camp shut its doors in 1999,
the local community and municipal
partners have since repurposed
the camp into an animated
community cultural hub. As part
of this revitalization, Bolton Camp
will feature a new Indigenous
youth program for land-based
learning with Elders and traditional
knowledge keepers. Once again,
people are coming together to
learn, play, create and explore the
environment, supporting beliefs,
traditional ways and experiences
only possible in an outdoor setting.
page 46/47
Co -Existence with Nature
Our co -existence with nature is a fundamental
relationship for all people and a constant
source of inspiration and wonder. Every
culture has expressed this bond through
various traditional, spiritual, artistic or cultural
associations with the land.
Trail Strategy for the Greater Toronto Region
Trails
Trails weave through every community,
passing through a myriad of
neighbourhoods and landscapes. They
connect residents of Canada's largest
city region and improve cohesion
between our distinctive communities.
Our jurisdiction is a key nexus point
within the larger provincial trail system
where significant inter -regional trails
converge, including the Bruce Trail, The
Great Trail, the Greenbelt Route, the
Oak Ridges Trail, the Lake -to -Lake Trail,
the Pan Am Path and the Waterfront
Trail. These larger regional trails facilitate
conservation and co -existence with
nature, while also serving as a major
cultural and socio-economic force.
Context: Southern Ontario
Provincial Trail Network
This surrounding context is illustrated
in Figure 6.b: Context Map: Southern
Ontario Provincial Trail Network. Many of
these national and provincial trails form
key connections in the Greater Toronto
Region Trail Network.
Trails:
siiiiiiiii The Bruce Trail
Oak Ridges Trail
The Great Trail
Greenbelt Cycling Route
Lake -to -Lake Trail
Waterfront Trail
Land use:
TRCA Jurisdiction DUFFERIN
■ TRCA Property
Oak. Ridges Moraine
Greenbelt
Niagara Escarpment
i Rouge National
Urban Park EAST
GARAFRAXA
The Great Trail
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Figure 6.b:T O N
Context Map: Southern
Ontario Provincial Trail MILTON
Network \
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The Great Trail
Trail Strategy for the Greater Toronto Region
Typologies
The Greater Toronto Region Trail Network
features a wide palette of regional trails that
reflect the landscape context in which they
are situated. These five major recreational
and active transportation regional trail
typologies are: ridge, valley, corridor,
waterfront and blue.
®Ridge Trail
Ridge trails weave their way
along the elevation profiles of
the Niagara Escarpment and the
Oak Ridges Moraine. These trails
tend to follow rugged terrain and
often require maneuvering around
large obstacles, steep inclines and
sharp drop-offs. They generally
have natural surfacing and smaller
width clearances. An example of
a ridge trail is the Oak Ridges Trail,
which traverses the Oak Ridges
Moraine.
Context
eValley Trail
Following the paths of major rivers
and streams, valley trails fall within
our valley corridors. Depending on
their location within the terrain
of the valley corridor, valley
trails can either be undulating
footpaths along forested slopes
or fiat, wide multi -use trails within
open meadows or agricultural
fields. In the GTA, the majority
of valley trails flow in a north -
south direction, connecting Lake
Ontario to the upper reaches of our
watersheds. An example of a valley
trail is the Humber Trail, which
follows the Humber River Valley.
page 50/51
eCorridor Trail
Corridor trails are linear,
multi -use pathways within
or adjacent to roadways
or infrastructure corridors.
Infrastructure corridors can include
hydro, pipeline and railway land
uses. Corridor trails provide active
transportation -based greenways
linking our watersheds from east
to west. Where corridors align
in a north -south direction, they
provide additional connectivity
between neighbourhoods in our
municipalities and regions. An
example of a corridor trail is
The Meadoway, which is located
within the Gatineau Hydro Corridor
in Scarborough.
Trail Strategy for the Greater Toronto Region
® Waterfront Trail
In the TRCA jurisdiction, the
Waterfront Trail parallels over
70 kilometres of shoreline along
Lake Ontario. It is one section
of a larger route that stretches
over 2,000 kilometres along the
Canadian shores of Lake Ontario,
Lake Erie, Lake St. Clair, Lake Huron
and the Niagara, Detroit and St.
Lawrence rivers. In our region, it
connects hundreds of communities
to TRCA's waterfront parks, such
as Marie Curtis Park, Humber Bay
Park and Ashbridge's Bay Park and
natural areas including wetlands,
forests and beaches. Linking the
waterfront communities, the
Waterfront Trail is a multi -use
path for recreational and active
transportation use.
Blue Trail
Blue Trails are a relatively new
concept to the Greater Toronto
Region Trail system. These trails
are the paddling routes on our
navigable waterways, which
include the southern segments
of the Humber, Don and Rouge
rivers, as well as Duffins Creek and
certain areas of the Lake Ontario
waterfront that allow paddling
access. TRCA has a celebrated
tradition of supporting water-
based activities and recreation in
harmony with the protection and
enhancement of natural systems.
There is established water access
at the various waterfront parks
and, once a year, TRCA provides a
unique opportunity for people to
explore the Don River Watershed
and "Paddle the Don" from Ernest
Thompson Seton Park to the
mouth at the Keating Channel.
Context
Blue Trails build on this experience
as a way of providing special
access to view our shorelines from
the water and travel to various
destinations along the waterfront.
Further study of navigable routes
is recommended as part of this
Trail Strategy. TRCA will work with
our waterfront municipal partners
to establish conceptual safe
paddling routes, subject to various
conditions, that will link our lakes,
rivers and shorelines together.
Blue Trails offer the perspective to
reflect on all the benefits we derive
from the natural environment -
air, water, resources, recreation
and spiritual renewal -that are
integral to the health and function
of our region.
Blue Trails build on this
experience as a way of
providing special access
to view our shorelines
from the water and
travel to various
destinations along the
waterfront.
page 52/53
Trail Strategy for the Greater Toronto Region
Descriptions
The Trail Strategy offers the following trail
descriptions to reflect the variety of trail
surface types and uses found in the Greater
Toronto Region Trail Network:
Figure 6.d: Trail descriptions
■ Exisitino km Co,cent km
Single -use
hiking trails
■ 42.5 (8.0%)
Single -use
hiking trails
with natural
surfaces and/or
manufactured
surfaces
Multi -use trails
with natural
surfaces and/or
manufactured
surfaces
= Total
7.5 (1.3%) ■ 50.06 (4.2%)
Dedicated
bicycle routes
within road
right-of-ways
Waterway
routes on
navigable rivers
and lakes
Multi -use trails nnnnnnnuuunnnnnnnnuu�
0487.8 (91.6%) ..423.5 (74.6%) ■ 911.3 (82.8%)
Bicycle routes 4all i
■ 2.4 (0.5%) ■ 43.7 (7.7%) ■ 46.1 (4.5%)
Waterway
routes I 1
■ 0 (0%) 92.9 (16.4%) ■ 92.9 (8.4%)
Context
Activities
The Greater Toronto Region Trail Network
supports a diversity of activities across
the seasons. Understanding activity use
for specific trails informs appropriate trail
planning, design and maintenance so that
impact to the environment is minimized.
Trail activities supported by this
Strategy include:
Active Transportation. Walking, jogging,
cycling or using a wheelchair to travel to
transit, workplaces, schools, community
centres and other daily destinations supports
climate change mitigation, healthy living and
complete communities, while also addressing
the first -and -last -mile regional transit issue.
Cross -Country Skiing and Snowshoeing.
Cross-country skiing and snowshoeing allows
people to embrace the elements and explore
our magical winter landscape while being
active and outdoors.
Culture. Trails support the exploration of
nature through art. Photography, painting,
dance and other arts can be enjoyed in the
fresh air while on a trail.
Dog Walking. Dog owners enjoy numerous
health and social benefits by walking their
leashed dog on trails a few times a week.
Benefits include improved cardiovascular
fitness, lower blood pressure, stronger muscles
and bones and decreased stress.
page 54/55
Events. Trails and related facilities support
community building, including social
gatherings, community events, races, guided
walks, sponsorship opportunities, cultural
heritage programming and public art.
Hiking, Running and Walking.
Single -use hiking and multi -use trails provide
recreational access to the natural wonders of
our region, thereby instilling appreciation and
stewardship.
Horse Riding. Riding is a great way to
get outdoors and observe the surrounding
landscape, bringing the rider closer to nature
and boosting well-being.
Mountain Biking and Road Cycling.
Mountain biking and road cycling offers
opportunities for both recreation and active
transportation. Designated mountain biking
trails provide mental and physical challenges
for all skill levels, while paved cycling routes
connect people and communities.
Observing Wildlife. Quietly observing
bird species, such as songbirds, waterfowl,
shorebirds and raptors in their natural
environment is a great way to relax and learn
while on a trail. Small mammals, such as
coyotes, deer, fox and rabbits can often be
safely observed from the vantage of a trail.
Paddling. Recreational water activities such
as fishing, kayaking, canoeing and stand-up
paddle boarding connect people to the water.
Trends
National trends overwhelmingly
indicate a growing demand for
trails. Residents of and visitors
to the Greater Toronto Region
desire to use trails for recreation,
active transportation, healthy
living, community building and
eco -tourism. Some key trends
around trails are:
1' P octiveswitch-co/files/
d acs /2015%20
We ktober%2a/
Workplace/ Workploce-
Walktober-%20
FactSheetpdt
2. Summary Report, 1998
National Survey en
Active Transportation,
conducted by Environics
International an behalf
of Go for Green
3. Statistics Canada, 2016
Census of Papulation,
Statistics Canada
Catalogue no. 98-400-
X2016329.
4. Bull FC, Armstrong TP,
Dixon T, Ham S, Neiman
A, Pratt M. Chapter
10: Physical inactivity.
In. Ezzati M, Lopez AD,
Rodgers A, Murray CJL,
editors. Comparative
quantifications of
health risks. Global
and regional burden
of disease attributable
to selected major risk
factors. Volume 1.
Geneva: World Health
Organization, 2004.
5' P thestar.com/
yourtofanto/2014/06/27/
plans_to_shift_tomntos-
bicvcle_strateav_into_
high-aear_in the works
b' P shar,thvroad-ca/
opinion-Po11-data-,17022
7Ibid.
8. Ibid.
9. P rto12 m/wp-content/
uploads/2014/04/
Ontario-Troil-
Tourism-2014.pdf
10. Ibid.
11. Ibid.
Context
Physical
inactivity
accounts
for between
of
new cases of
heart disease,
stroke,
cancers and
other chronic
diseases.
people ride
their bikes
daily in
Toronto.
Nearly of
Ontarians
would like to
cycle to or
from work.
This means
3.5 million
people could
be on bikes
and reducing
traffic
congestion.
wc�ria
of Ontarians
agree that
the provincial
government
should invest
in cycling
infrastructure.
Almost of
Ontarians are
more likely
to vote for
a candidate
if they make
a public
commitment
to fund
new cycling
infrastructure
"Cr�iML)&aj
loll
In 2014,
residents of
the Greater
Toronto Area
accounted for
trail visits in
Ontario.
recreational
trail visits
took place in
the Greater
Toronto Area,
accounting
for of all
visits to trails
in Ontario
and of
all trips to
the Greater
Toronto
Area.
page 5b/57
Trail visitors
to Ontario
spent
accounting
for of
total visitor
spending in
Ontario.
Lei
Benefits
Trails are overwhelmingly
beneficial to our lives. They
improve our health, contribute to
climate change adaptation and
mitigation, boost the economy
and support environmental
conservation. Some key benefits
of trails are:
& moodwalks.ca/
aut-mood-walks/
nfoaroohlc-the-
benefits-of nature
3 Active Living - Go for
Green. 1995, Linkages:
Built Environment
Wellbeing and Active
Living,
3 C� ecohealth-Ontario.
caifiles/Gree nsoa se_
ond_Ecohealth
Toolkit_2.odt
4 &
headwatersecanoml us.
ora/sconomic-
development/
tm'Js-oathwws/
trails -research
5 (9 ecohealth-o mono.
c./files/FO8.5x11 EH_
TOOLKIT_nocrops_FA.
Pdf
6 Andersen LB, Schnohr
P, Somali M, Hein HO.
All -cause mortality
associated with physical
activity during leisure
time, work, sports,
and cycling to work.
Arch Intern Med 2000;
160(11):1621-1628.
2 Koh l meier S, Covill N,
Dinsdale H, Rutter H,
Gotschi T, Foster C at
al. Health economic
assessment tools (HEAT)
for walking and cycling.
Methodology end user
guide. Copenhagen: WHO
Regional Office for Europe,
2011,
6 C� news.ontario.ca/mtc/
en/2016/06/orovince-
ontarios-trails
9 Transport Canada, 2011,
p.16
Including gas, oil,
maintenance, tires,
insurance, l iaense,
registration, taxes,
depreciation &
finance charges.
10 P headwaterseconomics.
ora/ecr ic-
develooment/trails-
pothwovs/tra ils-research
11 VTPI, 2011. Transportation
Cost and Benefit Analysis
II -Vehicle Costs. "Based
on the median of the
figure given by VTPI (5-15
cents per mile)
Context
3 hours a week to work
reduces the risk of death from
all causes by 28%.
29 minutes 7 days a
week reduces the risk of death
from all causes by 22%.
In 2014, hiking
expenditures by Ontarians
added $559 million to Ontario's
GDP and created more than
18,000 jobs across the province
with an annual economic
benefit of nearly $1.4 billion.
Active transportation re
cost of living in the GTR.
In comparison, Transport Canada
estimates the average mid-size car is
driven 16,000 km in a year and costs about
$0.46/km (or $7,574 for the year)
especially
when a Trall is es gned to
provide neighborhood access and
maintain residents' privacy.
It is estimated that it costs 7
$0.58/km to operate a car
compared to $0.06/km to cycle.
Trail Strategy for the Greater Toronto Region
Partnerships, Policies
and Plans
There are 14 municipalities and more than 20
NGOs with an interest in building trails in the
GTA. All have developed policies and plans
in support of trail planning, development
and maintenance. Partnership between
these entities is critical for prioritized trail
investment.
Conservation Authorities
TRCA approaches trail building in
collaboration with all partners, including
trail organizations, municipal and regional
partners, the provincial and federal
governments and the public. In addition to
partnering on the realization of regional -level
trails, TRCA plans, implements and manages
recreational trail networks within its own
conservation parks and areas.
TRCA is the first urban Conservation Authority
in Ontario to develop a comprehensive
regional trail strategy that proactively plans
for and services massive regional growth. In
1992, TRCA released the TRCA Trail Planning
and Design Guidelines: A Handbook for an
Inter -Regional Trail System in the Greater
Toronto Area (Handbook). Over the years, this
technical handbook has successfully assisted
TRCA and partners in the planning, design
and maintenance of trails in our region. An
update to the Handbook to reflect current
best practices will follow the release of the
Trail Strategy.
There are 14 municipalities
and more than 20
NGOs with an interest
in building trails in
the GTA. All have
developed policies and
plans in support of trail
planning, development
and maintenance.
In 2014, TRCA released The Living City Policies
document to guide the implementation
of TRCA's legislated and delegated roles
and responsibilities in the planning and
development approvals process. The Living
City Policies introduced several trail -focused
policies and goals, such as supporting
recreational and sustainable active
transportation trails, promoting increased
public access to greenspace through trails,
developing a continuous regional trail network
and collaborating with partners to develop
trail networks that connect communities,
parks and greenspace. In particular,
Recreational Use Policies outline TRCAs
environmental planning objectives,
goals and policies for non -motorized trails.
Existing and proposed trail alignments within
TRCA-owned and regulated areas will be
developed and maintained in a manner
consistent with TRCA's The Living City Policies.
Context
Local and Regional Municipalities
Local and regional governments recognize
trails as essential green infrastructure through
the inclusion of recreational and active
transportation trail policies in Strategic Plans,
Official Plans and Transportation Master
Plans. These policies set out standards for
new communities, managing growth and
development and protecting the environment.
All of the municipalities in the Greater Toronto
Area make recommendations to prioritize
walking, cycling and transit to meet the
needs of residents and develop complete
communities. Several Official Plans also
include policies to improve connectivity
between greenspaces and cover the role of
trails in active transportation, recreational
service delivery, community engagement and
ecological enhancement.
page 60/61
In response to population growth and
changing community needs, municipalities
are constructing significant regional trail
routes. For example, York Region, the City
of Toronto and the City of Richmond Hill
are implementing the Lake -to -Lake Cycling
Route and Walking Trail. New trail segment
construction along the Humber Trail, the
Etobicoke Creek Trail and the East Don
Trail are also recent examples of successful
trail building partnership projects between
TRCA, the regions and the municipalities.
In addition to helping plan,
build and maintain trails,
volunteers are also valuable
partners in grant applications,
hosting trail building events and
leading stewardship activities.
i
T
Trail Organizations
Volunteer trail organizations were
instrumental in formalizing some of the
primary trails in the Greater Toronto
Region Trail Network, including the Bruce
Trail, the Oak Ridges Moraine Trail and the
Humber Valley Heritage Trail. In addition
to helping plan, build and maintain trails,
volunteers are also valuable partners in
grant applications, hosting trail building
events and leading stewardship activities.
Most recently, a partnership between
TRCA, Green Durham Association and Parks
Canada has established the foundation for
a key link and gateway to Rouge National
Urban Park near the Town of Uxbridge.
A number of national organizations
are working to advocate, fundraise
and contribute to the establishment of
trails in our region. These include: The
Trans Canada Trail Foundation (TCTF),
the National Trails Coalition (NTC), the
Canadian Trails Federation, the International
Mountain Bike Association (IMBA) Canada,
Hike Canada and the Transportation
Association of Canada (TAC).
Provincial -based groups advocating for
trails in Ontario include the Ontario Trails
Council, Hike Ontario, the Trails for All
Ontorions Collaborative (TAOC), Cycle
Ontario Alliance, Cross Country Ontario, the
Ontario Heritage Trust, the Oak Ridges Trail
Association, the Bruce Trail Conservancy,
the Friends of the Greenbelt Foundation
and the Waterfront Regeneration Trust.
Local groups that support trails in the
GTA include the Humber Valley Heritage
Trail Association, Durham Outdoors Club,
the Outdoor Club of East York, Durham
Mountain Biking Association, York Hiking
Club, Durham Trails Coordinating Committee,
Green Durham, the Toronto Bruce Trail
Club, Cycle Toronto, the Toronto Field
Naturalists, the Toronto Outdoor Club, the
Toronto Off -Road Bicycling Association,
the City of Toronto's Crothers Woods
Stewardship Team and The Wild Bettys.
Provincial Agencies
Throughout the latter half of the 20th
century, the Government of Ontario
played an instrumental role in developing
a legacy of provincially -significant trails in
Context
the GTA. In the 1970s, the Seaton Trail was
created by the Government of Ontario
in partnership with Metropolitan Toronto
and Region Conservation Authority (now
TRCA). Built by high school and university
students, the trail was maintained for
many years by local Boy Scouts. In 1992,
the Government of Ontario established the
Waterfront Regeneration Trust to implement
80 recommendations from Regeneration,
a Royal Commission report produced with
Honourable David Crombie as Commissioner.
One of these recommendations was to
create a continuous waterfront trail along
the Lake Ontario shoreline. Now known
as the Waterfront Trail, this route has
expanded to reach all of the Great Lakes.
In 2005, the Ministry of Tourism, Culture and
Sport produced the Ontario Trails Strategy
(OTS) to formulate a long-term proposal
for the planning, management, promotion
and use of trails in Ontario. That Strategy
envisions a coordinated approach to meeting
the challenges facing the trails community.
The province increased its commitment
to the improvement of trails by enacting
the Ontario Trails Act 2016 (S.O. 2016, c.8,
Sched. 1) to permanently protect trails. The
act also established an annual Trails Week
to coincide with International Trails Day.
Both events strive to promote public access
to Ontario's world-class trails system for
recreation, tourism and active transportation,
while building a network of trail stewards.
In 2008, Metrolinx published The Big Move
to transform regional transportation
through nine Big Moves and ten Strategies
aimed at implementing an integrated,
multi -modal transportation plan for the
page 64/65
GTHA (Metrolina, 2017). One of Metrolinx's Big
Moves is to advance active transportation
initiatives. In 2017, Metrolinx released the
2041 Regional Transportation Plan, which
includes additional recommendations
to improve active transportation
options, including the completion of a
regional commuter cycling network.
In 2017, the Ministry of Municipal Affairs
published The Growth Plan for the Greater
Golden Horseshoe. The goals of the plan
are to manage growth, build complete
communities, curb sprawl and protect the
natural environment. To achieve these goals,
policies are aimed at expanding access to
trails and greenspace and coordinating our
approach to trail planning and development.
Furthermore, the plan cites trails as key
elements of our cultural heritage landscape
for recognition. The Growth Plan for the
Greater Golden Horseshoe, together with
the Greenbelt Plan, Oak Ridges Moraine
Conservation Plan and the Niagara
Escarpment Plan, build on the Provincial
Policy Statement (PPS) to establish a
unique land use planning framework for
the Greater Golden Horseshoe (GGH) that
supports the achievement of complete
communities, a thriving economy, a clean
and healthy environment and social equity.
Ontario Parks, a branch of the Ministry of
Natural Resources and Forestry (MNRF),
manages trails within our provincial
parks. Other ministries that support
trail projects include the Ministry of
Infrastructure, the Ministry of Health
and Long -Term Care and the Ministry of
Environment, Conservation and Parks.
Trail Strategy for the Greater Toronto Region
In 2017, Metrolinx
released the 2041
Regional Transportation
Plan, which
includes additional
recommendations
to improve active
transportation options,
including the completion
of a regional commuter
cycling network.
Federal Agencies
Parks Canada manages trails within our
National Parks. In the GTA, Parks Canada
oversees the trail network in Rouge National
Urban Park (RNUP). RNUP is the result of
decades of effort and collaboration by various
governments, organizations and community
leaders. In 1994, the Rouge Park Alliance
(RPA) was formed and an $8.5 million federal
endowment fund was created to initiate the
park. Through a collaborative effort between
the federal and provincial governments
and the municipal governments of Toronto,
Markham, Pickering, York and Durham, Rouge
Park was initially formed in 1995. Ten years
later, RNUP was formalized as the largest
urban wilderness park in North America.
The federal government has also contributed
funding to The Great Trail and a number of
municipal active transportation projects.
For example, the Economic Action Plan
(2009) funded some 500 recreational
trail projects across the country and
Infrastructure Canada launched the National
Recreational Trails Program in 2014, a $10
million initiative to expand and rehabilitate
Canada's non -motorized, snowmobile and
all -terrain vehicle trail system (National Trails
Coalition, 2009). The federal government
has provided significant support to trail
building in Canada through funding for the
National Trails Coalition, The Great Trail
and active transportation projects through
co -investments with municipalities.
Context
Challenges
The Greater Toronto Trail Network
community must address a number
of challenges to successfully achieve
the vision of the Trail Strategy:
Prevent Environmental Degradation.
The stresses on our ecological systems
will only increase as our population grows
and urbanization increases. Many well -
loved trails are currently exceeding their
carrying capacity. Overuse of trails leads
to deterioration of both the trail and the
surrounding environment, negatively
impacting habitat and undermining the
natural experience many people seek.
In addition to overuse, trails that bisect
critically -sensitive habitats, areas of species
at -risk and/or natural hazards negatively
impact our natural system. Keeping trails
out of sensitive locations and carefully
planning their extent and configuration will
help prevent environmental degradation.
Meet Growing Demand for Trails. Trail use is
on an upward trend. People are seeking trails
that offer opportunities for recreation and
active transportation in their communities.
Land use planning must accommodate
integrated, multi -modal trail networks in
existing and future community design.
page 66/67
Resolve Trail Network Disconnection.
While there are many trails in our region,
they often fall short of operating as an
integrated system. A lack of comprehensive
connectivity and the absence of a
consistent wayfinding signage system
results in a missed opportunity to connect
people to significant destinations.
Build Capacity. Trails operate successfully
when there are dedicated local stewards
and volunteers who care for them.
Cultivating a robust stewardship mentality
in the trail community requires investment,
time and support from all partners.
Ensure Trail Accessibility & Inclusive
Design. Diverse trail experiences should
be available for persons of all abilities.
An exception to accessibility is defensible
only where accessible design would require
modifications that would cause substantial
harm to natural or cultural resources,
fundamentally alter the nature of the
setting or the purpose of the trail, require
construction methods prohibited by local
laws, or would simply not be feasible due to
terrain or prevailing construction practices.
Barring these exceptions, trail planners should
strive for accessible design and construction
of any trailhead and trail segment.
Trail Strategy for the Greater Toronto Region
Address Trail Safety & Maintenance.
Trail maintenance is critical to delivering
a safe and enjoyable trail experience.
An ongoing feedback loop of inventory,
monitoring and maintenance is required
to adaptively manage for risks, hazards,
safety and aesthetics. This responsibility
will increase with more trail users.
Promote Active Living. The positive
influence of greenspaces on human health
is well documented. With our increasingly
car -oriented lifestyles, opportunities for
physical activity are diminishing. Principal
barriers to walking to a destination include
distance, time, weather, inconvenience
and disability. To support active living,
integrated trail and transit networks must
be designed to address these obstacles.
Build Effective Relationships &
Partnerships. Regional trail networks are
achieved through partnership. Fostering
relationships with the trail community
requires ongoing investment. Innovative
partnerships must be advanced to maximize
budgets, resources and opportunities
to make shared trail connections.
Manage Trail User Conflicts. Conflicts
between different activities on trails
pose issues for trail planning, design
and management. These conflicts can
undermine the trail experience for all
users. The demands of different activities
must be balanced both on individual
trails and across the broader network.
Increase Communications & Marketing.
Our regional trail network is one of our
greatest green infrastructure assets.
We must increase communications and
marketing efforts to generate greater use
and awareness while improving orientation,
wayfinding and trail etiquette. We must
convey the value of our network and support
appreciation for and stewardship of nature.
Improved communication also encourages
responsible trail use and protects the
environmental health of the trail network.
Prevent Depreciation of Built Heritage.
Trails offer avenues to explore and preserve
our built heritage. Many heritage assets
are in a state of disrepair, unrecognized,
underutilized or unprotected. Without
recognition, these valuable destinations
will disappear from our collective history.
Ensure Long-term Funding. Trails are
essential public infrastructure and require
ongoing funding to account for their full
lifecycle costs. Increasing trail use will result in
greater costs associated with trail planning,
design, implementation and maintenance.
Investment must be coordinated between
trail building partners to make the most
efficient use of limited funding for trails.
All levels of government need to prioritize
investment in trails to highlight their
commitment to supporting healthy living,
active transportation, climate change
mitigation and complete communities.
�, _ _ - .�
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Trail Strategy for the Greater Toronto Region
Destinations
The Greater Toronto Region Trail Network
features an abundance of significant regional
destinations. Ten areas, in particular, provide
the essential combination of conservation
area properties, regional trails, places of
interest, amenities and transit access.
Investment in these destinations will further
enrich the trail experience.
Hills of the Headwaters
At the convergence of the Oak
Ridges Moraine and the Niagara
Escarpment, the Hills of the
Headwaters are the source of all
rivers in the Humber Watershed in
Peel Region. Glen Haffy and Albion
Hills conservation areas and the
Bolton resource management tract
are linked by the iconic Bruce, Oak
Ridges and Humber trails. Rugged
nature is contrasted with charming
restaurants, shops and amenities
in the nearby communities of
Palgrave and Bolton, in the Town
of Caledon. The area is supported
by The Hills of the Headwaters
Tourism Association, a regional,
non-profit organization that
supports local tourism.
Context
Forested Headwaters
A trail lover's paradise, the Forested
Headwaters contain over 100
kilometres of trails in the largest
interior forest habitat in the
GTA. This destination in Durham
Region is comprised of a cluster of
conservation lands, known as the
East Duffins Headwaters, totaling
over 1,400 hectares. As Durham's
most popular destination for hiking
and mountain biking, the internal
trail system is well-established and
carefully maintained by several
trail organizations. The Town of
Uxbridge, "Canada's Trail Capital",
features amenities and services
which support the high-quality
trail experience of the area.
page 70/71
Kettle Lakes
Encompassing over 600 hectares
of open space, parks and
conservation lands straddling the
Humber and Rouge watersheds,
the Kettle Lakes are one of the
most picturesque destinations in
York Region. Formed by retreating
glaciers over 13,000 years ago, this
destination features a distinctive
undulating topography known
as kame-and-kettle. Centered
around the Oak Ridges Corridor
Conservation Reserve (ORCCR),
this landscape is dotted with
wetlands, ponds and lakes,
including Wilcox Lake and Bond
Lake. Hiking or cycling along the
Oak Ridges Trail allows people
to experience this rich, moraine
landscape in Richmond Hill.
Trail Strategy for the Greater Toronto Region
Humber Valley Wilderness
In the wide valley of the Humber
River, a magnificent corridor of
forests, valleys and meadows is
formed by the Nashville Resource
Management Tract and the
Kortright and Boyd Conservation
Areas in York Region. This
landscape features upland and
bottomland forests, meadows,
former agricultural fields, wetlands
and small tributaries that feed
the main stem of the upper
Humber River. The historic town
of Kleinburg and the renowned
McMichael Canadian Art Collection
draw residents and visitors to
the community of Woodbridge
to experience this iconic scenery
connected by the celebrated
Humber Trail. Significant
investment in this destination area
is currently underway.
Black Creek Parklands
Located within the naturalized
section of the 45 -kilometre Black
Creek Ravine System, the Black
Creek Parklands are a greenway
of trails, forests, parks and open
space. Bisecting industrial lands
and residential neighbourhoods,
the Parklands are located within
easy walking distance of Black
Creek Pioneer Village station,
eight schools and thousands of
local residents in one of the most
densely populated neighbourhoods
in Canada's largest city. The
Black Creek Trail provides a
well-established multi -use trail
connection through the Parklands
to York University, Tennis Canada,
Black Creek Farm, Black Creek
Pioneer Village and the future
Head Office of TRCA.
Context
Forks of the Don
Situated within the Don River
Valley in the City of Toronto, the
Forks of the Don is an oasis of
water and wildlife carving through
the urban landscape. The forested
ravine slopes feature a mature
canopy of oaks, maple, birch and
cedar. The Lower Don Trail, the
Pan Am Path and Taylor Creek
Trail wind through the ravine,
connecting communities around
the Don Valley to a network of
greenspace linking Sunnybrook
Park, Taylor Creek Park and
Crothers Woods. Located within
walking distance of Broadview
Station and the future Sunnybrook
Park Stop, this destination also
features cultural destinations,
including Todmorden Mills, the
Ontario Science Centre and the
Brick Works community hub.
page 72/73
Rouge National Urban Park
Canada's first national urban park
and the largest urban park in North
America, Rouge National Urban
Park (RNUP) is a unique mosaic of
natural, cultural and agricultural
landscapes in York and Durham
Regions and the City of Toronto.
Over 8,000 hectares, the park
stretches from Lake Ontario to the
Oak Ridges Moraine and features
working farms, Carolinian forests,
marshes and beaches that may be
explored along the Rouge Trail and
the Blue Trail through the Rouge
Marsh. In close proximity to RNUP,
the historic Seaton Trail hiking
trail and the active transportation
corridor of The Meadoway provide
linkages to the growing communities
of Scarborough, Markham, Pickering
and Uxbridge. At its southern extent,
the Waterfront Trail connects into
RNUP and is easily accessed by the
Rouge Hill GO.
Trail Strategy for the Greater Toronto Region
Lake Ontario Waterfront
The Lake Ontario Waterfront is a
wondrous linear destination featuring
dynamic waterfront parks that are like
jewels along the green and blue necklace
of the Waterfront Trail and Blue Trails.
The shoreline is undergoing natural habitat
restoration and revitalization to support public
access and waterfront recreation. In our
region, this trail links over 70 kilometres of lake
frontage from Etobicoke to Ajax, connecting
the western reaches of the Arsenal Lands and
Marie Curtis Park through Humber Bay Parks
across the Central Waterfront, the Beaches
and Tommy Thompson Park past Ashbridge 's
Bay, the Scarborough Bluffs and East Point
Park to the eastern reaches of Port Union
Waterfront Park, Rotary Frenchman's Bay
and Paradise Park. Within this waterfront
experience, three areas stand out as
remarkable regional destinations: Humber
Parklands, Scarborough Bluffs and the
Toronto Harbour.
There are also a number of new and evolving
destinations in our growing region. The New
Seaton community in Pickering, Claireville
Conservation Area in Brampton, Bolton
Camp in Caledon and the northern reaches
of Rouge National Urban Park in Markham
are all destination development hot spots
experiencing current or coming intensification.
In the near future, these locations will require
investment in trails and amenities to support
the increasing nature -based recreational
needs of the surrounding communities.
Humber Parklands
Formed by a corridor of greenspace
in the Humber River floodplain that
culminates in two peninsulas along
the mouth of the Humber River,
the Humber Parklands provide an
idyllic greenspace in the west end of
Toronto. The parklands stretch from
the parks and sports fields of Eglinton
Flats in the north through the wildlife -
rich Humber Marshes toward the
constructed headlands of Humber
Bay Park along the urban waterfront
of Lake Ontario. Easily accessed by
Mimico GO, Old Mill station or the
future Mount Dennis station along
the Eglinton Crosstown, this urban
destination offers places to picnic
and recreate in nature. The Humber
Parklands are enjoyed by thousands
who traverse the picturesque routes
of the Waterfront Trail and the
Humber Trail, part of the official route
of the Pan Am Path. In addition to
land-based recreation opportunities,
the area also offers water-based
activities including boating, canoeing,
kayaking and fishing.
Context
Toronto Harbour
Protected by the Toronto
Islands in the downtown core of
Toronto, the Toronto Harbour
is a bustling marine landscape.
The Waterfront Trail, The Great
Trail, the Lake -to -Lake Trail and
sections of the Pan Am Path
carry thousands of residents and
visitors to major natural and
cultural attractions along the
harbourfront. Fort York National
Historic Site, The Harbourfront
Centre, Queens Quay, Sugar
Beach, The Distillery District, and
Corktown Common animate the
lakefront harbour and beachscape
with endless opportunities for
cultural engagement. Extending
into Lake Ontario, the Toronto
Islands and Tommy Thompson
Park connect us to nature and
some of the best opportunities
in the city to view wildlife.
page 74/75
Scarborough Bluffs
The Scarborough Bluffs are an
iconic natural wonder located
at the doorstep of Canada's
largest city. Soaring up to 90
metres above the Lake Ontario
Waterfront, they offer strikingly
beautiful natural greenspaces
and support increasingly rare
habitats for a wide variety of fish,
birds and other wildlife. Linking
over 11 waterfront parks across 15
kilometres of bluffs, the Waterfront
and Highland Creek Trails offer
opportunities for people to safely
explore this unique segment of
the Lake Ontario shoreline. Atop
the Bluffs is situated the newly
restored Guild Park and Gardens,
featuring a historic sculpture
garden, restaurant and event
centre. Accessed by Eglinton
and Guildwood GO stations, the
Scarborough Bluffs offers some
of the best beaches, gardens,
sports and recreation facilities and
parklands for trail users, including
paddlers, to enjoy.
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Strategic
Objectives,
Initiatives
and Actions
r The following Strategic
Objectives - and the associated
nitiatives and Actions for
each - have been developed to
meet the challenges associated
with trail development in
the Greater Toronto Region.
These directions will guide
TRCA and partners toward
achieving the overarching
vision of the Trail Strategy.
Trail Strategy for the Greater Toronto Region
Organize effective trail leadership.
Regional trails extend beyond municipal
boundaries, involving many partners.
To build the Greater Toronto Region
Trail Network, we must organize and
undertake a coordinated internal and
external approach.
Establish an internal
Trail Working Group to guide the
implementation of the Strategy and
provide input on corporate level operations
pertaining to trail development at TRCA.
An internal Trail Working Group is necessary
to guide the phased implementation of the
Strategy in a fiscally responsible manner
and to ensure that trail -related activities are
coordinated across the organization. The Trail
Working Group will coordinate the Strategy
across business units, including developing a
work plan and a financial plan to deliver the
Strategy. In addition to providing input on
corporate level operations relating to trails
development, the Trail Working Group will
also coordinate the establishment of the Trail
Leaders Round Table (see Initiative 1.2).
A member of TRCA's Senior Leadership Team
will be assigned to the Trail Working Group to
act as an executive sponsor, helping provide
guidance in the formation and operation of
the group. Each division within TRCA will be
represented to ensure that decision-making
is distributed and cross -divisional. Decisions
made by the group will be communicated to
TRCA's Senior Leadership Team as well as to
the Trail Leaders Round Table. A member
from the group will represent TRCA at the
Trail Leaders Round Table and will provide
regular communication and interaction
between both groups.
Actions:
A. Consolidate the Trail Working Group and
formalize its mandate.
B. Develop a work plan and a financial plan
to coordinate the delivery of the Strategy
across business units.
C. Pursue and obtain sustained operating
funding to administer the Strategy.
Strategic Objectives, Initiatives and Actions
Form an external Trail
Leaders Round Table as a regional alliance
to promote knowledge -sharing, build
capacity, support representation and
focus fundraising efforts in support of
the Strategy.
Other successful trail strategies in the
province have all started with collaborative,
organized trail leadership, including the
Ontario Trails Council, the Hamilton -
Burlington Trails Council and Discovery
Routes. Coming together as a formal alliance
promotes knowledge -sharing, builds capacity,
focuses fundraising efforts and facilitates
representation from a range of community
perspectives. Coordinating partnerships
through a funded representative body will
support consensus -building and ensure
decisions with regional impact are made
equitably. It will also create opportunities
to ensure that contributions from all groups,
particularly Indigenous communities, are
included. Partners include staff from the
regions and municipalities, neighboring
Conservation Authorities, federal and
provincial agencies, Indigenous community
leaders, grassroots organizations and
private businesses.
page 78/79
In 2017, TRCA adopted the Community
Engagement Strategy along with a new
citizen governance model, including the
Regional Watershed Alliance (RWA). The
RWA is an advisory and action -based
committee comprising diverse community
members from across the Toronto Region
who contribute their unique perspectives
and capabilities. This Strategy recommends
including a representative from the RWA
on the Trail Leaders Round Table to ensure
that citizen engagement opportunities are
identified and coordinated.
Actions:
A. Formalize Trail Leaders Round
Table mandate, functions and
joint funding model.
B. Set priorities, based on assigned Actions
(see Workbook Section 04: Action Plan).
C. Align Capital Projects with respective
organizational programs, budgets and
implementation timelines.
Trail Strategy for the Greater Toronto Region
Prioritize trail and destination area capital projects.
Trail and destination infrastructure
investment at a regional scale involves
complex and competing priorities.
Investment includes both trail
construction and the delivery of trail
facilities and amenities to enhance
destinations.
Amenities may include parking,
washrooms, warming huts, benches,
trailheads, signage, wayfinding devices,
bike racks, water fountains or water
bottle refill stations, trash and recycling
containers, first aid supplies and maps.
Validate the trail and
destination investment criteria.
This Strategy puts forward a draft set
of investment criteria for trail gap and
destination areas to identify priority areas
for investment and guide us toward
meaningful expansion of the network
(see Trail Gap Investment Criteria and
Destination Investment Criteria page
108). The Trail Working Group will evaluate
and confirm these criteria. This approach will
ensure that investment in trail and destination
development is targeted strategically,
according to our criteria.
Fully connecting the Greater Toronto
Region Trail Network and establishing a
standard level of trail amenity will make
the trail experience safer, more enjoyable
and accessible. This objective proposes a
methodology to prioritize investment in
trails and destinations.
Actions:
A. Validate the Trail Gap and Destination
Investment Criteria (see Investment
Criteria page 108).
Strategic Objectives, Initiatives and Actions
Finalize the trail and
destination area capital project lists.
Based on the validated Trail Gap and
Destination Investment Criteria, each
candidate trail and destination capital
project has been assigned an implementation
priority of short-term, medium-term or long-
term. The Trail Working Group will evaluate
and confirm these candidate lists and the
corresponding implementation priorities. The
Group will perform high-level cost analysis for
the confirmed capital projects and develop a
corporate financial plan to secure sustained
operating and capital funding to coordinate
and deliver projects through a corporate -wide,
multi-year approach.
Actions:
A. Finalize the prioritized capital projects
lists in consultation with our municipal
colleagues (see Workbook Section 01:
Trail Capital Projects: Candidate List, and
Section 02: Destination Area Capital
Projects: Candidate List).
Develop a business plan
to deliver trail and destination capital
projects in partnership with our municipal
trail colleagues.
Once the Trail and Destination Capital Project
Lists are finalized, the Trail Working Group will
develop a business plan to complete these
projects. Creating a business plan will involve
performing high-level cost analysis for the
confirmed capital projects and developing
a financial plan to obtain funding and
implement capital projects with our partners.
Actions:
A. Perform high-level cost analysis for
candidate capital projects.
B. Develop a corporate -wide work plan to
deliver capital projects across divisions.
C. Develop a financial plan to obtain
funding to deliver capital projects.
D. Pursue and obtain capital funding to
deliver trail projects in partnership with
municipal trail colleagues.
Trail Strategy for the Greater Toronto Region
Promote greater trail use and awareness.
Improved awareness about our regional
trail network, its value and benefits
will improve the trail experience and
retain and attract trail users. The City
of Toronto recently completed a business
case outlining the benefits of their TO360
wayfinding system. For every dollar
invested, almost four dollars would be
returned in transportation benefits
(including capital costs and maintenance)
over the 25 year lifecycle of the project.
it Implement a
wayfinding plan for the Greater
Toronto Region Trail Network.
We must clearly convey information about
the nature of the Greater Toronto Region Trail
Network for enhanced navigation. Informing
the public about how to access and properly
use our regional trail system is essential to
successful trail management. Information
should include: directions to trailheads and
access points, descriptions of trails and
features as well as accessibility, etiquette,
educational and safety information. This
information helps protect both trail users and
the sustainability of the trail. Good wayfinding
design will help address many of the
challenges we face (see Challenges page 67).
A similar wayfinding plan and
communications plan for the Greater
Toronto Region Trail Network would
also deliver additional benefits, such as
increased tourism spending, reduced
emissions through reduced auto use,
a more attractive public realm and
improved health due to increased walking.
To kick-start this initiative, a digital and print
map will be produced as a complement
to this Strategy. A comprehensive
wayfinding plan for the Greater Toronto
Region Trail Network should follow, to
facilitate improved use of the network.
Actions:
A. Produce a digital and print map of the
Greater Toronto Region Trail network
to provide clear wayfinding information
for improved user orientation
and experience.
B. Implement a comprehensive wayfinding
plan for the Greater Toronto Region trail
network.
Strategic Objectives, Initiatives and Actions
C. Explore new forms of technology to
improve approach to natural and cultural
interpretation on trails.
D. Engage in a pilot project to test the
Provincial Trail Classification system,
upon its release.
Implement a
communications campaign for the
Greater Toronto Region Trail Network.
A communications plan is a key component
to raising awareness about the value of the
Greater Toronto Region Trail Network. It will
help to secure ongoing funding, generate
support, promote the network and support
local municipalities and businesses. This
Strategy recommends the Trail Leaders Round
Table partner on funding a communications
campaign for the Greater Toronto Region
Trail Network that builds on existing trail
promotion efforts. This campaign should
highlight trip planning opportunities for a
range of abilities and experiences, including
options for unique, exciting and well -serviced
multi -day trail excursions across the network.
It should communicate a range of unique,
exciting and well -serviced single and
multi -day trail itineraries in the Greater
Toronto Region Trail Network that
accommodates a range of abilities and
experiences. Partnering with private
businesses that support amenities (such as
lodging, restaurants and equipment rentals)
and tourism organizations would further
support this initiative.
page 84/85
Actions:
A. Implement a communications campaign
for the Greater Toronto Region Trail
Network that builds on existing trail
promotion efforts by TRCA and partners.
B. Where needed, partner with
municipalities, tourism agencies
and private businesses to promote
destinations (see Destinations
page 70) within the Greater
Toronto Region Trail Network.
Trail Strategy for the Greater Toronto Region
Build a sound knowledge base.
The way people are using trails is changing
and evolving. Our regional trails are often
used for both recreational and active
transportation -based purposes in both
greenspace and in our transportation
networks. The relationship between these
uses and their cumulative impact must
be better understood to improve trail
network planning and design. Studying
broader usage patterns across our regional
transportation network, including the
association between trail, road and
transit systems, will provide a more
comprehensive understanding of how
people are moving about during their
daily lives.
Our knowledge base also depends on
up-to-date terrestrial monitoring,
including biological inventories and
assessments. Continued and enhanced
ecological data collection and monitoring
will provide critical existing conditions
information to inform trail planning
and management within the context
of our urbanizing environment. This
comprehensive analysis is critical to
planning a sustainable, multi -modal
regional trail network that is both
integrated into the larger regional
transportation network and consistent
with TRCA's The Living City Policies.
Strategic Objectives, Initiatives and Actions
Invest in a comprehensive
regional trail data program.
Currently, TRCA's Trail Monitoring and
Assessment program provides data collection
for TRCA-owned and managed trails within
the Greater Toronto Region. Standardizing
data collection, administration and analysis,
as well as sharing this information between
regional recreation and transportation delivery
partners, will improve the design and quality
of the Greater Toronto Region Trail Network.
Digital assessment tools and measurement
devices are utilized to collect the following
trail data: alignment, conditions, slope,
cross -slope, surface type, surface hardness,
obstacles and hazards. This data is utilized to
inform the planning, design and management
our trail network and infrastructure.
The TRCA Trail Monitoring and Assessment
program must be expanded to have the
capacity to collect and assess the growing
volume of trail data. Additionally, data
regarding trail, road and transit networks,
including mobility hubs, must be shared and
analyzed comprehensively to understand the
relationships and connection opportunities
within our larger transportation system.
We must continue to invest in and expand
this program, as well as complementary
GIS resources and capacity, to monitor,
assess and report on current trail
conditions and to facilitate strategic
planning and adaptive management.
Developing a standardized methodology
among regional transportation partners
will improve effective use of trail data.
page 86/87
Actions:
A. Expand TRCA's Trail Monitoring
& Assessment program and
explore integration with TRCA's
Terrestrial Monitoring program.
B. Develop a standardized system of
data collection, administration and
analysis for TRCA and regional trail
partners to collect and communicate
trail and terrestrial data.
C. Study broader usage trends and
connections between local and
regional trail, road and transit systems
to design a comprehensive and
resilient regional trail network that
supports complete communities.
D. Provide the Greater Toronto Region
Trail Network Concept Plan in the
TRCA Data Viewer as a reference to
inform and assist TRCA staff as trail
planning initiatives arise. Refresh
on a regular basis with updates.
Trail Strategy for the Greater Toronto Region
Partner with domain
experts and educational institutions
to better understand trails.
New and exciting ways in which people
are using trails has made it necessary to
rethink how trails are planned, developed
and managed. In order to be resilient and
capitalize on the opportunities presented
by these changes, innovative research is
needed to ensure that trail managers can
more effectively guide trail development
and facilitate maintenance. The success
of our trail system depends on our ability
to understand environmental, economic
and social impacts of trails and to
adaptively manage our trail network.
Additionally, there is a need to research the
impact of recreation on the biodiversity
of natural areas. Sound data and a better
understanding of how trails impact the
complex systems through which they pass
will help us access our natural spaces
in a more sustainable way. Possible
collaborative research areas could include
how design factors (including trail width,
trail configuration, trail density and user
numbers) affect measures of biodiversity,
user experience and the economics of trails.
Further research could investigate different
trail management techniques to optimize trail
design and operation within natural areas.
To accomplish this, partnerships should
be established to share resources and
capitalize on investigations that improve
the development and management of trails
as it relates to supporting biodiversity.
Actions:
A. Undertake a targeted Trail Ecology Study
to help inform the balance between trail
use and ecological health over time.
B. Map future growth projections
against the proposed Greater Toronto
Trail network to identify potential
development opportunities and
carrying capacity hot spots.
C. Continue to implement sustainable
trail planning, design, construction
and management best practices.
D. Explore partnerships with educational
institutions to assist in trails research.
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Trail Strategy for the Greater Toronto Region
Prioritize trail and destination area capital projects.
We must seek a balance between
enjoyment and protection of our natural
and cultural heritage through trail siting,
design, construction, programming and
operations that prioritizes ecological
integrity. The Living City Policies outlines
TRCA's environmental planning objectives,
goals and policies for non -motorized trails
in Recreational Use and Recreational
JOJJ�ill Protect, restore and
enhance habitats through sustainable
trail development.
Trail design should prioritize ecosystem
health. TRCA Planning Ecology staff should be
engaged throughout the trail project lifecycle
to provide input on ecological protection and
enhancement of surrounding habitat. Siting,
design and operation of trails should avoid,
mitigate and/or compensate for impacts to
the natural system. Trails should be routed
to avoid critically sensitive habitat, as well as
natural features and areas where flooding
or soil conditions prohibit sustainable trail
design. In addition, this Strategy recommends
identifying and protecting critical habitat
reserves where sensitive species can retreat
to avoid disturbance from trail use. Trail
planning, development and management
projects should integrate habitat restoration
and environmental enhancement initiatives.
Trail construction should be undertaken in a
Use Policies. Existing and proposed
trails within TRCA-owned and regulated
areas should be planned, developed
and maintained in a manner consistent
with TRCA's The Living City Policies.
Maintaining this balance also requires
growing our natural system in tandem
with the projected urban growth of
our region.
way that minimizes environmental impact
and maximizes long-term sustainability.
Proper site planning, scoped environmental
studies and the incorporation of best
management practices for site construction
and future maintenance can generally
minimize impacts of trails to negligible levels.
Sustainable trail development is also
dependent upon sound technical design
standards. The TRCA Trail Planning and
Design Guidelines (1992) have been an
invaluable resource to facilitate responsible
trail building in our region. Since the release
of the Guidelines, the trail landscape has
changed significantly and our understanding
of sustainable trail development has evolved.
In response, an update to the Guidelines,
which will henceforth be known as the TRCA
Trail Handbook, will include current best
practices, address new user groups and trail
types, incorporate newly recognized industry
standards for trail design, construction
Strategic Objectives, Initiatives and Actions
and classifications, reflect new provincial
accessibility legislation that impacts trail
design and standardize design practices
relating to trail development at TRCA.
Actions:
A. Plan, develop and maintain existing and
proposed trails within TRCA-owned and
regulated areas in a manner consistent
with TRCA's The Living City Policies.
B. Identify "no-go" zones for
critically -sensitive ecological areas
based on the Trail Ecology Study.
C. Develop the TRCA Trail Handbook.
Trail Strategy for the Greater Toronto Region
MEMEM Finalize the trail and
destination area capital project lists.
TRCA will be developing a Greenspace
Strategy to guide the acquisition, planning,
development and management of
greenspace in the current landscape of
urban intensification. The Greenspace
Strategy will address ways to secure more
greenspace to grow our natural system,
accommodate growth and provide trails.
This Strategy recommends employing the
future TRCA Greenspace Strategy to secure
additional greenspace and provide proposed
trail corridors identified in the Trail Strategy,
where property acquisition and subsequent
ecological enhancement would be beneficial
to the natural system. Employing this
Strategy to identify and support beneficial
land acquisition opportunities through the
Greenlands Acquisition Project for 2016-2020
(GAP) (TRCA, 2015) will also support the
growth of our natural system. Where possible,
TRCA and partners should seek to expand and
enhance the natural system in conjunction
with trail planning, design, implementation
and maintenance activities.
Actions:
A. Employ the Trail Strategy to identify
and support land acquisition
opportunities through TRC4s Greenlands
Acquisition Project, where feasible.
B. Employ the future TRCA Greenspace
Strategy to secure additional
greenspace and provide proposed
trail corridors identified in the
Trail Strategy, where feasible.
C. Incorporate expansion and
enhancement of the natural system
into all trail projects, where possible.
Strategic Objectives, Initiatives and Actions
Identify opportunities
for trail -based cultural heritage
programming.
The origins of the Greater Toronto Region
Trail Network trace back to early Indigenous
people who established the Carrying Place
Trail, joining Lake Ontario to the upper
Great Lakes, attracting European explorers
to the region and setting the stage for the
development of the Greater Toronto Area.
In recognition of its significance to Canada's
Indigenous and settler history, the Humber
River is now designated a Canadian Heritage
River by the Federal government.
Trails connect us to our rich Indigenous and
settler history. They present opportunities
for reflection and self-awareness. This
awareness can help foster relations and
greater acceptance of diverse cultural origins.
Celebrating the vibrant cultural heritage in
our region will engage and educate trail users
about our past, present and future.
page 92/93
Actions:
A. Invest in cultural heritage interpretation
of the Humber River as a Canadian
Heritage River and its connection to the
Carrying Place Trail (The Humber Trail).
B. Collaborate with Indigenous communities
to develop cultural heritage programs
that respect and share traditional
Indigenous ways and beliefs.
C. Support event programming, storytelling
and educational opportunities to engage
all communities in celebration of our rich
Indigenous and settler history.
Trail Strategy for the Greater Toronto Region
Promote meaningful community engagement.
Indigenous peoples, volunteers and
grassroots organizations are key partners
in creating and managing our regional
trail network. Working in partnership,
meaningful places within our regional trail
network can be created to respect and
celebrate Indigenous ways and beliefs,
improving the quality of life, for present
and future generations. We must support
all community members as leaders in trail
and greenspace stewardship.
i Develop and support
trail community stewardship
programs to support trail building,
monitoring and maintenance.
Volunteers make key contributions to trail
planning, construction, maintenance,
oversight and promotion. We must continue
to foster relationships with our robust network
of volunteers to support trail stewardship in
local communities. This Strategy proposes
that TRCA support volunteer associations
in the development of a Trail Ambassador
Program to coordinate volunteer activities
relating to trail monitoring and maintenance.
The Community Engagement Strategy
outlines TRCA's civic engagement
objectives, goals and policies for
facilitating community and partner
engagement. All engagement initiatives
proposed in this Strategy should be
developed and refined in a manner
consistent with the CES and the future
TRCA Consultation Office.
Actions:
A. Work with existing volunteer
organizations to develop the Trail
Ambassador Program.
B. Offer trail monitoring and maintenance
programs to volunteers to grow our
network of trail stewards.
Strategic Objectives, Initiatives and Actions
Design community
engagement programs that
enhance the trail experience.
Engaging in activities on trails gets people
outdoors, experiencing the beauty of the
natural environment and connecting with
community members in new ways. Trails set
the stage for land-based education while
facilitating healthy recreational pursuits.
Using trails as venues for activities and
programs that promote community health,
cultural appreciation and togetherness
positively animates our natural public realm.
Encouraging community groups to take
advantage of trail networks for their activities
and programs cements the recognition of
trails as key infrastructure assets,
fostering broad-based community
appreciation for trails.
Facilitating environmentally -responsible
ways for people to engage with our
streams, rivers and lakes will also enable
a wider range of people to enjoy outdoor
water-based activities. The establishment of
waterfront recreational nodes at significant
City of Toronto waterfront parks has
already improved how people access
Lake Ontario and take part in various
water-based recreational activities, such
as fishing, kayaking, canoeing and paddle
boarding. These nodes incorporate launches
appropriate for small vessels and allow the
public to safely explore the waterfront, while
discouraging shoreline trampling, allowing
for significant shoreline regeneration. TRCA
will continue to work with the City of Toronto
to support waterfront recreational nodes at
waterfront parks and work to expand the
program in collaboration with our government
page 94/95
partners and community partners. TRCA
will also work with our waterfront municipal
partners to establish conceptual safe paddling
routes between recreational nodes that will
link our lakes, rivers and shorelines together.
Actions:
A. Collaborate with Indigenous communities
to develop community engagement
programs that celebrate and promote
Indigenous ways and beliefs.
B. Partner with community organizations
in developing trail -based engagement
programs that support active
living and social inclusion.
C. Invest in the study, expansion and
programming of the Blue Trail network.
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Trail Strategy for the Greater Toronto Region
Support complete communities.
In order to support complete communities,
our region needs a trail network capable
of providing convenient access to both
recreational experiences and active
transportation travel options.
Betterintegrate
land use and trails planning.
Complete communities meet people's
needs for daily living throughout an entire
lifetime by providing convenient access to an
appropriate mix of jobs, transit, local services,
local food centres, a full range of housing
and community infrastructure, including
affordable housing, schools, recreation and
open space for their residents. Trails link
people to recreational experiences, as well as
to schools, workplaces and other destinations.
Trail planning is as essential as traffic planning
to building complete communities and
requires a similar level of priority in municipal
planning. Integrating trail development
into community land use planning will
help build local and neighbourhood
connections into the regional trail network.
Studying broader usage patterns across our
regional transportation network, including
the association between trail, road and
transit systems, will support more integrated
land use planning in support of complete
communities. This Strategy recommends
representing and incorporating the proposed
Greater Toronto Region Trail Network into
Regional Transportation Plans, Municipal
Official Plans, Transportation Master Plans
and Recreational Trail Master Plans to align
land use and planning efforts and capitalize
on development opportunities in support of
trails. In addition, this Strategy recommends
connecting the Greater Toronto Region Trail
Network with Metrolinx's proposed mobility
hubs. Metrolinx defines these mobility hubs
as places of connectivity between regional
and rapid transit services, where different
modes of transportation come together
seamlessly. They have (or are planning to
have) an attractive, intensive concentration of
employment, living, shopping and enjoyment
activities around a major transit station.
There are two types of mobility hubs identified
in The Big Move: Anchor Hubs and Gateway
Hubs. Anchor Hubs are major transit station
areas associated with an urban growth
centre (as defined in the Province's Growth
Plan for the Greater Golden Horseshoe).
Gateway Hubs are major transit station
areas located at the interchange of two
Strategic Objectives, Initiatives and Actions
or more current or planned regional rapid Promote the top
transit lines with anticipated high levels of 10 destinations in the Greater
ridership. As some of these mobility hubs Toronto Region Trail Network.
exist in areas of environmental sensitivity, we
must strive to mitigate their impact to the
natural system through the Environmental
Assessment (EA) planning process.
Actions:
A. Work with regional trail partners to
implement the proposed Greater Toronto
Region Trail Network through Regional
Transportation Plans, Municipal Official
Plans, Transportation Master Plans
and Recreational Trail Master Plan..
B. Connect the Greater Toronto Region Trail
Network with proposed Mobility Hubs.
Strive to mitigate impacts to the natural
system through the Environmental
Assessment (EA) planning process.
C. Co -locate trails with infrastructure
design through the planning and
development approvals process.
D. Work with approval agencies to ensure
that permitting and development
approvals support the realization of the
Greater Toronto Region Trail Network.
E. Regularly review and adaptively update
Implementation Plans to reflect current
land use conditions, including property
acquisition updates to identify potential
connection opportunities early in the
planning and development process.
page 98/99
The top 10 destination areas in the Greater
Toronto Region Trail network offer distinctive
experiences with our natural and cultural
environments and provide the amenities
critical to a successful trail system.
The establishment of these destinations
provide exposure for communities,
promoting visitor and local activity and
catalyzing development that further
supports complete communities.
Destinations could be further enhanced
through the establishment of
Trail Centres. A Trail Centre is a regional
trails convergence point that offers a
well -serviced, actively -managed trail
amenity area with dedicated trail user
and visitor services. Within our existing
trail network, several locations have
organically become Trail Centres. This
Strategy recommends a Trail Centre be
identified and promoted within each
of the top 10 destination areas.
Actions:
A. Partner with interested municipalities,
communities, tourism agencies, private
businesses and trail organizations to
promote destinations.
B. Establish and invest in Trail Centres within
destination areas.
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Leveraging the development
process to secure trail project
funding and implementation
opportunities provides a
mechanism for execution.
r'`O`. R r
Trail Strategy for the Greater Toronto Region
Secure adequate and sustainable investment.
Trails are essential recreational and active
transportation green infrastructure
assets. They require sustainable and
regular investment to guarantee their
future. Regional trail projects are funded
from a variety of sources, as outlined
in Table 7.a.: Funding for Regional Trail
Projects. At TRCA, these sources include
TRCA revenues and occasional donations
and/or government grants.
Table 7.a: Funding for Regional Trail Projects
Of these sources, capital funding is
sourced from all three channels, yet
operating funding is sourced solely
from TRCA revenues. Financial resilience
will require a greater range of eligible
funding sources and leveraging the
revenue -generating potential of trails
and related facilities. In addition to these
sources, TRCA will continue to engage
with regional trail partners to capitalize
on future development opportunities that
maximize budgets, time and resources.
Source of Funds
Development Charges (DCs)
Development Plan Approvals and
Municipal Infrastructure EA Approvals
Donations / Sponsorships
Current Sources
Federal Gas Tax Fund (GTF)
Government Grants
Government Infrastructure Programs
Municipal Taxes
Revenues
Public -Private Partnerships (PPP)
Future Sources
Pay -Per -Use
Description
Development fees
Co-operative funding agreements obtained through
planning and development approvals processes
Funds received through Toronto and Region
Conservation Foundation (TRCF) and/or from trail
donation boxes, Donations and sponsorships received
from volunteer trail associations, the general public,
the private sector and donations directed through
municipalitie
Local infrastructure priority funding
Municipal, provincial or federal funding
Provincial or federal funding programs
Municipal operating and/or capital budgets
Municipal levies, capital, special projects
Co-operative funding arrangements, Site-specific
developer agreements
Trail user fees (parking, membership)
Strategic Objectives, Initiatives and Actions
Source sustained
funding for the Greater Toronto
Region Trail Network.
Trails require sustained investment from
both public operating and capital budgets
to address planning, design, construction,
operation, monitoring, maintenance,
programming and promotional costs. In
order to maintain their recreational and
active transportation functions, trails require
ongoing funding to be maintained in a
state of good repair and to achieve their
desired level of service. We must strive to
adopt the principles of asset management
in accounting for the full lifecycle of the
natural heritage monitoring, planning, design,
implementation and maintenance of trails.
This Strategy recommends developing a Trail
Lifecycle Costing Tool to fully account for
these activities in order to improve trail cost
analysis. In addition, the creation of a Trail
Maintenance Reserve Fund for ongoing trail
operations and maintenance expenditures
would improve our ability to adequately
maintain our existing and proposed trail
assets in a state of good repair. In addition
to capital funding for trail infrastructure,
implementation of this Strategy requires
ongoing operating funding to execute the
Initiatives and Actions outlined.
page 102/103
Actions:
A. Develop a Trail Lifecycle Costing Tool to
improve trail full -cost analysis.
B. Create a TRCA Trail Maintenance Reserve
Fund for ongoing trail operations and
maintenance costs.
C. Continue to pursue existing funding
sources and explore future funding
sources to establish and maintain
sustained investment in the Greater
Toronto Region Trail Network (see Table
7.a: Funding for Regional Trail Projects).
Trail Strategy for the Greater Toronto Region
Capitalize from investment
in new communities in support of trails
and greenways.
Many of the proposed trail and greenway
connections in the Greater Toronto
Region Trail Network require partnerships
with municipal partners, NGOs and the
development industry. Leveraging the
development process to secure trail project
funding and implementation opportunities
provides a mechanism for execution. The
inclusion, siting and design of trails should
be considered at the initiation of the
development process. With proper planning
from project outset, trails can be situated in
the most appropriate location for a particular
development area.
As Secondary Plans and Master Environmental
Servicing Plans (MESPs) are developed,
TRCA and partner municipalities should
be looking at opportunities to implement
the Greater Toronto Region Trail Network
plans to ensure that new neighbourhoods
are well connected to municipal parks
and our greenspace system. Negotiations
through the development process would also
include acquisition of major land holdings to
facilitate inter -regional trails and community
connections. Municipalities should work with
trail partners to ensure that short-term trail
routes and restoration opportunities are
implemented with development funding,
including Development Charges (DCs)
and Section 37 Agreements. Long-term
trail connections should be planned
through the Draft Plan subdivision
process and through infrastructure
Environmental Assessments (EAs).
Negotiations for trail funding and trail
maintenance reserves should also be part of
the growth area planning for these local and
regional trails and greenways.
In existing neighbourhoods, or in areas
that do not have upcoming development
opportunities, trail partners should
leverage existing budgets and new funding
opportunities through federal, provincial and
municipal funding programs that support
active transportation, climate change
adaptation and the creation of green
infrastructure. Past applicable provincial
funding programs have included: Climate
Change Action Plan (CCAP), the Ontario
Municipal Commuter Cycling Program
(OMCC), the Ontario Sport and Recreation
Communities Fund (OSRCF), Ontario Trillium
Foundation grants and Greenbelt Foundation
grants. Current applicable municipal funding
programs include: York Region Pedestrian
and Cycling Municipal Partnership
Program (YRMPP).
Strategic Objectives, Initiatives and Actions
Actions:
A. Through the Development Planning
process and infrastructure Environmental
Assessments (EAs), look to site- specific
agreements, Development charges
(DCs) where possible, and Section 37
Agreements, to obtain funding and
implementation opportunities in support
of trails and greenways.
B. Investigate federal, provincial and
municipal infrastructure funding programs
in support of trails and greenways.
C. Develop and negotiate trail maintenance
reserves as part of growth area planning
for new communities.
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Implementation
Our regional trail network
is the spine that supports
complete communities with
active living in nature.
:` 2
Trail Strategy for the Greater Toronto Region
Investment Criteria
This Strategy uses the following draft Trail
Gap and Destination Investment Criteria
frameworks to identify priority areas for
investment in the Greater Toronto Region Trail
Network (see below Trail Gap Investment
Criteria and Destination Investment
Criteria). Each proposed trail gap and
destination area is evaluated against these
frameworks and assigned a low, medium or
high implementation priority. This Strategy
recommends that the Trail Working Group
validate these criteria.
Trail Gap Investment Criteria
Greenspace
Where there is an opportunity
to connect to and/or acquire
greenspace
Population
Where there is an opportunity
to connect to neighbourhoods,
growth areas and/or employment
lands, particularly those that are
under -served
Transit
Where there is an opportunity
to connect to the regional
transportation network
Trails
Where there is an opportunity to
connect to the existing regional
trail network
Destination Investment Criteria
Amenities
Where additional amenities
are needed to provide a positive
recreational experience.
Management
Where increased management
is needed to support sustainable
recreational use.
Partnership
Where partnership would provide
investment to support destination
enhancement.
Programming
Where programming would
connect people with nature
and to each other.
Implementation
Capital Projects
To complete the Greater Toronto Region
Trail Network, this Strategy includes a
draft candidate list of prioritized trail gap
and destination area capital projects (see
Workbook Section 01: Trail Capital Projects:
Candidate List and Section 02: Destination
Area Capital Projects: Candidate List) to
inform capital planning efforts by TRCA and
municipal trail partners. Each candidate
capital project has been assigned a project
stage based on current status (see right
Project Stage Definitions). This Strategy
recommends that the Trail Working Group
finalize these capital projects lists. The capital
projects are illustrated in the proposed
implementation plans to complete the
Greater Toronto Region Trail Network
(see Workbook Section 03:
Implementation Plans).
Financial Information
Preliminary financial information regarding
trail unit costs and order of magnitude
estimates for trail construction projects are
included in the Workbook (see Workbook
Section 01: Preliminary Costing).
page 108/109
Project Stage Definitions
Planning
Project inception, master
planning, feasibility study,
environmental assessments.
Conceptual Design
Concept design,
permitting, agreements.
Detailed Design
Design development,
construction drawings,
tendering.
Construction
Implementation and close out.
Management
Ongoing maintenance,
operations and programming.
Making it
Happen
Our future decisions related
to the Greater Toronto Region
Trail Network will be based
on this Strategy. It is our goal
to empower the regional trail
community with a vision to
catalyze implementation.
C
The Trail and Destination
Capital Projects and the
Action Plan (see Workbook
Section 04: Action Plan)
provide a roadmap to
complete the Greater Toronto
Region Trail Network. These
plans provide key direction
and rationale for regional
trail partners to advance
trail building objectives
during the planning and
development process.
Organizing for Success
The Trail Strategy will only be accomplished
through collective effort to achieve collective
impact. All divisions within TRCA and
members of the regional trail community
have a role to play in implementing the
Strategy. The Trail Working Group and Trail
Leaders Round Table will serve to coordinate
these roles and execute the Action Plan.
Figure 9.a: Organizational Structure: Trails
illustrates this relationship.
V
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Making it Happen
page 112/113
Parks & C
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9�
Figure 9.a:
Organizational
Structure: Trails
`,�`es
aria
Trail Strategy for the Greater Toronto Region
Performance
Performance speaks to how well something
is being accomplished. As we move forward
with the Action Plan, we should measure how
effectively we are achieving our vision:
A complete regional trail network in
greenspace that connects our growing
communities to nature and to each other,
supporting active living and enhancing our
conservation legacy.
Based on our vision, this Strategy suggests
that the Trail Working Group explore
the following themes to establish Key
Performance Indicators (KPIs):
Network connectivity for example, total
percentage network connectivity achieved.
Trails that grow, enhance and protect
greenspace for example, percentage increase
of greenspoce.
Engagement with nature for example, level
of user satisfaction, and/or percentage of
repeat users.
These KPIs should also be aligned with
The Living City Report Card to facilitate
consistent reporting across corporate strategic
initiatives. Once KPIs are established, this
Strategy further recommends that the Trail
Working Group employ practices and tools to
communicate these performance indicators
at regular intervals and to make informed
decisions to adaptively achieve our vision and
strategic objectives.
Action Plan
The Trail Strategy is a call to action to
implement our vision for a fully -connected
regional trail network. The Action Plan
organizes the eight Strategic Objectives and
the associated Initiatives and Actions into
an implementation timeframe to be phased
across immediate, short, medium and
long-term time horizons. Metrics have been
generated to measure key outputs as the
Action Plan is implemented (see Workbook
Section 04: Action Plan).
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