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Home My WebLink About08-18 - Meeting Minutes - Board of Directors - Oct. 26, 2018Toronto and Region Conservation Authority Board of Directors Meeting #8/18 was held at TRCA Head Office, on Friday, October 26, 2018. The Chair Maria Augimeri, called the meeting to order at 9:44 a.m. PRESENT Maria Augimeri Chair Kevin Ashe Member Jack Ballinger Member Ronald Chopowick Member Vincent Crisanti Member Jennifer Drake Member Paula Fletcher Member Jack Heath Vice -Chair Jennifer Innis Member Maria Kelleher Member Mike Mattos Member Jennifer McKelvie Member Linda Pabst Member Michael Palleschi Member Anthony Perruzza Member Gino Rosati Member ABSENT Paul Ainslie Member David Barrow Member Glenn De Baeremaeker Member Chris Fonseca Member Michael Ford Member Brenda Hogg Member Colleen Jordan Member Jim Karygiannis Member Matt Mahoney Member Giorgio Mammoliti Member Glenn Mason Member John Sprovieri Member The Chair recited the Acknowledgement of Indigenous Territory. RES.#A160/18 - MINUTES Moved by: Jack Ballinger Seconded by: Jack Heath THAT the Minutes of Meeting #7/18, held on September 28, 2018, be approved. CARRIED 493 PRESENTATIONS 6.1 A presentation by John MacKenzie, Chief Executive Officer, TRCA, in regard to item 8.7 - Toronto and Region Conservation Authority (TRCA) Strategic Plan - Five Year Update. RES.#A161/18 - PRESENTATIONS Moved by: Maria Kelleher Seconded by: Ronald Chopowick THAT above -noted presentation 6.1 be received. CARRIED i • o Section I — Items for Board of Directors Action RES.#A162/18 - PROCUREMENT POLICY Approval of Toronto and Region Conservation Authority's Procurement Policy. Moved by: Linda Pabst Seconded by: Ronald Chopowick THAT the Toronto and Region Conservation Authority's (TRCA) Procurement Policy (herein Policy) be approved and take effect on January 1, 2019; AND FURTHER THAT the existing TRCA Purchasing Policy be repealed. CARRIED BACKGROUND As per Resolution #A129/13 at Authority Meeting #6/13, held on July 26, 2013, TRCA's Purchasing Policy was approved and the Policy is to be reviewed every five years. The Finance business unit led the review and update of TRCA's existing Purchasing Policy. The process was led by the Procurement Supervisor in consultation with external legal counsel, the Property and Risk Management business unit and an internal project team. The recommended Policy will take effect January 1, 2019. RATIONALE Funding for TRCA's business activities are derived from a variety of sources, including municipal levies, provincial and federal grants and various TRCA generated revenues. As a result, TRCA is subject to the following procurement agreements and directive outlined below, collectively "the guidelines": • Canadian Free Trade Agreement ("CFTA"); • Canada -European Union Comprehensive Economic and Trade Agreement ("CETA"); • Ontario -Quebec Trade Cooperation Agreement ("OQTCA"); and • Broader Public Sector Procurement Directive ("BPS Directive") The guidelines impose certain rules for the purchase of goods, services and construction when the estimated contract value meets or exceeds certain dollar thresholds. The Policy was reviewed with the intent to increase transparency and examine opportunities to create organizational efficiencies, while ensuring the Policy is compliant with the guidelines. To assist in the review, the policies of municipalities, regions, conservation authorities and universities were examined. The recommended Policy establishes a clear governance framework that provides direction and oversight for all procurement activities, with the objective of conducting all expenditures in a fair and transparent manner, while obtaining the best value possible. The recommended Policy includes the following general changes to the existing policy, as well as specific changes to expense authorization as it relates to limits and responsibilities of designated purchasing staff: General • Procedural items included in the existing policy have been removed and all procedural items will be included in the Procurement Procedures; • The recommended Policy incorporates the key requirements of the CFTA, CETA, OQTCA, and BPS Directive; • Schedules have changed to include non -application items, discriminatory procurement practices, expense authorization, competitive thresholds and related documents; • Competitive procurement thresholds reflect the requirements set out in the guidelines, particularly those for consulting services; • The term used for non-competitive procurement is Limited Tendering to be consistent with the guidelines, therefore, replacing the previously used Preferred Source and Sole Source terminology; • Items exempt from the expense authorization limits have been removed from the existing policy and will be detailed in the Procurement Procedures; • Bid irregularities and actions to remedy them are procedural in nature and have been removed from the existing policy; and • Authorization limits for the different stages in the procurement process are outlined for greater clarity, as highlighted below. Expense Authorization • The recommended Policy formally outlines authorization required during all aspects of the purchasing process (procurement planning and agreement, purchase orders and purchase requisitions) (Schedules C and D of the Policy); • Approvals are streamlined and do not distinguish between competitive, non-competitive and emergency procurement, however, there is a distinction between consulting and non -consulting services; • There is a higher level of risk associated with the procurement planning and award of contract stages, therefore, the majority of senior level approvals will occur during this stage, while approvals for regularly occurring purchase orders and payment requisitions are focused on managers and supervisors; • The recommended Policy clearly defines the designated staff levels and their authorization limits, rather than generally referring to CEO or designate for authorization to award; • Authorization limits increased for certain levels to be more closely in line with the review of other regional, municipal and conservation authority partner limits; and • Approvals from Procurement and Legal Services, Accounting Services, and Controller, and Chief Financial and Operating Officer are formally incorporated into the Policy. As a result of the recommended changes, staff anticipates a realization of organizational efficiencies and improved risk management. For example, an emphasis on procurement planning is expected to reduce any redundancy and administrative costs associated with conducting several procurement processes for the same or similar goods or services across the organization. An increase in certain authorization limits is also expected to expedite the procurement process for procurements less than $100,000. Finally, distributing key staff approvals throughout the process at the appropriate time, as well as including formal approval from Procurement and Legal services, are measures expected to improve TRCA's ability to effectively manage risk throughout the process. DETAILS OF WORK TO BE DONE The following represent key action items to be completed by January 2019 and following the approval of this Policy: • Continue with amendments to Procurement Procedures; re • • Train staff on changes to the Policy affecting agreements being entered into from January 2019 onwards; • Update existing procurement databases to reflect revised expense authorization limits and levels; • Improve TRCA's internal web page for updates to procurement processes (Staff Hub); • Update procurement and agreement templates; and • Review the Policy in five years or sooner if required. Report prepared by: Lisa Moore, extension 5846 Emails: Imooreptrca.on.ca For Information contact: Lisa Moore, extension 5846, Pamela Papadopoulos, extension 5973 Emails: ImoorePtrca.on.ca, ppapadopoulos(&trca.on.ca Date: September 10, 2018 Attachments: Link to Recommended Procurement Policy 497 RESMA163/18 - 2019 FEE SCHEDULE FOR PUBLIC FACILITIES AND PROGRAMMING Approval of Toronto and Region Conservation Authority 2019 Fee Schedule for Public Facilities and Programming. Moved by: Linda Pabst Seconded by: Ronald Chopowick THAT the 2019 Fee Schedule for Public Facilities and Programming be amended as set out in Attachment 1, and become effective January 1, 2019. CARRIED BACKGROUND Each year, staff conducts a review of the Toronto and Region Conservation Authority (TRCA) Fee Schedule for Public Facilities and Programming to determine if any changes are required. The review of fees takes into account the value of TRCA programs and facilities provided to customers and current market conditions such as comparable industry fees (e.g., Ontario Parks). Proposed changes are brought forward for Board of Directors consideration to ensure TRCA's ecological and social practices are maintained, which include providing inclusive recreation and education experiences to diverse communities while protecting natural and cultural assets. Staff propose to increase fees for selected programs and restructure the 2019 fee schedule to facilitate sustainable program offerings. RATIONALE The following outlines proposed amendments for the 2019 fee schedule, which are detailed in Attachment 1. A copy of the full proposed 2019 Fee Schedule for Public Facilities and Programming is provided as Attachment 2. The Access to TRCA Public Facilities policy is provided as Attachment 3. The proposed fee schedule changes will position TRCA to address the requirements of the Fair Workplaces, Better Jobs Act. It also allows TRCA to support the gaps in 2019 program delivery costs. Incremental rate increases are proposed in the following areas: • Increase fee for the youth rate at a conservation area in order to be more in line with the day camper fee at a conservation area; • Increase fee for the rental of a canoe, pedal boat or rowboat, per hour at a conservation area to support program delivery costs; • HST added to the day camper fee at a conservation area; • Increase camping fees at Albion Hills, Glen Rouge and Indian Line campgrounds to reflect the cost of program delivery, such as increasing rates for hydro and water services; • Update the wording for Black Creek Pioneer Village educational programs in order to recognize these programs are not offered exclusively to students; • Increase fee for the Dickson's Hill program (1860's school room experience) at Black Creek Pioneer Village to support program improvements. E O • FINANCIAL DETAILS It is anticipated that the expected TRCA revenue generated from all pricing changes will be $119,421.00. Approximately $40,317.00 will be generated from the youth rate increase; $4,779.00 from boat rentals; $74,325.00 from camping and $1,600.00 from the Black Creek Dickson's Hill program. Report prepared by: Jamie -Lee Warner, extension 6425 Emails: jwarnera(�trca.on.ca For Information contact: Derek Edwards, extension 5672 Emails: dedwardsC&trca.on.ca Date: September 14, 2018 Attachments: 3 E • • Attachment 1 -Changes to the 2019 Fee Schedule for Public Facilities and Programming Student program fees are effective September 2019 -August 2020 to coincide with the school year. 500 2018 Gross Item Description 2078 Base (Including 2019 Base 2019 Gross % Base % Gross Expected Expected Taxes) (Including Taxes) Increase Increase # of Fees TRCA Impact For general admission at 1 Conservation Areas, per day; 1.1 youth $ 2.65 $ 3.00 S 3.54 $ 4.00 33.58% 33.33% 45,300 5 40.317 For the rental of a 4 canoe, pedal boat $ 12.39 S 14.00 $ 15.93 $ 18.00 28.57% 28.57% 1,350 $ 4,779 or rowboat per hour For a permit to occupy an un. serviced 6 campsite, inclusive of general admission 6.1 Albion Hills, per $ 33.00 $ 37.29 $ 35.00 $ 39.55 6.06% 6.06% 1,480 $ 2,960 night. 62 Albion Hills, per $ 660.00 $ 745.80 $ 700.00 $ 791.00 6.06% 6.06% 3 $ 120 month 28 da s . 6.3 Indian Line, per $ 34.50 $ 38.99 $ 37.50 $ 42.38 8.70% 8.69% 825 $ 2,475 ni ht. 64 Indian Line, per $ 690.00 $ 779.70 $ 750.00 $ 847.50 8.70% 8.70% 1 $ 60 month 28 daysI. 6.5 Glen Rouge, per $ 33.00 $ 37.29 $ 37.50 $ 42.38 42.38% 13.65% 1,470 $ 6,615 night 6.6 Glen Rouge, per $ 660.00 $ 745.80 $ 750.00 $ 847.50 13.64% 13.64% 1 $ 90 month 28 days). For a permit to occupy a serviced campsite, with 7 water and 15130 amp hydro hook- ups, inclusive of general admission; 7.1 Albion Hills, per $ 38.50 $ 43.51 $ 40.50 $ 45.77 5.19% 5.19% 2,850 $ 5,700 night. 72 Albion Hills, per $ 770.00 $ 870.10 $ 810.00 $ 915.30 5.19% 5.19% 3 $ 120 month 28 days). 7.3 Albion Hills, per $ 2,695.00 $ 3,045.35 $ 2,945.00 $ 3,327.85 9.28% 9.28% 5 $ 1,250 season. 7.4 Indian Line, per $ 40.00 $ 45.20 $ 43.50 $ 49.16 8.75% 8.76% 2,810 $ 9,835 ni ht. 7.5 Indian Line, per $ 800.00 $ 904.00 $ 870.00 $ 983.10 8.75% 8.75% 95 $ 6,650 month 28 days). 7.6 Indian Line, per $3,200.00 $ 3,616.00 $3,495.00 $ 3,949.35 9.22% 9.22% 50 $ 14,750 season. 7.7 Glen Rouge, per $ 40.50 $ 45.77 $ 43.50 $ 49.16 7.41% 7.41% 4,520 $ 13,560 night. 7 8 Glen Rouge, per $ 810.00 $915.30 $ 870.00 $ 983.10 7.41% 7.4 1 % 50 $ 3,000 month 28 days) 500 Ex ected TRCA Impact from all Pricing Changes $ 121,081 501 For a permit to occupy a serviced campsite, with 8 water and 50 amp hydro hook-ups, inclusive of general admission; 81 Indian Line, per $ 45.00 $ 50.85 $ 48.00 $ 54.24 6.67% 6.67% 30 $ 90 ni ht. 82 Indian Line, per $ 900.00 $ 1,017.00 $ 970.00 $ 1,096.10 7.78% 7.78% 3 $ 210 month 28 daysl. 8.3 Glen Rouge, per $ 43.50 $ 49.16 $ 48.00 $ 54.24 10.34% 10.33% 460 $ 2,070 Hart. 84 Glen Rouge, per $ 870.00 $ 983.10 $ 970.00 $ 1,096.10 11.49% 11.49% 1 $ 100 month 28 da s . For a permit to occupy a serviced campsite with 9 water, hydro, and sewage hook-up inclusive of general admission; Indian Line with 30 9.1 amp hydro service, $ 45.00 $ 50.85 $ 48.00 $ 54.24 6.67% 6.67% 120 $ 360 per night. Indian Line with 30 92 amp hydro service, $ 900.00 $ 1,017.00 $ 970.00 $ 1,096.10 7.78% 7.78% 10 $ 700 per month (28 days). Indian Line with 50 9.3 amp hydro service, $ 50.00 $ 56.50 $ 53.00 $ 59.89 6.00% 6.00% 690 $ 2,070 per night. Indian Line with 50 94 amp hydro service, $1,000.00 $ 1,130.00 $1,080.00 $ 1,220.40 8.00% 8.00% 20 $ 1,600 per month (28 da s). For general admission to 18 Black Creek Pioneer Village, per day; for the Dickson's Hill School 18.8maximumnumber program to a $240.00 - $240.00 - $280.00 - $280.00-$400.00 16.67% 16.67% 40 $]1,600 $400.00 $400.00 $400.00 of twenty participants Ex ected TRCA Impact from all Pricing Changes $ 121,081 501 Attachment 2 TRCA 2019 Fee Schedule Public Facilities and Programming Discounts............................................................................................#7 Definition of Terms, items D1 to D3 Conservation Areas.................................................................................................................... items 1 to 16 Black Creek Pioneer Village..................................................................................................... items 17 to 19 Kortright Centre for Conservation............................................................................................ items 20 to 21 Memberships.................................................................................................................................. item 22-24 All fees listed in this Schedule take effect January 1, 2019. • General admission at Conservation Areas youth rate increased • The rate for the rental of a canoe, pedal boat or rowboat per hour increased • HST was added to the day camper fee at a Conservation Area • Camping Fees at Albion Hills, Glen Rouge and Indian Line Campgrounds increased • Wording was changed for item 18.6 and 18.7 • Black Creek Pioneer Village (BCPV) Dickson's Hill School program base rate increased Updated material may be distributed from time to time to include supplementary fees which are related to specific program activities, or to reflect changes to the schedule. 502 TRCA 2019 Fee Schedule - Definition of Terms 1 Age categories Four general age groups are used throughout the fee schedule as follows: Senior - any person sixty years of age or over. Adult - any person from fifteen to fifty-nine years of age. Youth - any person from five to fourteen years of age. Child - any person four years of age or under. Some exceptions to this general age categorization apply to specific fee schedule items and are detailed under those items. 2 Conservation Area The term Conservation Area applies to Albion Hills, Bruce's Mill, Boyd, Glen Haffy, Heart Lake and Petticoat Creek. Also included in this definition are the campgrounds at Albion Hills, Glen Rouge and Indian Line. For the purposes of this fee schedule, the definition does not include the Kortright Centre for Conservation or Black Creek Pioneer Village. 3 General admission General admission allows for basic access to a specified TRCA venue(s) during a designated operating period(s). Other fees may be charged in addition to, or in lieu of, general admission fees for certain facilities, programs or operating periods, as identified in this fee schedule or under various operating policies. 4 Group Camper Applies to members of an organized group staying overnight at a Conservation Area by permit. 5 Day Camper Applies to members of day -cares, day camps, schools or the like, who are visiting a Conservation Area, Black Creek Pioneer Village or Kortright Centre during the regular operating day. 6 Operating policies This fee schedule is provided as a general summary of fees applied by TRCA at its public use facilities and venues. It does not provide, nor is it intended to provide, complete information as to the various regulations and operating policies in effect at these facilities and venues which may relate to individual fee schedule items. Daily, seasonal and program operating schedules, and minimum group size requirements are among these policies. 7 Discounts, premiums and promotions Any fee may be subject to a discount, premium or promotion at the discretion of the respective Manager. Standard discounts include but are not limited to: DA At Black Creek Pioneer Village and Kortright Centre, fifteen percent (15%) off regular per person admission fees, subject to a minimum group size of twenty persons, exclusive of guided tours. D.2 A support person accompanying a person with a disability will receive free general admission to a maximum ratio of 1:1. D.3 Free general admission for Active Transportation users to TRCA Conservation Areas and the Kortright Centre as per TRCA Admittance Policy 503 8 Supplementary fees Not all fees are considered to be part of TRCA's fee schedule as approved by the Authority. Some are set independently of that schedule. The sale of retail merchandise or the provision of incidental services represents the most common examples of such fees. 9 Student Programs Student programs are designed for children aged 14 years and under. 10 Conservation Membership — all of TRCA public use facilities and venues, including all TRCA Conservation Areas, Black Creek Pioneer Village and Kortright, as well as Credit Valley Conservation (CVC) Conservation Areas. 11 Camping Permit This permit states that camping fees include camping for six individuals or a family, per campsite. 504 TRCA 2019 Fee Schedule - Contents active transportation users ......................... Conservation Areas ............................................................... D.3 aquatic facilities -daily admission Petticoat Creek, Heart Lake, Albion Hills ....................................... 13.0 anglingfee ..........................................................Glen Haffy ...................................................................... 2.0 boat rentals ................................................. Conservation Areas ............................................................... 4.0 camping - day campers .............................. Conservation Areas............................................................... 5.0 camping - group .......................................Albion Hills, Indian Line .......................................................... 11.0 camping - public camping .............Albion Hills, Glen Rouge, Indian Line ............................ 6.0, 7.0, 8.0, 9.0 camping - supplementary fees...... Albion Hills, Glen Rouge, Indian Line ............................................... 10.0 cross-country skiing - equipment rentals .......... Albion Hills.................................................................... 15.0 cross-country skiing - group rate ....................... Albion Hills .......................................................... 15.3, 15.4 cross-country skiing - trail fees ........................ Albion Hills .................................................................... 14.0 day campers ............................................... Conservation Areas.............................................................. 5.0 Dickson Hill School ............................................... BCPV ........................................................................ 18.8 educational tours - BCPV tour program ................ BCPV ............................................................. 18.6, 18.7 educational tours-........................................Kortright..............................................................21.7-21.9 fishing - Fly Fishers Club Membership...............Glen Haffy...................................................................... 3.3 fishing - public ponds .........................................Glen Haffy...................................................................... 3.0 fishing - pond rentals ..................... Glen Haffy Headwaters Trout Ponds .................................................. 3.0 general admission - BCPV.................................... BCPV ........................................................................ 18.0 general admission ...................................... Conservation Areas............................................................... 1.0 generaladmission ................................................ Kortright.............................................................. 21.1-21.3 guidedtour............................................................ BCPV ........................................................................ 19.0 maple syrup tours ............................................. Bruce's Mill.................................................................. 16.0 memberships - site specific ................................... BCPV ....................................................................... 23.0 memberships.................................Conservation Areas, BCPV, Kortright ............................................... 24.0 memberships - site specific .................................. Kortright.................................................................... 22.0 parking................................................................... BCPV...................................................................... 17.0 parking.......................................................Kortright, Bruce's Mill .......................................................... 20.0 picnics - group picnic sites ................. Conservation Areas/Kortright.................................................... 12.0 special needs persons ..................Conservation Areas, BCPV, Kortright................................................. D.2 swimming - daily admission ....... Petticoat Creek, Heart Lake, Albion Hills ............................................ 13.0 505 Item Description 2019 Base (Plus Taxes) 2019 Gross (Including Taxes 1.0 For general admission at Conservation Areas, per day; 1.1 youth 3.54 4.00 1.2 adult 5.75 6.50 1.3 senior 4.87 5.50 2.0 For fishing at Glen Haffy per day, exclusive of general admission; 2.1 adult or senior 5.09 5.75 2.2 youth 2.52 2.85 2.3 child 0.00 0.00 2.4 adult or senior, in a group with a reservation, inclusive of angling fee and general admission, subject to a minimum group size of 20 participants. 7.50 8.48 2.5 youth in a group with a reservation, including angling fee and general admission, subject to a minimum group size of 20 participants. 3.25 3.67 2.6 for the use of a fishing pond and picnic shelter for up to 75 participants inclusive of general admission and angling fee Mondaythrou h Friday, excluding holidays. 895.00 1,011.35 3.0 For a permit for the use of a fishing pond at the Glen Haffy Headwaters Trout Ponds, including general admission and the use of row boats; 3.1 up to 75 persons per day 1,145.00 1,293.85 3.2 each additional participant per day 10.00 11.30 3.3 for a membership to Headwaters Fly Fisher's Club. 525.00 593.25 4.0 For the rental of a canoe, pedal boat or rowboat per hour. 15.93 18.00 5.0 For each day camper, per day, at a Conservation Area. 4.00 4.52 6.0 For a permit to occupy an un -serviced campsite, inclusive of general admission; 6.1 Albion Hills, per night. 35.00 39.55 6.2 Albion Hills, per month (28 days). 700.00 791.00 6.3 Indian Line, per night. 37.50 42.38 6.4 Indian Line, per month (28 days). 750.00 847.50 6.5 Glen Rouge, per night 37.50 42.38 6.6 Glen Rouge, per month (28 days). 750.00 847.50 6.7 on a statutory holiday or other designated date, in addition to the basic permit feespecified in item 6.1,6.3 or 6.5 3.00 3.39 e Item Description 2019 Base (Plus Taxes) 2019 Gross (Including Taxes 7.0 For a permit to occupy a serviced campsite, with water and 15/30 amp hydro hook-ups, inclusive of general admission; 7.1 Albion Hills, per night. 40.50 45.77 7.2 Albion Hills, per month 28 days). 810.00 915.30 7.3 Albion Hills, per season. 2,945.00 3,327.85 7.4 Indian Line, per night. 43.50 49.16 7.5 Indian Line, per month 28 days). 870.00 983.10 7.6 Indian Line, per season. 3,495.00 3,949.35 7.7 Glen Rou per night. 43.50 49.16 7.8 Glen Rou e, per month 28 days) 870.00 983.10 7.9 on a statutory holiday or other designated date, in addition to the basic permit feespecified in item 7.1, 7.4 or 7.7. 3.00 3.39 8.0 For a permit to occupy a serviced campsite, with water and 50 amp hydro hook-ups, inclusive of general admission; 8.1 Indian Line, per night. 48.00 54.24 8.2 Indian Line, per month 28 days). 970.00 1,096.10 8.3 Glen Rouge, per night. 48.00 54.24 8.4 Glen Rouge, per month 28 days). 970.00 1,096.10 8.5 on a statutory holiday or other designated date, in addition to the basic permit feespecified in item 8.1 or 8.3. 3.00 3.39 9.0 For a permit to occupy a serviced campsite with water, hydro, and sewage hook-up inclusive of general admission; 9.1 Indian Line with 30 amp hydro service, per night. 48.00 54.24 9.2 Indian Line with 30 amp hydro service, per month 28 days). 970.00 1,096.10 9.3 Indian Line with 50 amp hydro service, per night. 53.00 1 59.89 9.4 Indian Line with 50 amp hydro service, per month 28 days). 1,080.00 1,220.40 9.5 on a statutory holiday or other designated date, in addition to the basic permit feespecified in item 9.1 and 9.3. 3.00 3.39 10.0 In addition to basic camping fees as specified in items 6.0, 7.0, 8.0, 9.0; 10.1 fora permit to park an additional vehicle, per night. 10.00 11.30 10.2 for a permit to park an additional vehicle, per season. 75.00 84.75 10.3 each additional person occupying a campsite over and above the campground's specified site limit, per night. 5.00 5.65 11.0 For a permit to occupy a group campsite at Albion Hills, Glen Rouge, or Indian Line; 11.1 for a permit to occupy a group campsite, exclusive of general admission; 200.00- 500.00 226.00 - 565.00 507 Item Description 2019 Base (Plus Taxes) 2019 Gross (Including Taxes 12.0 For a permit for the use of a group picnic site, exclusive of general admission; 155.00- 500.00 175.15 - 565.00 13.0 For admission to aquatic facilities exclusive of general admission, per day; 13.1 Albion Hills, for each person two years of age or over. 3.32 3.75 13.2 Petticoat Creek and Heart Lake, for each person two years of age or over. 4.20 4.75 14.0 For the use of cross-country ski trails at Albion Hills, inclusive of general admission; 14.1 adult 15.27 17.25 14.2 youth 9.07 10.25 14.3 child 0.00 0.00 14.4 senior 12.39 14.00 14.5 family living in the same household, with no more than two adults, and their children. 39.82 45.00 15.0 For the rental of a cross-country ski equipment package consisting of skis, boots and poles; 15.1 adult 17.25 19.50 15.2 youth 12.00 13.56 15.3 adult, in a group with a reservation, including trail fees, subject to a minimum group size of twenty participants. 26.55 30.00 15.4 youth, in a group with a reservation, including trail fees, subject to a minimum group size of twenty participants. 13.27 15.00 16.0 For a guided tour at Bruce's Mill during the maple syrup program, as part of a tour group up to a maximum of twenty five participants. 175- 255.00 175 - 288.15 17.0 For visitor parking for Black Creek Pioneer Village, per vehicle, per day, exclusive of general admission. 6.19 7.00 18.0 For general admission to Black Creek Pioneer Village, per ay; 18.1 adult 15.00 16.95 18.2 youth 11.00 12.43 18.3 child accompanying their family. 0.00 0.00 18.4 senior 12.00 13.56 18.5 student fifteen years of age or over, with student identification. 12.00 13.56 18.6 half day educational program to a maximum number of twenty artici ants. participants. 240.00- 300.00 240.00- 40.00- 300.00 [E- 18.7 full day educational program to a maximum number of twenty participants. artici ants. 280.00- 380.00 280.00- 80.00- 380.00 18.8 for the Dickson's Hill School program to a maximum number of twent participants. twent 280.00- 400.00 280.00- 80.00- 400.00 pffroo Item Description 2019 Base (Plus Taxes) 2019 Gross (Including Taxes 19.0 For a Guided Tour at Black Creek Pioneer Village, as part of a tour group with a reservation to a maximum of twenty participants, including general admission; 240.00- 380.00 271.20- 429.40 20.0 For parking at the Kortright Centre for Conservation and Bruce's Mill Conservation Area during the Maple Syrup program, per vehicle, per day, exclusive of general admission. 3.54 4.00 21.0 For general admission at the Kortright Centre for Conservation; 21.1 child 0.00 0.00 21.2 youth 2.65 3.00 21.3 adult 7.52 8.50 21.4 senior 5.75 6.50 21.5 youth partici atin in a weekend or evening public program. 6.64 7.50 21.6 adult partici atin in a weekend or evening public program. 12.83 14.50 21.7 senior p rticipating in a weekend or evening public program. 6.64 7.50 21.8 half day student program to a maximum number of thirty participants artici ants 200.00- 220.00 200.00- 00.00- 220.00 21.9 full day student program to a maximum of thirty participants. 375.00- 400.00 375.00- 400.00 21.10 booked programmed groups using grounds for self -guided activities during non -programming time on same day as booking. Sub'ect to a maximum group of thirty persons. 50.00 50.00 22.0 Kortright Centre Membership valid for admission, inclusive of parking fees, to the Kortright Centre for Conservation; 22.1 individual membership. 50.00 56.50 22.2 family &friends membership; admission for up to four individuals 85.00 96.05 23.0 Black Creek Pioneer Village Membership valid for general admission, inclusive of parking fees, to Black Creek Pioneer Villa e; 23.1 individual membership. 60.00 67.80 23.2 family & friends membership; admission for up to four individuals. 95.00 107.35 24.0 Conservation Membership valid for general admission to all TRCA and CVC conservation areas, Kortright Centre for Conservation, and Black Creek Pioneer Village; 24.1 individual membership. 75.00 84.75 24.2 Tamil & friends membership; admission for up to six individuals. 135.00 152.55 509 Attachment 3 ACCESS TO TRCA PUBLIC FACILITIES BACKGROUND Toronto and Region Conservation Authority (TRCA) recognizes and promotes the full participation of all residents in educational, cultural and recreational programs and services, as per TRCA's Admittance Policy. Through a variety of offerings, TRCA's public -use facilities engage diverse user groups, including persons with disabilities, financially challenged individuals and groups, children and Active Transportation users. TRCA continually strives to promote inclusion and access for all. The following outlines a number of programs that TRCA has implemented to help alleviate barriers to participation and encourage greater access to nature -based cultural and recreational experiences. Program with Brampton and Caledon Public Libraries CVC and TRCA created a program with the City of Brampton and Town of Caledon Public Libraries to provide access to financially challenged individuals and groups. Conservation Parks Family and Friends Memberships are available for "checkout" at Brampton and Caledon public libraries. This program offers free access to TRCA and CVC parks, promoting inclusivity, encouraging nature -based experiences, supporting healthy communities, and increasing awareness of the parks. Program with the Region of Peel In partnership with CVC, TRCA has been collaborating with the Region of Peel Healthy Communities Initiative to "get more kids, more active, more often". TRCA and CVC have provided free admission opportunities to students and their families. This program has increased access to the outdoors to promote lifelong engagement. Staff teams are working together to develop new programs that encourage more students to participate more often in nature based recreational and cultural experiences. Cultural Access Pass Program TRCA participates in the Institute for Canadian Citizenship's Cultural Access Pass (CAP) program, which celebrates multiculturalism by offering new Canadian citizens free general admission to our country's natural and cultural treasures. As a participating cultural attraction, Black Creek Pioneer Village welcomes CAP members every year. This initiative has been extended to TRCA's parks to provide CAP members with greater access to our facilities. Active Transportation Policy Committed to promoting active transportation, TRCA continues to work with municipal and industry partners to formalize additional trail access points to Conservation Areas and to expand trail connections. This will encourage more people to enjoy nature -based recreation more often, and will help reduce sedentary lifestyles. 510 Free Admission Programs TRCA's public -use facilities offer free admission programs to promote access and inclusion. Every Tuesday after 2:00 pm (excluding March break and special events), Black Creek offers free general admission for everyone. During weekdays in July and August (excluding holidays), youth (age 5-14) receive free admission. Seniors (age 60 or over) receive free general admission on weekdays in September (excluding holidays). Black Creek is also a part of the Museums + Arts Pass (MAP) Program, which is an outreach and social equity initiative managed by Sunlife Financial in partnership with Toronto Public Libraries. This initiative provides free access to cultural institutions for people living in priority neighborhoods. At all TRCA public -use facilities, free general admission is offered to children age 0-4. Through the Ontario Teacher's College membership, teachers receive free admission at all facilities. Participants of Vaughan Culture Days (formally Doors Open) and Doors Open Toronto receive free admission to the Kortright Centre and Black Creek Pioneer Village, respectively. In October, the Kortright Centre also offers a Family Adventure Walk in the Forest in October where families can participate free of charge and children are encouraged to participate in "forest school inspired" activities. TRCA also waives admission fees for support persons accompanying visitors with disabilities to alleviate barriers to experiencing culture and nature - based outdoor recreation. TRCA continues to explore new opportunities that will help people engage with nature more often. Inclusivity and accessibility are priorities at our facilities. Staff is committed to expanding current initiatives and providing our diverse communities with even more opportunities in the years to come. 511 RESMA164/18 - CANADIAN HERITAGE RIVER 2011 Anniversary of the Humber River. To provide an overview and opportunities for collaboration for the 20th Anniversary Celebration of the Humber River's designation as a Canadian Heritage River. Moved by: Linda Pabst Seconded by: Ron Chopowick THAT the Humber River's 20th Anniversary as a Canadian Heritage River be leveraged, as appropriate, to raise awareness of rivers, watersheds and associated cultural heritage through communication, outreach and engagement activities of Toronto and Region Conservation Authority (TRCA) and its municipal partners throughout 2019; THAT, in recognition of its historic, cultural and ecological significance, senior levels of government be engaged to secure improved funding for the restoration, enhancement, protection and celebration of the Humber River; THAT a copy this report be circulated to TRCA regional and local municipal partners, Ontario Ministry of Natural Resources and Forestry, Ontario Ministry of the Environment, Conservation and Parks, Ontario Ministry of Municipal Affairs, Ontario Ministry of Tourism, Culture and Sport, Conservation Ontario, Environment and Climate Change Canada, Canadian Ministry of Canadian Heritage and Multiculturalism, Canadian Ministry of Tourism, Official Languages and La Francophonie, and Canadian Ministry of Science and Sport for their information and consideration of collaboration opportunities; AND FURTHER THAT staff work with the Regional Watershed Alliance, interested partners and local environmental groups to plan and deliver 2019 celebration initiatives where opportunities for collaboration are identified. CARRIED BACKGROUND In 1999, the Humber River was officially designated as a Canadian Heritage River and included in the Canadian Heritage Rivers System (CHRS), Canada's national river conservation program. The CHRS program is a Canadian-provincial-territorial managed program, which works with river managers across Canada to conserve and promote designated rivers in recognition that they are essential to our health, our communities, and our identity as Canadians. The Humber River is exceptional on many accounts. From a natural environmental perspective, it drains the largest watershed in the TRCA jurisdiction and contains many of the most unique and sensitive natural spaces in the Toronto region including portions of the Oak Ridges Moraine and Niagara Escarpment. It also has a rich human history as a home for Indigenous peoples along its banks, as a vital transportation route known as the Carrying Place Trail and as the site of many of Toronto's early European settlement homes and industries. In receiving the Canadian Heritage River designation, the Humber River has been formally recognized for its natural, cultural and recreational value and for its fundamental contributions to the development of Canada. Since 1999, TRCA has worked with municipal and community partners, watershed residents and Indigenous communities on several CHRS-inspired or supported initiatives that protect, restore and celebrate the Humber River. Some of the accomplishments include: Watershed Plan for Humber River watershed; 512 • Humber River Watershed Report Cards; • Humber River Heritage Bridge Inventory; • The Shared Path Program; • CHRS Heritage Plaques Program; • Designation of heritage buildings and structures such as the Wiley Bridge and McVean Barn in the Claireville Conservation Area within the City of Brampton; • Signature watershed events such as Humber by Canoe; and • Support of community -led heritage events throughout the watershed. At the Regional Watershed Alliance (RWA) Meeting #3/18, held on September 19, 2018, staff informed Alliance members of the upcoming 20th Anniversary in 2019, and requested input and participation in the Celebration Plan. Resolution #R5/18 was approved, in part, as follows: ...THAT the RWA Watershed Forum Working Group consider adopting the Humber Heritage Theme as a priority for 2019 and acting as the 20th Anniversary Planning Committee,- THAT ommittee, THAT FURTHER THAT other interested RWA members consider participating in the 20' Anniversary planning activities as appropriate. RATIONALE The 201h Anniversary of the Humber River as a Canadian Heritage River poses an excellent opportunity for TRCA and its partners to celebrate this nationally significant river and to promote its historical and ongoing contribution to life in the Toronto region. It also provides a platform to communicate the accomplishments of TRCA and its partners in protecting and restoring the Humber River watershed as well as the other watersheds in its jurisdiction. The 201 Anniversary celebrations will engage TRCA's municipal and community partners, stakeholders and the communities within the Humber watershed and throughout the Toronto region. FINANCIAL DETAILS Detailed cost estimates will be prepared as part of the development of the 201h Anniversary Celebration Plan. Depending on the scope of activities in the Plan, staff and the 201 Anniversary Planning Committee may need to secure external sponsors and pursue fundraising. DETAILS OF WORK TO BE DONE Staff has begun to develop an outline for the 20th Anniversary Celebration Plan that takes into account the ongoing engagement and communications activities and capacities of TRCA and its partners for watershed and heritage communications and engagement, and also reflects elements of anniversary celebrations from other Heritage Rivers across Canada. Some of the proposed activities being considered are: • 20" Anniversary Visual Theme — to be incorporated into TRCA's website, annual report and meeting, newsletters, social media accounts (i.e., Twitter, Facebook, Linkedln, etc.), email signatures and promotional materials. • Anniversary Video — to include accomplishments over the past 20 years, including, TRCA, partner and stakeholder testimonials. • Social Media Strategy — for TRCA social media accounts to create awareness for the Humber's 201 Anniversary throughout 2019. • Mobile Display — to be showcased at TRCA and partner events and facilities within the Humber watershed. 513 • Indigenous Engagement — to support Indigenous groups to host their own heritage celebration events for the Humber River. • Signature Event —TRCA will host its annual Humber by Canoe Anniversary Event with a 20th Anniversary theme. • Watershed Community Events — TRCA will support and participate in 2019 community events throughout the Humber watershed through materials, displays and activities that celebrate the Humber's 2011 anniversary. • Municipal Collaboration — TRCA will reach out to municipal heritage departments, museums and archives and other departments, as appropriate to explore 2019 partnership opportunities to engage communities to tell the story of the Humber River. Potential opportunities include: partnering on watershed celebration events, launch and promotion of CHRS Digital Story Map, participation on 201 Anniversary Planning Committee, etc. • Recognition of Humber Heritage Committee — TRCA will recognize members of the original Humber Heritage Committee who championed the Humber River's CHRS designation alongside TRCA in the 1990s. • Launch of CHRS Digital Story Map — launch the digital CHRS story map for the Humber River that has been developed by staff in partnership with Parks Canada. • CHRS Forum — a by invitation forum to develop a strategic action plan for the next 20 years to maintain, promote and celebrate the Humber's CHRS designation. • CHRS Plaques — develop a plan for maintaining and restoring the 12 existing CHRS Plaques throughout the Humber River, including the installation of new CHRS plaques as appropriate. • CHRS 10 — Year Monitoring Report — preparation of the 10 -Year Monitoring Report to CHRS. Beginning in fall 2018, TRCA staff will work with the 20th Anniversary Planning Committee, municipal and community partners and stakeholders to finalize the Celebration Plan and initiate implementation of the 201h Anniversary Celebration activities in 2019. Report prepared by: Sonia Dhir, extension 5291 Emails: sdhir(atrca.on.ca For Information contact: Ryan Ness, extension 5615 Emails: rness(atrca.on.ca Date: October 12, 2018 514 RES.#A165/18 - STANDBY SURETY FACILITY FOR TRCA CONSTRUCTION WORKS Agreement to Enter into a Surety Arrangement. Approval to enter into a standby surety facility arrangement for TRCA construction services. Moved by: Mike Mattos Seconded by: Linda Pabst WHEREAS new provisions in the Construction Act (formerly the Construction Lien Act) came into force on July 1, 2018 requiring a contractor to furnish a public project owner with performance, labour and material bonds upon entering into contracts for improvements to land exceeding $500,000 in value; AND WHERAS Toronto and Region Conservation Authority (TRCA) is likely to be considered a contractor when undertaking improvements to land under contract to public agencies such as municipalities and is therefore subject to the new public contract bonding requirements; AND WHEREAS TRCA has held its previous surety facility in abeyance on the advice of its solicitors pending the resolution of an ongoing dispute; AND WHEREAS TRCA has engaged Marsh Canada, Conservation Ontario's insurance broker of record to seek out proposals to provide a standby surety facility to underwrite TRCA's construction activities; AND WHERAS based on preferable rates for both short term and long term contracts as well as acceptable conditions to TRCA and consistent underwriting ratings, Marsh Canada has recommended Trisura Guarantee Insurance Company as the preferred standby surety facility to TRCA; THEREFORE LET IT BE RESOLVED THAT TRCA enter into a standby surety facility arrangement with Trisura Guarantee Insurance Company for TRCA works requiring bonding; AND FURTHER THAT staff be authorized and directed to take all necessary actions to implement the foregoing, including the signing of documents. CARRIED BACKGROUND Surety bonds are one of the most common types of guarantees used to underwrite contract and commercial obligations globally. The bond itself is a financial instrument involving three parties: the party to whom an obligation is made (the 'obligee'), a party making an obligation (the 'principal') and the bonding company (the 'surety'). 515 The bond is issued by the surety at the request of the principal and is used to guarantee the performance of the obligation that they have made to an obligee. Under the typical terms, if the principal fails to meet the underlying obligation to the bond, the surety would fulfill those obligations on the principal's behalf as per the terms and conditions of the bond. In exchange for these underwriting services and their associated risk, the principal agrees to pay the surety a premium but also enters into an indemnity agreement which promises to compensate the surety for any loss they may incur in carrying out the principal's duties under the bonding arrangement. This promise to pay a surety back for any of their potential losses makes a surety arrangement similar to that of a credit facility from the perspective of the principal, while the promise to undertake the principal's obligation to the benefit of the obligee if the principal fails to do so makes the bond similar to an insurance policy from the perspective of a obligee or project owner. It is standard practice for TRCA to request bonds as well as other forms of guarantee of its hired contractors in the common course of contract administration to ensure bids, contract performance and payment of subcontractors and suppliers. While acting as a contractor TRCA has had to issue bonds in the past, however this has not been common practice to date. On December 12, 2017, the Construction Lien Amendment Act, 2017 received Royal Ascent. The Act brought in many changes to the former Construction Lien Act including among others, a name change to the Construction Act as well as new requirements for bonding of applicable public contracts. As of July 1, 2018, the effective date of the bonding provisions, a contractor providing land improvement services under a public contract greater than $500,000 in value is now required to provide performance, labor and material bonds to the project owner. The Act is written in such a way that the onus is on the contractor to provide the required bonding rather than on the owner to request it. The provisions apply to new contracts that have not been signed, or where procurement processes (for example Requests for Proposals) for the underlying works have not been begun before July 1, 2018. It is the opinion of TRCA's counsel, that despite TRCA's status as a broader public sector agency, when working as a general contractor to complete construction projects for another public agency, TRCA is likely to be considered a contractor under the Construction Act and as a result, the new bonding provisions do apply (Attachment 1 contains a summary bonding requirements of TRCA projects). Projects that are likely to be affected by the new bonding regime would include TRCA's erosion management, landform construction, trail construction, parkland improvement and possibly other projects. TRCA's Restoration and Infrastructure division estimates that almost 20 projects ranging in construction budget of $500,000 to $100,000,000 may be affected by this change within the next year. TRCA has a current bonding facility in place with a major North American surety provider, however due to an ongoing claim dispute, has held the facility in abeyance based on the advice of its litigation counsel. In order to ensure business continuity, TRCA has been working with Conservation Ontario's insurance broker of record, Marsh Canada, to find a suitable standby surety facility to service TRCA's applicable construction portfolio. The results of Marsh Canada's search returned Trisura Guarantee Insurance Company ('Trisura') as the preferred candidate to underwrite TRCA's construction practice. 516 RATIONALE Marsh Canada's recommendation to enter into a surety arrangement with Trisura is based on a number of factors including preferred rates, financial strength, compatibility of Trisura's risk appetite in relation to TRCA's construction portfolio, a demonstrated willingness come to agreeable bonding terms and to provide claims support to TRCA. FINANCIAL DETAILS The new bonding requirements of the Construction Act will require TRCA to issue bonds for construction projects over $500,000 where TRCA is acting as a contractor to a public agency. At the proposed rates, the statutorily required bonds would represent an approximately 1-2% increase in the overall budget of affected projects, depending on the size and timing of the underlying work. Funding for the additional costs will be charged to the applicable project budget. In addition to the individual bonding premiums, Trisura will require a $1,500 annual administration fee to keep the facility active. This fee is standard for the industry and represents the lowest rate offered by interested sureties in the market search. This fee will be charged to the Corporate Insurance Account (012-29). DETAILS OF WORK TO BE DONE Upon approval from the Board of Directors, staff will finalize the standby surety facility agreement with the support of its solicitors, Gardiner Roberts. Staff will subsequently work with their representatives at Marsh Canada to provide guidance to TRCA's construction teams on the process for budgeting, requesting and processing construction related surety bonds as needed. Report prepared by: Adam Szaflarski, extension 5596 Emails: aszaflarski(atrca.on.ca For Information contact: Adam Szaflarski, extension 5596 Emails: aszaflarski(abtrca.on.ca Date: October 10, 2018 Attachments: 1 517 Attachment 1 Table 1: Summary of TRCA's Bonding Requirements Under Various Scenarios Scenario* Performance and Payment Bonding Required of TRCA by the Construction Act (Yes/No) TRCA provides construction services, under contract, with No a total value less than $500k. TRCA provides construction services, under contract to a Yes public agency, with a contract value greater than $500k outside of the levy process TRCA provides construction services under contract to a No private individual or agency with a contract value greater than $500k TRCA undertakes a program that may result in an No improvement to land under a project as described in the Conservation Authorities Act ('the Act') and funded through the levy process as described in sections 25, 26 or 27 of the Act. TRCA undertakes studies (for example environmental No assessments), under contract, with a Public agency with a contract value over $500k TRCA undertakes other non -construction related work No under contract of any value. TRCA provides services under a work order issued under No a parent master service agreement entered into prior to July 1, 2018 TRCA provides construction management services to a No public agency, without entering into any direct contracts with a general or subcontractor with a contract value greater than $500k. 518 RES.#A166/18 - BROCK NORTH FILL PLACEMENT — PHASE I RESTORATION Request for Proposal #10007911. Award of fill placement contract associated with Request for Proposal #10007911. Moved by: Jack Heath Seconded by: Linda Pabst WHEREAS the funds for receiving the clean fill is set aside exclusively for project costs and implementation of the Greenwood Conservation Lands Master Plan, including future restoration and habitat enhancement of the property and the phased implementation of the recreation plan, as approved by the Authority on February 26, 2016; (Resolution #A88/16); THEREFORE LET IT BE RESOLVED THAT Toronto and Region Conservation Authority (TRCA) enter into an agreement with Michael Bros. Excavating for the supply and placement of 435,000 cubic metres of clean surplus soil on TRCA-owned lands at Brock North; THAT the fee for accepting clean soil will be $4.10 per cubic metre (m'); THAT, in addition to the tipping fee, Michael Bros. Excavating will be responsible for all costs of any additional sediment control, placing soil, fine grading and seeding the site with a basic cover crop; AND FURTHER THAT the appropriate TRCA officials be authorized and directed to execute all the necessary documentation required. CARRIED BACKGROUND The Brock North site is located at 3205 Sideline 16, in the City of Pickering. The site is bounded by Sideline 16 to the west, Fifth Concession Road to the south, and naturalized areas to the north and east. The site, and the properties to the north and east, are owned and managed by TRCA. The site was historically a sand and gravel extraction pit that later became a temporary landfill site, from which the waste was removed, between December 1996 and March 1997. The former landfill site was then regraded and restored to a minimum standard. The terrestrial landscape and hydrologic function of the Brock North lands have been severely altered through the previous aggregate extraction and landfill operations. TRCA completed a thorough site assessment of the Brock North Lands, and completed a restoration plan in 2014. This plan addressed the ecological and hydrological restoration of the site. A key recommendation of the plan was to undertake significant earthworks, and import fill to restore the site's hydrology to protect groundwater and improve the ecological function of the area. In order to restore the hydrological regime and watershed function, the importation of fill materials is required to replace the historically removed materials, and recreate functional site topography. It was first resolved at Authority Meeting #1/11, held on January 28, 2011 (Resolution #A13/11) that the Brock North tract be identified as a site for habitat restoration and enhancement through the strategic placing of clean fill. In addition, at Authority Meeting #5/16, held on June 24, 2016 (Resolution #A88/16) it was resolved that the funds for receiving the clean fill be set aside exclusively for project costs and implementation of the Greenwood Conservation Lands Master Plan, including future restoration. It was also resolved that staff be authorized and directed to 519 execute all the necessary documentation required to facilitate restoration implementation. TRCA staff has determined that importing more than one million cubic metres of fill is necessary to meet both restoration and Master Plan goals of the Greenwood Conservation Lands Master Plan. TRCA will implement the restoration program in a phased approach. This current contract represents the first phase, and will target 435,000 cubic metres of fill material, which is approximately 40% of the total fill required. TRCA will implement the Fill Quality Control Program that includes the pre -approval of all fill prior to delivery, followed by fill tracking, monitoring and laboratory testing of soils received. TRCA staff has completed the competitive process to attract a capable and reputable fill supplier, and is prepared to begin work immediately, upon approval. RATIONALE Request for Proposal #10007911, requesting proponents to submit proposals to supply and place 435,000 cubic metres of clean fill in order to complete the first phase of the one million cubic metres required, was publicly advertised on the electronic procurement website Biddingo (www.biddingo.com) on August 14, 2018. A mandatory pre-bid site meeting was held on August 23, 2018. A total of 20 contractors attended the pre-bid meeting. Six proposals were received on September 14'h, and evaluated based on the following weighted criteria: Based on this evaluation criteria, the proposals were scored as follows: Proponents Criteria Weight 1. Company rofile - Capability and resources to complete the scope of work 5 2. Qualifications and Experience of Key Personnel 5 3. Relevant Construction Experience and Methodology 20 4. Understanding of the Required Scope of Work and Ability to Provide Fill Supply Sources 20 5. Proposed Work Plan and Timeframe 20 6. Pricing 30 Total weighted points 100 Based on this evaluation criteria, the proposals were scored as follows: Proponents Scoring Michael Bros. Excavating and Grading 79.96 GFL Infrastructure 78.75 TACC Construction 72.75 D'Orazio Infrastructure 72.00 York Environmental 70.95 Melfer Construction 58.43 Core dale Contracting 54.50 Tricon Contracting 49.39 TRCA staff determined that the proposal received from Michael Bros. Excavating and Grading ranked the highest, and determined that the proposal meets all the requirements as outlined in the Request for Proposal. TRCA is confident that Michael Bros. Excavating and Grading are capable of completing the work outlined in the Request for Proposal. FINANCIAL DETAILS All operating costs will be offset by the revenue generated from the tipping fees. The gross revenue from this contract is expected to be $1,783,500. All revenues and expenses associated with this project will be directed to account 106-19. 520 DETAILS OF WORK TO BE DONE TRCA would like to commence the Brock North Restoration immediately in 2018. TRCA will enter into a contract with Michael Bros. Excavating and Grading. TRCA staff will provide overall project management services including the implementation of the Fill Quality Control Program. Report prepared by: Martina Saverino, extension 6400 Emails: msaverino(atrca.on.ca For Information contact: David Hatton, extension 5365 Emails: dhatton(a)trca.on.ca Date: October 72, 2078 521 RESMA167/18 - APPOINTMENT OF INFORMATION AND PRIVACY OFFICER Approval to appoint a Toronto and Region Conservation Authority staff member as an Information and Privacy Officer for the purposes of the Municipal Freedom of Information and Protection of Privacy Act. Moved by: Linda Pabst Seconded by: Ron Chopowick WHEREAS pursuant to the subsection 49(1) of the Municipal Freedom of Information and Protection of Privacy Act (the Act), R.S.O. 1990, c. M.56 and Board of Directors Administrative By-law Section 14, powers and duties of the Chair as head of Toronto and Region Conservation Authority (TRCA) may be delegated to a TRCA designated Information and Privacy Officer for the purposes of the Act; THEREFORE LET IT BE RESOLVED THAT TRCA's Chief Financial and Operating Officer be appointed as TRCA's Information and Privacy Officer and authorized to delegate responsibilities of the Act to the Corporate Records and Information Technology Management business units, as appropriate. CARRIED BACKGROUND The Act, which came into effect on January 1, 1991, outlines the duties of the local governments, including municipalities, school boards, police commissions, conservation authorities and other local boards, in respect to the access to information rights balanced with privacy protection. An institution, legislated under the Act, elects or appoints among themselves an individual or a committee to act as head of the institution, tasked overseeing the administration of the legislation and ensuring compliance with the legislation and regulations. TRCA Administrative By-Law Section 14 appoints the Chair of the Board to act as a head of TRCA for the purposes of the Act, with the provision that the Board of Directors may delegate this responsibility to a TRCA staff member. Further, pursuant to subsection 49(1) of the Act, a head may delegate the powers and duties vested in the head to an officer or officers of the institution, in order to ensure compliance. RATIONALE Typically, this authority is delegated to the senior administrative officer with oversight of TRCA's Records Management Program. As the Chief Financial and Operating Officer (CFOO) had direct oversight for this business unit, staff recommends the appointment of the CFOO as the Information and Privacy Officer. Once appointed, the Officer may delegate responsibilities to the Corporate Records and Information Technology Management business units, as appropriate. Report prepared by: Alisa Mahrova, extension 5381 Emails: alisa.mahrova(a)trca.on.ca For Information contact: Michael Tolensky, extension 5965 Emails: mtolensky(@trca.on.ca Date: October 18, 2018 522 RES.#A168/18 - TORONTO AND REGION CONSERVATION AUTHORITY (TRCA) STRATEGIC PLAN — FIVE YEAR UPDATE 2018 update to Building The Living City, the 2013-2022 Toronto and Region Conservation Authority Strategic Plan (Strategic Plan). Moved by: Maria Kelleher Seconded by: Ron Chopowick WHEREAS staff has proposed an update to Building The Living City, the 2013-2022 Toronto and Region Conservation Authority Strategic Plan as per previous Board of Directors direction to review the full plan within five years; AND WHEREAS the updated draft maintains the core strategic directions of the 2013 Strategic Plan document but includes updated desired outcomes and projected accomplishments arising from input from staff, stakeholders, and Executive Committee members which recognizes changes in TRCA's working environment; THEREFORE, LET IT BE RESOLVED THAT the proposed five year update to the 2013-2022 TRCA Strategic Plan Update, as amended, be approved. CARRIED BACKGROUND Building The Living City, the 2013-2022 Toronto and Region Conservation Authority Strategic Plan, was endorsed at Authority Meeting #3/13, held on April 26, 2013. The Plan set out the direction for TRCA to continue working towards The Living City Vision, first endorsed by the Authority in 2003: The quality of life on Earth is being determined in rapidly expanding city regions. Our vision is for a new kind of community, The Living City, where human settlement can flourish forever as part of nature's beauty and diversity. The Strategic Plan outlined how TRCA would help realize The Living City Vision in its watersheds by protecting healthy rivers and shorelines, preserving greenspace and biodiversity, and contributing to the building of sustainable communities. Building on traditional TRCA strengths as well as more recent successes in emerging fields, Building The Living City charted a course for the organization to respond to the 21 st century environmental and sustainability challenges facing the Toronto region, including unprecedented urbanization and a changing climate. Over the past five years, the Strategic Plan has shaped the priorities and programs of the TRCA. When endorsing the Strategic Plan in 2013, the Board of Directors anticipated the need to update it midway through its 10 -year duration to ensure that it remained current and relevant. The Board of Directors directed staff to "Review the full plan in five years, or earlier with cause to do so". RATIONALE TRCA's environment has changed significantly over the past five years, and TRCA is now in a position to understand potential changes over the next five years in ways that could not have been anticipated in 2013. Further, TRCA has learned from the first five years of implementing the Strategic Plan, and can use this knowledge moving forward. Therefore, the Board of Directors direction to staff to update the Strategic Plan by 2018 remains appropriate and timely. Staff, under the direction of the CEO, began working on the review and update to the Strategic Plan in late 2017. 523 As an update of the existing Strategic Plan rather than a complete renewal, the overall framework of the document will be maintained, including the 12 core strategic directions, Objectives and Actions. In the document, each of the strategic directions has a number of objectives that describe the intended outcomes of TRCA work in that area, as well as some of the key actions that were proposed for TRCA to move those objectives forward. The Strategic Plan update evolves these objectives and actions to ensure that they are relevant to the changing context for the work of TRCA, and that they reflect the lessons learned in implementing the strategic directions between 2013 and 2017. This update was accomplished through dialog with leadership and staff from across the organization to document progress and lessons learned during implementation of the Strategic Plan between 2013 and 2017. Additionally, consultation by the CEO and Senior Leadership Team with TRCA municipal partners and industry representatives resulted in an updated assessment of strengths, weaknesses, opportunities and threats that informed the updated document. Workshops with key staff leaders and subject matter experts also assisted in informing the update of the document. The update will function as a companion to the Strategic Plan and will consist of the following sections: • message from the CEO; • discussion on a renewed focus on TRCA's core mandate; • updated overview of each Strategic Priority 2018-2022 which includes a. desired outcomes; b. Key accomplishments from the first five years of the strategic plan and projected accomplishments in the coming five years; and c. Measuring performance • Executing and maintaining progress including working towards defining Key Performance Indicator (KPI) classifications and outlining how TRCA will track and measure its progress towards achieving strategic alignment. The Five Year Update to Building The Living City, the TRCA 2013-2022 Strategic Plan along with a short presentation is attached for the review and input of the Board of Directors. A previous report and version of the Strategic Plan update was brought forward for Executive Committee and Board of Directors endorsement in September of 2018. The report was deferred to this meeting to allow time for Executive Committee members to meet or speak with staff regarding comments raised at their September meetings. The updated Strategic Plan document includes additional emphasis on performance measurement and monitoring, retrofitting of communities, and TRCA's role in facilitating and implementing inter -municipal initiatives, and other matters to reflect input received at the September Committee meetings and ensuing meetings. Subject to any further input from the Board of Directors, upon approval, staff will prepare a final document that will be broadly distributed in late 2018. DETAILS OF WORK TO BE DONE • Staff to communicate with internal and external stakeholders regarding the update to the Strategic Plan. • Staff to incorporate the update to the Strategic Plan into work planning, business planning, budgeting and financial management processes. • Staff to continue to develop performance targets and further define KPls that will accurately report on organizational trends in order to enable informed decision making. 524 • Staff to regularly report on implementation progress of the updated Strategic Plan through a variety of channels including, but not limited to TRCA's Annual Report, reports to partner municipalities, and Board of Director reports. Report prepared by: Ryan Ness, extension 5615 and John MacKenzie, extension 6290 For Information contact: Ryan Ness, extension 5615; Rick Sikorski, extension 5414 Emails: rness(a)trca.on.caI rsikorski(aD_trca.on.ca Date: October 22, 2018 Attachments: 1 525 Attachment 1 Draft Five Year Update to Building The Living City, the TRCA 2013-2022 Strategic Plan DRAFT for Board of Directors Review 526 Contents Messagefrom the CEO........................................................................................................................................................... 2 1. Background Information and Strategic Plan Update Description......................................................................................3 2. Opportunities and Challenges..............................................................................................................................................5 3. Strategy Updates................................................................................................................................................................. 6 Strategy 1— Green the Toronto region's economy............................................................................................................ 6 Strategy 2 — Manage our regional water resources for current and future generations...................................................8 Strategy 3 — Rethink greenspace to maximize its value....................................................................................................10 Strategy 4 — Create complete communities that integrate nature and the built environment.......................................12 Strategy 5 — Foster sustainable citizenship.......................................................................................................................14 Strategy 6 —Tell the story of the Toronto region.............................................................................................................16 Strategy 7 — Build partnerships and new business models..............................................................................................18 Strategy 8 — Gather and share the best sustainability knowledge...................................................................................20 Strategy 9 — Measure performance..................................................................................................................................22 Strategy 10—Accelerate innovation.................................................................................................................................24 Strategy11— Invest in our staff........................................................................................................................................26 Strategy 12 — Facilitate a region -wide approach to sustainability....................................................................................28 3. Executing and Maintaining Progress on our Updated Strategic Plan...........................................................................29 Draft 527 1 Message from the CEO When I became Chief Executive Officer a year ago, I quickly recognized the value of the 2013-2022 strategic plan in providing direction to the organization. The strategic plan outlines priorities and describes how the diverse range of TRCA projects and programs move us towards a future where communities in the jurisdiction become more sustainable and prosper through the work of TRCA and stakeholders. Since 2013, the strategic plan has helped guide TRCA's work and communicate how the organization is moving forward on significant priorities. The 12 core strategies of the plan remain relevant, but updated strategic directions are needed to reflect a changing operating environment, achieve efficiencies in service delivery, better support the traditional conservation authority mandate, and to achieve shared objectives with member municipalities and stakeholders. TRCA has updated and focused the priorities in this document in order to guide business planning and program delivery over the next five years. Additionally, TRCA must think further ahead to the needs of the organization and partners beyond the five-year timeframe addressed in this plan. TRCA must develop and execute on a bold work plan of projects and programs that, if funded, will help address risks to public health, safety and property in the jurisdiction for the forseeable future. TRCA must further develop our employee culture so it becomes more solution driven and service oriented to achieve service excellence for partners, customers and the broader community, and to address the challenges facing our growing jurisdiction. While the existing 2013 objectives remain valid, stakeholders have requested a renewed focus on the organization's mandate. The purpose of a conservation authority is to provide, in the area over which it has jurisdiction, programs and services designed to further the conservation, restoration, development and management of natural resources other than gas, oil, coal and minerals. This strategic plan update reflects this objective and the refreshed desired outcomes and priorities will help guide the organization to execute on key initiatives. This document explains how TRCA is moving forward to track and report on progress through measures including performance indicators and projected accomplishments. TRCA annual reports will now be linked specifically to the outcomes and priorities outlined in this update, and we will evaluate performance — including my own — on our success in achieving them. The exchange of ideas that occurred in developing this update have led to more focused priorities for consideration by our Board of Directors. I am confident that together, we have identified the right combination of ongoing programs, projects and renewed areas of focus, that align well with TRCA's mandated responsibilities and enable the organization to continue making a profound, positive impact on the environment and quality of in one of the fastest growing regions in North America. John MacKenzie Chief Executive Officer October 2018 Draft 528 2 1. Background Information and Strategic Plan Update Description Building the Living City is the 10 -year Board Authority endorsed TRCA Strategic Plan that set the directions that the organization is currently pursuing. It was founded on the reaffirmation of the organization's commitment to the ideals on which Conservation Authorities were founded over 70 years ago, which are to safeguard and enhance the health and wellbeing of watershed communities through the protection and restoration of the natural environment and the ecological services the environment provides. TRCA vast jurisdiction comprises the following nine watersheds, plus their collective Lake Ontario waterfront shorelines, including in alphabetical order: • Carruthers Creek • Don River • Duffins Creek • Etobicoke Creek • Highland Creek • Humber River • Mimico Creek • Petticoat Creek • Rouge River These watersheds span 6 upper tier and 15 lower tier municipalities, which based on recent population data provided by the Ministry of Natural Resources and Forestry, reflects the following populations: Draft 529 3 % Of Upper Tier Lower Tier Municipality Population Municipality Municipality within TRCA's Jurisdiction Dufferin County Mono (Town) 5 Durham Region Ajax (Town) 86 Durham Region Pickering (City) 95 Durham Region Uxbridge (Township) 19 Peel Region Brampton (City) 63 Peel Region Caledon (Town) 55 Peel Region Mississauga (City) 33 Simcoe County Adjala-Tosorontio (Township) 4 Toronto Toronto (City) 100 York Region Aurora (Town) 4 York Region King (Township) 45 York Region Markham (City) 100 York Region Richmond Hill (Town) 99 York Region Vaughan (City) 100 York Region Whitchurch-Stouffville (Town) 43 Draft 529 3 Over 3.5 million live within TRCA managed watersheds and many others work in and visit destinations across our jurisdiction. The population within our jurisdiction is expected to grow significantly in the years to come. TRCA will continue the vital work of protecting the integrity and health of the rivers and creeks in the jurisdiction, developing a system of green and natural spaces that sustains local ecosystems, and advancing the transition to sustainable living that will improve people's lives within our growing region. The context for TRCA's work is complex and continuously evolving, making it important to adapt the organization's strategic direction so that it remains relevant. Through this document which comes at the mid- way point of the life cycle of the ten year strategic plan, TRCA has reflected on [earnings over the past five years and started to think about the broader future by moving towards longer term bolder objectives, and indicators that can track progress and performance measures. TRCA will continue to operate according to the framework of the 12 core strategies that were identified in the original strategic plan. For each of these 12 core strategies, this document will: Draft • Revise objectives with clear outcome statements that update and clarify priorities, and strengthen the organization's ability to measure and report on progress; • Highlight prominent TRCA accomplishments over the past five years; • Identify key projected accomplishments that will help accelerate progress in the next five years; and • Outline opportunities to measure how effectively TRCA is progressing toward realizing the projected accomplishments. 530 2. Opportunities and Challenges When developing the original strategic plan document, TRCA accounted for priorities, issues and trends in the jurisdiction, as well as factors and forces at provincial, national and international scales that could impact the organization's work. As TRCA looks forward to the next five years, here are some of the new opportunities and challenges that are taken into account in this document. Provincial Policy: Recent Ontario legislative and policy updates directly impact TRCA's service areas. In light of these, TRCA will provide the expertise needed to help member municipalities reflect new provincial policy directions related to growth and planning such as, watershed planning policies required as part of the Growth Plan and to conduct required asset management planning involving assets and green infrastructure. TRCA watershed plans will be updated to reflect the latest science, planned growth, and will set renewed priorities for watershed planning and restoration. TRCA will continue to link watershed management activities with efforts to protect Lake Ontario, while identifying, demonstrating and sharing best practices in water management. TRCA will continue to strive to achieve efficiencies in facilitating growth and planned development including the delivery of permit planning and infrastructure reviews through coordination between customers, member municipalities and stakeholders in these processes. Climate: The associated risks and impacts in TRCA's jurisdiction are increasing due to population growth intensification, severe weather events, and aging infrastructure. Reducing the risk and potential for costly flooding, pollution and erosion damage remains a primary objective of the organization. TRCA will continue to support efforts by member municipalities and senior levels of government to respond to climate risks by helping to build infrastructure that is more resilient to flood and erosion hazards, providing expertise in predicting the effects of climate on watersheds and communities, and connecting stakeholders with the knowledge and technologies that they require. TRCA has prepared a work plan for over $500 million of projects and plans that, if funded by member municipalities and senior levels of government, will better protect existing infrastructure, house and help to ensure public health and safety . Urban (Re)Development and Continued Economic Growth in the GTAH: Development proposals in TRCA's jurisdiction present new opportunities to improve water management, rebuild infrastructure, and make existing and new urban areas more livable and resilient. Additionally, population and employment growth, together with intensification, are decreasing available per capita greenspace and stressing existing parks and natural systems. TRCA will continue to support municipalities with policy and design expertise for implementing innovative water and greenspace management and infrastructure solutions in developing and redeveloping urban areas. TRCA will build support for the protection, acquisition and sound management of greenspace in urbanizing environments through timely review of projects and plans taking into account regulatory requirements, TRCA plans and strategies and the needs of stakeholders. Collective Action: As the number of organizations engaged in environmental initiatives in the Toronto region grows creating more capacity and competition for government resources, there is increasing recognition of the need for regional -scale coordination to achieve efficiencies. Greater onus is also being placed on government agencies to consult and engage more effectively. TRCA will use its strength as a convener to increase coordination and efficient delivery of services in the growing network of organizations, academic institutions and governments working on environmental issues throughout the jurisdiction. TRCA will also engage the broader community in designing and delivering education, stewardship and cultural heritage programs to reflect their needs. Draft 531 3. Strategy Updates Strategy 1 — Green the Toronto region's economy Supporting the transition to a strong, green economy continues to be a critical priority for TRCA's partners. Long-term prosperity in the jurisdiction and global sustainability requires industries, businesses and consumers to achieve planned employment and economic objectives while reducing the environmental footprint of the economy. It is also important to recognize that the green infrastructure industry and restoration economy, of which TRCA is a part, makes major contributions to regional economic development and community wellbeing. Desired Outcomes Sustainability measures implemented in all major new developments and in retrofits of existing developments to reduce environmental impacts. 2. Ecologically sound agricultural practices on TRCA managed lands in support of community economic development and agricultural viability objectives. 3. Green infrastructure projects and training programs to support governments and industry in their efforts to renew and deliver efficient and resilient infrastructure in more sustainable new developments and in neighbourhood retrofits. 2013-2017 Accomplishments Since 2013, TRCA has: facilitated the market adoption of effective new green building practices and technologies throughout the jurisdiction. For example, in partnership with industry TRCA piloted new construction technologies at The Living City Campus at Kortright Centre for Conservation; encouraged the adoption of more sustainable practices and new building technologies in new developments (e.g., Toronto Waterfront), and designed a new head office that demonstrates leadership in green office building design and construction. • helped create and strengthen partnerships between public, private, institutions and non-profit sectors to support the adoption of green infrastructure policy and investments by senior levels of government across the jurisdiction through the Green Infrastructure Ontario Coalition, Eco Health Ontario and the Ontario Climate Consortium. • demonstrated TRCA's commitment and capacity for helping newcomers and professionals with environmental expertise enter the workforce to support required green industry niches/skills through the Professional Access Into Employment (PATE) program and through expert training sessions such as the TRCA and International Erosion Control Association (TRIECA) Conference. Projected Strategic Accomplishments (2018 — 2022) • Be at the forefront of providing input into the development of provincial and municipal policies and guidelines relating to planning and sustainable development and TRCA's core objectives. • Expand TRCA's fee-for-service work for governmental, private sector and not-for-profit stakeholders, to facilitate the efficient delivery of green infrastructure and sustainability projects in areas of TRCA expertise. • Seize opportunities for integrating more sustainable technologies and sustainable development certifications in the design and construction of new development and in retrofits of existing communities in the jurisdiction. Draft 532 • Expand the Partners in Project Green Eco -Zone program to include emerging employment areas across the jurisdiction subject to partner funding. Measuring Performance TRCA will track the environmental performance, greenhouse gas reduction, energy conservation and cost savings of stakeholders and partners that participate in our programs. Progress and success will be tracked and measured through TRCA's business intelligence tool, Centralized Planning and Reporting (CPR). Draft 533 Strategy 2 — Manage our regional water resources for current and future generations Clean water is a precious and limited resource that needs to be valued and protected. Flooding, urban development and unsustainable agricultural and industrial practices continue to negatively impact rivers, streams and Lake Ontario. To safeguard drinking water supply, the health of aquatic ecosystems, and to protect communities from flooding, TRCA must continue working with its municipal partners to prioritize the protection, restoration, and safe management of water resources. Desired Outcomes 1. Natural aquatic ecosystem functions within the nine watersheds are protected and enhanced using the best available tools and data to target investment for the best results. 2. Adaptive measures to address climate change are integrated into infrastructure projects to ensure their durability and resilience. 3. Toronto Region waterways are suitable for swimming, fishing, and recreational activities. 4. Source water quality and quantity is maintained or improved. 5. Known flood and erosion risks as part of the Erosion and Hazard Mitigation Strategy which includes hundreds of proposed projects and plans to address known risks in the jurisdiction are being addressed by TRCA and stakeholders on a priority basis. 2013-2017 Accomplishments Since 2013, TRCA has: • played an instrumental role in protecting property and infrastructure from flooding at the Lower Don River and downtown Toronto to facilitate major redevelopments. For example, working with Waterfront Toronto and Infrastructure Ontario, TRCA reduced flood risks for more than 200 hectares of downtown Toronto, allowing redevelopment of the Pan Am Athletes Village and several major private sector projects to proceed. • implemented over $45 million in erosion risk management projects to protect public safety, essential infrastructure, recreational trails and treasured greenspace along the region's waterways including protecting major transportation, sewer and water systems that travel through the Regions of York, Durham, Peel and the City of Toronto. • finalized the Toronto and Region Source Water Protection Assessment Report which identified vulnerable areas and potential future threats to municipal drinking water supplies to inform the review of projects and plans. Projected Strategic Accomplishments (2018 — 2022) • Develop a bold work plan that includes TRCA's Erosion and Hazard Mitigation Strategy comprising over $500 million in projects to address known erosion, flooding and required infrastructure upgrades at over 250 sites. • Work with municipal partners to implement flood remediation, erosion monitoring, maintenance work, stormwater system retrofits, low impact developments, green infrastructure, and water quality and habitat restoration projects to realize more sustainable developments (e.g. Toronto Portlands, Vaughan Metropolitan Centre, Brampton Riverwalk, Markham Centre). Draft 534 • Engage with local communities to increase awareness about issues facing water resources and their importance to the health and well-being of the jurisdiction. • Monitor the health of the watersheds through the Regional Watershed Monitoring Program and through work with academic institutions. • Reduce flood risks and protect communities through continuous improvements to TRCA's flood forecasting and warning program. Measuring Performance Water quality and biodiversity, monitored through TRCA's Regional Watershed Monitoring Program, will continue as the main indicators of aquatic ecosystem health. TRCA will maintain and improve erosion management, stream flow hydrology and update modelling for flood forecasting. TRCA will continue to use state of the art technologies and science for continuous improvement. Progress and success will be tracked and measured through CPR. Draft 535 Strategy 3 — Rethink greenspace to maximize its value The extensive ravine network and greenspace system of the Toronto region, which provides linkages through communities and nature experiences within minutes of Toronto's downtown and Urban Growth Centers throughout the jurisdiction, is key to the region's appeal and prosperity. Evidence from around the world increasingly demonstrates a clear connection between greenspace and the health and well-being of communities. As the population of the region continues to grow rapidly, TRCA needs to sustain, improve , expand, and program the system of protected greenspace in order to meet the needs of communities while protecting natural heritage. Desired Outcomes 1. TRCA watershed communities benefit from a well-connected network of accessible greenspace including regional connections from Lake Ontario to the Oak Ridges Moraine and Niagara Escarpment via the Humber, Duffins, Don, Etobicoke, Rouge and the little Rouge River Corridors. 2. The region's natural heritage system is protected to support, maintain, and enhance existing biodiversity and ecological functions. 3. A larger total area of protected greenspace is achieved throughout the jurisdiction. 2013-2017 Accomplishments Since 2013. TRCA has: • completed major environmental assessments and studies such as the Scarborough Waterfront EA, Richmond Hill Corridor Conservation Reserve Master Plan, and Goodwood Tract Trail Plan to set the stage for infrastructure investment including flood protection and erosion works, the development of trails, accessible community spaces and newly restored habitats. • supported municipalities in incorporating updated natural heritage system mapping and policies into their Official Plans and, as part of their asset management, helped them assess the state of their urban forests and develop long-term plans to maintain them. • improved public access to greenspace by acquiring almost 700 acres of new public greenspace and partnered with government agencies, municipalities and NGOs to formalize over 800 kilometres of the regional trail system throughout the jurisdiction. • worked with municipal social services departments to develop nature -based therapy programs to introduce diverse groups of users to TRCA owned greenspace. Projected Strategic Accomplishments (2018 — 2022) • Achieve the most appropriate use of TRCA's inventory of lands and facilities while respecting cultural heritage and environmental values. Invest in aging infrastructure across TRCA's Conservation Areas and public spaces in order to provide safe, accessible, and functional facilities to the public. • Secure, restore, and where appropriate, provide more accessible greenspace as part of the technical review of proposed projects and plans. Draft 536 10 • Update TRCA's Terrestrial Natural Heritage System Strategy, the Regional Trail System Strategy, TRCA's Living City Policies and their associated technical guidelines to inform technical reviews of projects and the timely execution of projects. • Advance priority greenspace and community initiatives of Toronto and Region Conservation Foundation (TRCF), member municipalities and partners on flagship projects such The Meadoway, Tommy Thompson Park, Bolton Camp Redevelopment, and Black Creek Pioneer Village revitalization. Measuring Performance In measuring progress towards the desired outcomes for this strategy, the Regional Watershed Monitoring Program will continue to provide the information needed to assess the biodiversity and ecological function of regional greenspace and water resources. TRCA will use GIS databases to inventory the existing extent of publicly owned and protected greenspace in the region and measure the amount of newly acquired greenspace. Through the preparation of various plans and strategies, TRCA will track how communities engage with greenspace. To understand how watershed community citizens are using greenspace the organization will engage them through surveys and other feedback tools. Progress and success will be tracked and measured through CPR. Draft 537 11 Strategy 4 — Create complete communities that integrate nature and the built environment Complete communities support the well-being of each resident by providing a full range of housing, transportation, community infrastructure and open space opportunities. In order to create complete communities, TRCA needs to incorporate livability and sustainability into new developments, while supporting the transformation and retrofitting of existing neighbourhoods to reduce their environmental footprint and increase their resilience. Desired Outcomes Greenspaces, green infrastructure, more sustainable developments, and community retrofits that benefit community members and reduce environmental impacts. 2. Optimal access to TRCA owned or managed greenspace 3. A strong sense of place for all communities that is grounded in environmental health and sustainability, and recognizes and celebrates natural and cultural heritage. 4. Existing and new communities are planned to integrate natural systems and achieve a less impactful (e.g. lower carbon) environmental footprint 2013-2017 Accomplishments Since 2013, TRCA has: • conducted technical reviews to facilitate development and infrastructure projects across jurisdictional projects including the Spadina Subway Extension, Metrolinx Regional Express Rail, Highway 427 extension, redevelopments in Intensification Areas and in new employment areas (e.g., Vaughan, Caledon, Pickering). • supported member municipalities in integrating greenspace and green infrastructure into new and existing communities through initiatives such as retrofitting existing stormwater management ponds, terrestrial natural heritage system design, urban forest management and facilitating low impact development • obtained City of Toronto and Garfield W. Weston Foundation support for Phase 1 of The Meadoway project that will transform portions of the Gatineau hydro corridor in East Toronto into vibrant, biodiverse public spaces. • initiated development of the next generation of TRCA watershed plans that demonstrate how watershed protection can be integrated into new development and redevelopments to achieve greater certainty for all involved. • supported municipal partners in addressing provincial requirements for hazards, watershed planning, and natural heritage in land use decision-making through developing guidelines and policies to inform their decisions. Projected Strategic Accomplishments (2018 — 2022) • Assist landowners and government partners to realize complete communities and environmental best practices in new developments and existing neighborhoods. • Assess TRCA's development review process with member municipalities, industry and other stakeholders to identify opportunities to facilitate more timely reviews. Draft 538 12 • Provide value-added advice to protect natural heritage, reduce risk from flooding and erosion, reduce greenhouse gas emissions and restore habitats in the design of new communities and redeveloping areas. • Work with industry, private businesses and municipal partners to integrate natural heritage, elements of the Regional Trail Strategy, and green infrastructure into the design of new communities, and the redevelopment of older communities, at the earliest stage of the planning process in order to achieve vibrant award winning public spaces and multiple community benefits. • Engage with member municipalities, academic institutions, the development industry, and professional associations to deliver professional development programs, conduct design charrettes and forums to achieve integrated sustainable community design in projects and plans. Measuring Performance Measuring TRCA's progress towards desired outcomes for this strategy will require reliance on existing information and in some cases new data. The land and vegetation cover data and trail mapping data collected by TRCA and member municipalities will allow the organizations to assess collective success in increasing the amount of greenspace and active transportation infrastructure passing through the jurisdiction. Projects including restored steam corridors and retrofitted ponds will be tracked in TRCA databases. Using CPR, the volume of permit reviews will be reported on, and the number of individuals receiving training and certifications through TRCA education and engagement will be tracked. Understanding community health needs may require new partnerships with public health authorities, while assessing 'sense of place' will involve surveys with staff and stakeholders in the development process and direct input from community members. Draft 539 13 Strategy 5 — Foster sustainable citizenship To foster engagement of community members, TRCA needs to build civic capacity by providing the tools and opportunities needed for community members to transition from participants into advocates and leaders. TRCA can also facilitate a two-way dialogue with community members to ensure that local knowledge, ideas and concerns are integrated into decision-making by governments and agencies. Desired Outcomes 1. Improved community awareness and understanding of important environmental issues and the work being done by TRCA to protect the environment and make the region more sustainable. 2. More frequent engagement by community members in nature -based educational, recreational activities, and sustainability actions. 3. Strong community leadership in, and ownership of, watershed planning, community planning, and sustainability initiatives. 2013-2017 Accomplishments Since 2013, TRCA has: • led the Environmental Leaders of Tomorrow program that helps school -aged children make important connections with nature, and challenges them to develop their ecological literacy and leadership skills. • established a Regional Watershed Alliance, whose membership is comprised of citizen representatives, politicians, municipal and NGO representatives, to enable engagement and respond to stakeholder concerns in watershed management and sustainability issues in the jurisdiction. increased public awareness of the value of energy and water conservation through educational activities delivered by TRCA's Education, Training and Outreach and Community Transformation teams. Projected Strategic Accomplishments (2018 — 2022) • Provide increased engagement opportunities for stakeholders of all ages that build environmental, sustainability and climate awareness and promote leadership within communities including training and capacity building. • Develop a greater diversity of nature -based programs to attract a wider range of community participants in TRCA programs. • Work with TRCF to secure funding, community awareness and involvement around TRCA and TRCF flagship projects including The Meadoway, Tommy Thompson Park, Black Creek Pioneer Village, Bolton Camp redevelopment and the "Look After Where You Live" program. • Engage school boards and governments in discussions on how to achieve cost efficient and equitable access for students to curriculum out of class nature — science based education activities. Measuring Performance TRCA will track participation rates in its programs and events and adjust programs based on data captured on use of TRCA destinations and programs. TRCA will also specifically monitor youth and elementary aged children participation rates in environmental education programs and planning initiatives. TRCA will map Draft 540 14 school participation rates in a geospatial database, and report on corresponding demographic, health, academic and other relevant data. Draft 541 15 Strategy 6 — Tell the story of the Toronto region Equipped with a strong sense of place, community members are more likely to be champions for their communities, for their local environment, and for conservation. TRCA will help to tell the story of the region's rich history through a range of voices and perspectives that fully represent the cultural diversity and rich heritage. By engaging all community partners in this conversation, TRCA will remember, teach and celebrate the experiences that form individual and shared identities. Desired Outcomes 1. All community members celebrate the natural heritage, cultural heritage and diversity of the Toronto Region. 2. Additional engagement of indigenous communities and a broad range of diverse communities in the design of TRCA's education and stewardship programs. 3. Reflection of the diversity of the Toronto region in TRCA programs. 4. Preservation and restoration of historic TRCA assets and the recognition and communication of their cultural significance. 2013-2017 Accomplishments Since 2013, TRCA has: • established Bolton Camp by purchasing 254 acres of property and 50 historic buildings in the Town of Caledon, and launched a plan led by TRCA's Education, Training and Outreach team to re -purpose the site as a community cultural hub. preserved and promoted the cultural heritage of European settlement in the region by investing in a new collections management database and environmental control system to ensure that artifacts at Black Creek Pioneer Village will be preserved for future enjoyment and education; and curated Breaking the Silence: Stories of the British Home Children, 1869-1948, an exhibit at Black Creek Pioneer Village that was recognized with the Ontario Museum Association's 2016 Award for Excellence in Exhibitions. repurposed several historic buildings and properties for innovative programming and community activities that have allowed TRCA's cultural heritage to be shared with new audiences. Projected Strategic Accomplishments (2018 — 2022) • Develop a clear and consistent identity and corporate brand for TRCA and build TRCA's visibility through formal and informal communication channels. • Integrate cultural heritage broadly throughout TRCA programming with a focus on fun, learning, and personal stories including those of indigenous community members. • Continue to engage the region's diverse communities to tell their stories and recognize their contributions, and develop community events that celebrate cultural heritage. • Update TRCA's Master Plans including our Archaeological Master Plan and Master Plans for specific Conservation Areas with new information obtained from relevant reviews and studies. • Seek historic designations for TRCA's buildings, as well as new sources of funding for their restoration re -use, and maintenance, where applicable. Draft 542 16 Focus on developing information that is accessible and engaging using a variety of mediums, including digital technology. Measuring Performance TRCA will track its efforts to tell the story of the Toronto region through media analysis including both print and social media. TRCA will continue to track visitor rates for its cultural heritage destinations such as Black Creek Pioneer Village. TRCA will track its progress on addressing costs of heritage buildings through asset management planning. The organization will also apply methods of tracking its efforts including satisfaction surveys, online reviews and user rates of historic properties. Draft 543 17 Strategy 7 — Build partnerships and new business models Securing stable funding and resources to carry out TRCA's mandate remains an ongoing priority for the organization. New opportunities for funding and collaborative arrangements are emerging; but at the same time, competition for funding and resources is increasing. The economic landscape that supports TRCA and its work is shifting, and TRCA must continually assess and respond to changes affecting funding and resources. Desired Outcomes 1. Sustainable business models to fulfill all TRCA Strategic Plan goals 2. Working with TRCF to ensure capacity to deliver on TRCA and partner priorities through more diversified funding sources. 3. Ensuring TRCA's networks and strong relationships with senior levels of government and private sector stakeholders are leveraged to accelerate progress on member municipality objectives. 2013-2017 Accomplishments Since 2013, TRCA has: • upgraded business services by implementing more centralized financial reporting for TRCA's programs, and developed a consistent, organization -wide approach for managing formal agreements with member municipalities, agencies, and other organizations for TRCA services on a cost -recovery basis so as to improve and streamline service delivery and diversify revenues. • explored new business models that include partnerships with private companies that use TRCA properties for innovative purposes such as night life programs at Black Creek Pioneer Village, Treetop Trekking at Bruce's Mill and Heart Lake Conservation Areas, and Wet'n' Wild at Clairevillle Conservation Area. • grown TRCA's capacity to deliver fee for service capital projects for member municipalities such as the East Don River trail, Scarborough Waterfront EA, the Lakeview waterfront connection with the Region of Peel and Credit Valley Conservation Authority, and Lower Don River Flood Protection projects. • Obtained federal grants, e.g., National Disaster Mitigation Program grants, to conduct the flood studies and analyses required to inform key growth and infrastructure projects. Projected Strategic Accomplishments (2018 — 2022) • Continue to diversify TRCA's financial capacity by leveraging government funding to attract private sector funding through TRCF. • Raise the profile of TRCF, by working together to advance flagship initiatives. • Advance new business models to maintain assets and ensure efficient program delivery. • Develop a clear and consistent identity and leadership voice for TRCA and build TRCA's visibility through Corporate Branding Strategy, media exposure, events, conferences and partnerships. • Establish service rates consistent with other service providers as part of the plan for growing TRCA's fee-for-service work. Draft 544 I Measuring Performance TRCA will track core outputs such as the amount of funding received from different sources, and evaluate the success of new business models. TRCA will also explore new performance metrics, such as the number of partnerships by type, retention rate of partnerships through CPR, and conduct satisfaction surveys to partners as fee for service work is delivered. Draft 545 19 Strategy 8 — Gather and share the best sustainability knowledge TRCA is part of a network of thought leaders striving to address a range of urban sustainability issues, including watershed management, climate change mitigation and adaptation, and ecosystem conservation. TRCA is recognized for its expertise by researchers, practitioners and community members, and are well positioned to help generate and mobilize the knowledge needed to answer urgent environmental challenges. Desired Outcomes 1. Community members have access to TRCA research and data, and other leading science, to convey a clear picture of the environmental health of watersheds in the jurisdiction. 2. Community and infrastructure planning, design, operation and renewal in member municipalities is informed by the best sustainability knowledge and research, including data and studies by TRCA, member municipalities and other leaders in the jurisdiction. 3. TRCA programs and projects are evidence -based and informed by both high-quality local research and global best practices. 2013-2017 Accomplishments Since 2013, TRCA has: • updated flood warning systems, flood mapping and modelling, and risk assessments, and worked with member municipalities to develop flood remediation plans to reduce flood risk, and enhance emergency response. This work has included working with stakeholders to conduct updated studies for flood - prone Special Policy Area communities to provide guidance on risk mitigation and other measures required to facilitate safe redevelopment. finalized the Toronto and Region Source Water Protection Assessment Report which identifies vulnerable areas and potential future threats to municipal drinking water supplies to inform the review of projects and plans. • developed the Integrated Restoration Prioritization process which strategically directs TRCA restoration work to provide maximum benefit for the ecological health of the nine watersheds, and the TRCA Guideline for Determining Ecosystem Compensation which outlines required mitigation when a decision to impact a feature is made as a last resort. Projected Strategic Accomplishments (2018 — 2022) • Increase collaboration with governmental, academic institutions, private sector and not-for-profit stakeholders to develop leading-edge sustainability knowledge. • Continue to demonstrate leading-edge community energy efficiency and sustainable design practices in TRCA facilities, including at the Living City Campus at Kortright. • Bring together agencies, professional organizations, and academic institutions working on protection and restoration in the jurisdiction to maximize efficiencies and to ensure the best science and data is leveraged in the delivery of programs and projects. • Deliver knowledge sharing events to professionals in the fields of environmental engineering, restoration ecology and climate change resilience. Draft O 20 • Undertake pilot collaborations with industry, academic institutions and partners to determine and demonstrate which TRCA data are most useful in supporting sustainable practices, and how best to provide access to that data to achieve more sustainable development. Measuring Performance TRCA will monitor how data and information are accessed and used, both internally by staff and externally by partners and community members, and seek user feedback in order to improve the value of this information. TRCA will also invite reviews from participants in knowledge sharing events and programs. In addition, TRCA will continue to explore which emerging or existing indicators can be applied to measure the implementation of sustainability best practices in local community design and retrofit projects. Draft 547 21 Strategy 9 — Measure performance Measuring Performance at TRCA and in the jurisdiction helps the organization understand what it is doing well and what still needs to be done in order to achieve its goals. TRCA must use what it learns from progress measurement to adjust its policies and priorities, achieve its mandate, improve programs and projects, and reallocate resources to where they will deliver the greatest impact for its stakeholders. Desired Outcomes Decision making about planning, growth, development and redevelopment in the jurisdiction is evidence -based and draws on indicators of environmental, social, and economic well-being. 2. All TRCA programs and major projects are designed using the best possible monitoring measures to ensure that program activities will help realize desired strategic outcomes. 3. A common understanding about environmental and sustainability goals, targets and measurements in the jurisdiction that facilitates collaboration and collective action. 2013-2017 Accomplishments Since 2013, TRCA has: built and implemented an internal database, CPR, that tracks all programs and projects, including deliverables, performance metrics and strategic alignment. produced the set of 2013 and 2018 Watershed Report Cards which reported on the state of health of terrestrial and aquatic ecosystems in all TRCA watersheds and the waterfront. produced the 2016 update to The Living City Report Card, which tracks progress on the environmental health and sustainability performance in the jurisdiction, delivered using new, creative communications, including The Living City Art project. Projected Strategic Accomplishments (2018 — 2022) • Invest in digital technologies which will allow the organization to better measure and communicate TRCA's value proposition. • Improve and enhance the CPR database by developing consistent reporting measures including key performance indicators and targets to measure progress towards strategic outcomes and to report on the impact of TRCA work. • Produce updated Watershed and Living City Report Cards on a regular basis and support community - led reporting to ensure stakeholders and community members understand the environmental health of TRCA watersheds. • Work with industry, government, academic institutions and partners to highlight successful and innovative projects in journals and publications. Draft 22 Measuring Performance CPR is central to TRCA's planning and decision-making, while providing the information necessary to manage and allocate resources for the greatest potential benefit. TRCA will continue to enhance and expand the value and role of the CPR database. CPR will inform questions such as what is the potential scale of impact for a project, what is the importance of funding a project at any given time, does it make sense for the organization to fund a project, along with indicators and data that can trace outcomes and indicators to the investment in a project or program. TRCA will work with its member municipalities to standardize and integrate environmental and sustainability data across the jurisdiction, to make decisions informed by the best evidence, and report on progress in ways that are meaningful to stakeholders. Draft 549 23 Strategy 10 — Accelerate innovation To address the urgent and complex growth and sustainability challenges of the region, TRCA must accelerate the pace of innovation. TRCA must purposefully create the conditions for innovation and continuous improvement and share these innovations with its member municipalities throughout the region to advance shared objectives in sustainability. Desired Outcomes 1. Recognition for TRCA and its member municipalities as leaders in sustainability innovation. 2. Staff are supported in piloting innovative ideas to address sustainability challenges, and to help generate optimal results from finite resources. 2013-2017 Accomplishments Since 2013, TRCA has: • implemented green infrastructure and other innovative techniques across the region to restore waterfronts, valleys, forests and wetlands to protect water resources and ecosystem health. • developed advanced models to ensure restoration activities are targeted in the most cost efficient and ecologically important way. • implemented new approaches to plant propagation to ensure there are enough trees, shrubs and wetland plants available for TRCA and partner ecological restoration projects. • demonstrated innovative partnerships and business models for accelerating sustainability progress in the Toronto region, including the Living City Campus, the Sustainable Neighbourhood Retrofit Program and Partners in Project Green. Projected Strategic Accomplishments (2018 — 2022) • Open TRCA's head office by 2022, which will demonstrate innovative green building practices. • Expand TRCA's fee-for-service consulting work to help address member municipality and partner objectives in a financially sustainable way. • Continue to host knowledge sharing events such as the TRCA and International Erosion Control Association (TRIECA) Conference. • Develop user-friendly planning tools that identify how flood risks can be reduced and how ecosystems can be protected and restored, recognizing urban growth and climate change. • Work closely with member municipalities, academic institutions and private industry to monitor, evaluate, and pilot new innovative technologies in TRCA's work. • Seek input from TRCA staff and support their efforts to develop innovations that improve program delivery. • Conduct a staff survey on a regular basis to highlight progress on staff related initiatives and to determine opportunities for continuous improvement. Draft 550 r Measuring Performance TRCA will measure its performance internally by tracking new program adoption and expansion, as well as surveying staff to ensure they feel supported in taking innovative approaches to achieve program goals. TRCA will track attendance at forums and symposiums on innovative practices along with the number of TRCA-led and partnership innovations recognized in journals and publications. TRCA will assess its progress using leading innovation indices and urban regional environmental performance indicators, e.g., percentage of protected areas/waterways/parks versus land area. Draft 551 25 Strategy 11 — Invest in our staff TRCA employees build and deliver programs, provide service to clients and the public, and respond to the challenges and opportunities that allow TRCA to complete its mandate. TRCA needs knowledgeable, talented, and motivated staff equipped with tools to undertake complex work efficiently and effectively. With talented workers being increasingly discerning, it is more important than ever for TRCA to invest in hiring, developing, supporting, and retaining high performing staff. Desired Outcomes 1. All staff are informed and supported to effectively perform their roles. 2. A healthy work / life balance that promotes wellness for all staff. 3. All staff understand how their daily work connects to the strategic goals and priorities of TRCA. 2013-2017 Accomplishments Since 2013. TRCA has: • started the implementation of Business World software system to integrate the internal financial management systems and to make tracking and reporting easier for staff. • developed stronger internal Training Commitment, Professional Development, and Performance Management programs, and conducted a TRCA Employee Culture survey. • developed the digital Staff HUB, an internal digital communication platform, that helps staff connect with each other and access the information and tools they need to do their jobs well. • standardized and improved TRCA's hiring process through the Employee Complement Management program. Projected Strategic Accomplishments (2018 — 2022) • Prepare new policies, procedures, standards and guidelines for how TRCA employees interact with the organization and customers. • Introduce streamlined methods for communicating the organization's key successes and areas for improvement, both internally and for stakeholders. • Implement a Human Resources Information System (HRIS) to streamline human resources and payroll services. • Strengthen HR and Corporate Services teams to ensure necessary training for staff and to better support employee performance and wellness. • Encourage interdisciplinary and interdepartmental teams on projects and plans. • Create a TRCA Succession Plan that identifies future leaders and ensures business continuity. Draft 552 26 Measuring Performance The annual staff survey will continue to be used to assess staff satisfaction and to obtain information regarding access to tools needed to do their jobs well. The new HRIS will track and monitor training and retention of staff. Other measures, such as the introduction of new policy and guidelines, and staff progression and participation rates in work/life balance programs, can also be used to assess progress towards desired outcomes. Draft 553 27 Strategy 12 — Facilitate a region -wide approach to sustainability Around the world, urban regions are becoming connected across their constituent municipal boundaries to tackle pressing sustainability challenges, including greenhouse emissions reduction, climate resilience, transit and transportation, food security, waste management and watershed conservation. TRCA plays an important coordination role on matters that cross municipal boundaries. To achieve shared goals of a green, sustainable, prosperous region, TRCA must build on its history of bringing stakeholders together from across watersheds in the jurisdiction to ensure regional -scale cross boundary collaboration on today's challenges. Desired outcomes 1. TRCA initiatives are coordinated with member municipalities and partners to address the most important environmental issues in the jurisdiction. 2. Stakeholders across the region within the jurisdiction collaborate effectively to advance action on sustainability issues with major, measurable impact. 2013-2017 Accomplishments Since 2013, TRCA has: • launched the Regional Watershed Alliance, which serves as a forum for collaboration and information sharing on environmental issues across TRCA's jurisdiction. • assisted CivicAction in examining the future of regional collaboration for sustainability in the Toronto region. • engaged and supported member hospitals in TRCA's Greening Health Care program to achieve major GHG emissions reductions, water savings, energy savings and cost reductions. • established the Greater Golden Horseshoe Conservation Authorities Coalition, with other Conservation Authorities, to ensure a coordinated response on regional initiatives such as inter -jurisdictional infrastructure projects. Projected Strategic Accomplishments (2018 — 2022) • Develop Master Service Agreements and Fee -For -Service Arrangements with member municipalities to help achieve their sustainability objectives. • Publish the Living City Report Card and Watershed Report Cards to provide clear indicators of environmental health within the jurisdiction. • Ensure that updated TRCA plans and strategies are leveraged in updates to municipal official plans and in provincial and regional infrastructure initiatives. • Expand the Partners and Project Green Eco -Zone program to include emerging employment areas in the jurisdiction subject to partner funding. Measuring Performance Indicators in the Watershed and Living City Report Card will be used to measure success. Board reports on major projects such as The Meadoway, Scarborough Waterfront Environmental Assessment and others will track progress and ensure strong controls and monitoring of key TRCA and TRCF projects. The success of the projects will be tracked and reported to stakeholders through annual reporting. Draft 554 28 3. Executing and Maintaining Progress on the Updated Strategic Plan Each of the 12 strategic priorities in this update to the strategic plan has been assigned a list of projected accomplishments through 2022 that will accelerate TRCA's progress toward desired outcomes. Achieving these organizational five-year performance goals requires combined efforts across multiple TRCA and TRCF service areas and teams. TRCA will identify process actions that the organization will need to undertake, or continue, to meet its performance goals. These actions, consisting of programs, projects and special initiatives, will make up the day-to-day work plans of TRCA divisions, business units, and staff. In order to confirm that the plans are translating into the accomplishments and outcomes the organization desires, the organization will need to continuously measure its performance. TRCA will track, on an ongoing basis, whether process actions are being completed and if those process actions are moving the performance goals forward. TRCA will provide updates on outcomes in Annual Reports and as Board of Directors items. In order to implement this tracking system, TRCA will develop and employ a series of Key Performance Indicators (KPIs). These KPIs will help TRCA measure, monitor, evaluate, report, and improve its work. As TRCA moves toward a model that seeks to measure outputs/metrics and determine their performance, the organization must also understand and measure the overall impacts achieved which contribute to reaching the strategic goals of the organization. KPI's focus on TRCA's long-term goals and can be measured through the evaluation of internal performance measures and external collective efforts. TRCA staff have begun the process of determining corporate and collective impacts through the establishment of five categories which contain a number of classifications. These classifications will be used to define the overall indicators and impacts of TRCA's corporate outputs in the future. Each strategy in the Strategic Plan update correlates to a series of outputs, performance measures and KPI classifications (See Table 1 — TRCA Strategic Plan Update Measuring Performance). The classifications will continue to be refined and developed into formal KPIs which will help to measure and report on TRCA's overall success and performance. The categories and classifications developed include: Changing Behavior - TRCA is a leader and advocate striving to address a range of sustainability issues through research and engagement. Participating in a larger network allows the organization to generate, share and mobilize knowledge and expertise into action to address the complex challenges of the jurisdiction. Classifications: o Education; o Engagement; o Innovation; o Evidence Based Knowledge; o Advocacy; and o Healthy Lifestyles. Community Mobilization - By encouraging and building relationships and civic engagement, TRCA car build capacity to educate and inspire communities to become participants and leaders to have a positive influence its surrounding environment. Classifications: o Partnerships; o Social Capital; o Engagement; o Leadership; o Advocacy; o Stakeholder Collaboration; and o Community Action. Draft 555 29 Environmental Resiliency — In order to build environmental resiliency and health, and mitigate the impacts of climate change, TRCA is working towards protecting and restoring the natural environment. Classifications: o Natural Cover o Watershed Health o Protect and Restore the Natural System Business Excellence — TRCA will continue to provide responsive and efficient services, strengthening organization capacity and effectiveness, and ensure financial sustainability. Classifications: o Transparency and Completeness o Financial o Service Level Indicators o Service Excellence o Business Innovation Risk — A principal function of TRCA's work is to reduce the risk to life and damage to property, TRCA will continue to develop an awareness of emergent issues while also continuing to play an active role in planning and development for the region to protect its nine watersheds. Classifications: o Compliance o People and Property o Regulation If TRCA is not seeing adequate progress, it will make course corrections and adjust accordingly. Also, TRCA will continue to report on the progress that TRCA and its partners are making towards desired outcomes through regional environmental reporting initiatives such as TRCA watershed report cards and The Living City Report Card. Table 1— TRCA Strategic Plan Update Measuring Performance uts/Metrics - Green the Toronto Region's Economy # of partnerships established by sector # of market transformation Performance % of repeat customers % of increase in revenue % of stakeholder/partner adoption _technologies evaluated annually _ value of partnership (monetary, %of increase to revenue resource transfers and shared # of Non-TRCA adoption/integration of knowledge) programs into communities/policies/other % of Living City Transition programs that # of Living City Transition programs achieve financial sustainability through self - delivered sufficient business model % of stakeholder/partner adoption 2 - Manage Our Regional Water Resources for Current and Future Generations # of restored water resources # of monitoring stations within the jurisdiction (by type) # of data requests from stakeholder/partner # of data sets collected # of flood line maps Draft % of annual restored water resources based on target % of stations required to capture full jurisdiction monitoring (density) • potable water quality standards met • of service delivery standards met to stakeholder/partner requests % of data sets reviewed for quality control % of jurisdiction with current flood line mapping ( 5 years) 556 Performance Indicators Financial Service Excellence Stakeholder Collaboration Community Action Financial Community Action Financial Protect and Restore Natural System Transparency and Completeness Watershed Health Service Excellence Stakeholder Collaboration Service Excellence People and Property Transparency and Completeness 30 Outputs/Metrics Performance Key Performance Indicators # of m of valley and shoreline protected % of jurisdiction protected Protect and Restore Natural System # of m of valley and shoreline % of remediated erosion sites remain stable Protect and Restore Natural System repaired/ remediated post 100 year storms Service Excellence # of data point review and corrected annually % of data points with "good grades' Service Excellence # of real-time flood monitoring % of web application availability Service Excellence stations # of Flood Monitoring and Real Time Gauging Transparency and Completeness website hits annually 3 - Rethink Greenspace to Maximize its Value # of Ha currently held within the % of total Ha acquired based on annual target Healthy Lifestyles jurisdiction Greens ace Acquisition Plan People and Property # of Ha acquired annually % of total Ha acquired based on annual target Healthy Lifestyles Greens ace Acquisition Plan People and Property % of restored habitat (Ha/m) grounded in Protect and Restore Natural System Integrated Restoration Plan #/$ of restoration projects completed via Service Excellence # of restoration sites TRCA levy #/$ of restoration projects completed via Financial leveraged funding or additional funding Service Excellence streams # of report cards % of report cards updated/compiled over a 4 Service Excellence year cycle Transparency and Completeness # of participants on user surveys # of invited participants in attendance at Engagement stakeholder engagement opportunities Stakeholder Collaboration # of users captured via trail #/value of user satisfaction rating Healthy Lifestyle counters Service Excellence # of land management and master % of land plan recommendations Advocacy plan approved recommendations implemented by TRCA or stakeholder/partner Community Action annually Stakeholder Collaboration 4 - Create Complete Communities that Integrate Nature and the Built Environmen # of partners contributing regular updates to the # of km of interregional trails by regional trail data Stakeholder Collaboration jurisdiction. program Service Excellence % of Trail Strategy complete (KM) Transparency and Completeness # of km of regional trails achieved through the planning and development process (intemal and external # of community retrofits % of community participation Community Action # of community events % of community participation Community Action 5 - Foster Sustainable Citizenship value/rating(TripAdvisor) Healthy Lifestyles # of visitors annually /o of membership renewal Service Excellence # of memberships annually # of households within a Xkm to accessible greenspace # of business partnerships/joint % or revenue increase (Partner venture) Business Innovation ventures Financial Draft 557 31 Outputs/Metrics Performance Key Performance Indicators Ratio of students participating in programs by Education # of student participating (by type) region Service Excellence % of return rate by school board # of programming opportunities % of uptake (new/ongoing/discontinued) Community Action % of program growth # of participating classes % of participants with behavior Education change/understanding % of program growth # of communities engaged % of participants with behavior Education change/understanding # of class -led environmental % of program growth initiatives undertaken % of participants with behavior change Education understanding # of PAIE participants % of PAIE participants that are successful in Education emplo ent Stakeholder Collaboration 6 - Tell the Story of the Toronto Region % growth rate on heritage programing Education # of artifacts presented on an annual basis % of heritage buildings assessed (work People and Property # of heritage buildings towards SOGR) Service Excellence # of priority infrastructure repairs # of indigenous communities % of TRCA (by type) projects initiation Engagement engaged % of jurisdiction — phase 2 Transparency and Completeness # of cultural heritage programs % of uptake (new/ongoing/discontinued) Community Action # of artifacts presented on an % growth rate on heritage programing Education annual basis — Build Partnerships and New Business Models Business Innovation % of projects/programs that achieve financial # of SLA/MOU annually sustainability through self-sufficient business Financial model Service Excellence $ of leveraged funds % of overall budget annually Financial Transparency and Completeness # of partner/venture using TRCA o Business Innovation /o of revenue growth assets Financial 8 — Gather and Share the Best Sustainability Knowledge # of knowledge sharing events % of attendance/revenue Evidence Based Knowledge "experts" # requests for Service Excellence # of research projects # of citations and academic publications by Evidence Based Knowledge external (policies/plans) stakeholder/partner Leadership # of demonstration projects % of uptake by stakeholder/partner Community Action Innovation # of pilot collaboration technologies Community Action evaluated annually u /o of stakeholder/partner adoption Innovation Stakeholder Collaboration 9 — Measure Performance % of compliance with TRCA plan delivery/plan review standards # of permits % of applications meeting service delivery Service Excellence targets/standards Regulation # of regional studies/Ops incorporating watershed/ Ianpriorities/outcomes # of environmental assessment % of compliance with TRCA delivery/ review Service Excellence conducted by TRCA standards and timelines Regulation Draft 558 32 Outputs/Metrics Performance Key Performance Indicators FOI statistical survey(municipal freedom and Service Excellence # of FOls protection of privacy act) Transparency and Completeness Annual audit No irregularities Service Excellence Transparency and Completeness $ value of projects/programs with % of growth of self -generated revenue Financial self -generated revenue % of program areas with 4 year TOC business Service Excellence tans Transparency and Completeness # of assets identified in assetQ People and Property management strategy as high /a of high priority assets remediated/SOGR Service Excellence priority # of program areas with current % of SOPs and/or service delivery standards Service Excellence SOP/service delivery standard met Transparency and Completeness # of program areas with sustainable % of programs areas have current (4 years) Financial financial targets sustainable financial targets Service Excellence 10 —Accelerate Innovation # of new program initiatives # of new program adoption and or expansion Business Innovation Business Innovation # of new technologies tested % of new technologies adopted Community Action Stakeholder Collaboration # of new diversified funding % of revenue increase to project/programBusiness Innovation strategies Financial # of attendees at conferences and % increase of attendees Evidence Based Knowledge symposiums Education 11 —invest in Our Staff Annual work plan/performance % of completion in a timely manner Service Excellence reviews for all staff Transparency and Completeness # of "functions" within the % of "function (job description) assessed for Service Excellence organization completeness and equity Transparency and Completeness Annual staff survey % staff satisfied with job and organization Transparency and Completeness % of staff accessing TRCA information # of Staff training opportunities % of staff with required and current training Education Service Excellence # of Health and Safety Occurrences % of reduction for occurrences People and Property Service Excellence 12— Facilitate a Region -Wide Approach to Sustainability % increase of SLAB within a municipality Financial # of SLAB with stakeholder/partner $ of offset to municipal levy Service Excellence Stakeholder Collaboration # of times TRCA policies and/or plans are Community Action # of TRCA published policies/plan referenced/adopted by stakeholder/partner Evidence Based Knowledge Stakeholder Collaboration Finally, TRCA will invite member municipalities and stakeholders from across the jurisdiction to provide feedback on how successful TRCA has been in facilitating regional action and collaboration when the organization publishes its annual reports, and as information items that come forward for Regional Watershed Alliance and Board of Directors consideration. Draft 559 33 RES.#A169/18 - DURHAM DISTRICT SCHOOL BOARD Renewal of Lease Agreement with the Durham District School Board and Approval for Replacement of Two Bridge Crossings, Claremont Conservation Area, City of Pickering, Regional Municipality of Durham, Duffins Creek Watershed (CFN 24474). Renewal of the lease agreement with the Durham District School Board for use of Toronto and Region Conservation Authority land within the Claremont Conservation Area, for the operation of the Board -established Duffins Creek Environmental Education Centre, and approval for the replacement of two bridges crossing Mitchell Creek for the purposes of student program use, City of Pickering, Regional Municipality of Durham, Duffins Creek watershed. (Executive Res.#895/18) Moved by: Anthony Perruzza Seconded by: Gino Rosati WHEREAS Toronto and Region Conservation Authority (TRCA) is in receipt of a request from Durham District School Board (DDSB) to renew the lease agreement for the operation of the DDSB-established Duffins Creek Environmental Education Centre located within TRCA's Claremont Conservation Area, for a further five year period ending December 31, 2022, based on the continued use by the School Board of their non- permanent, portable structures, and for the replacement of two bridges crossing Mitchell Creek for the purposes of student program use, City of Pickering, Regional Municipality of Durham, Duffins Creek watershed; THEREFORE LET IT BE RESOLVED THAT TRCA renew the lease agreement with DDSB for the use of 1 hectare (2.47acres), more or less, said land being Part of Lot 12, Concession VII, City of Pickering, designated as Part 1 on Plan 40R-12592, City of Pickering, Regional Municipality of Durham; THAT the lease agreement with DDSB be subject to the following terms and conditions: (i) that the term of the lease agreement be for a five year term, together with one renewal option for a further five year period at the sole option of TRCA; (ii) that consideration be $13,246 per annum, plus 15% administration service charges (to be reviewed annually), effective January 1, 2018 and increased by the Consumer Price Index (CPI) of the preceding year for each successive year of the term of the lease agreement, plus HST; (iii) A daily rate to be established for the use of the Pioneer Cabin; (iv) that DDSB be responsible for the replacement of two bridges crossing Mitchell Creek for student program use, subject to all necessary approvals; (v) any other terms and conditions deemed appropriate by the TRCA staff and solicitor; AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction, including obtaining any necessary approvals and the signing and execution of documents. CARRIED 560 RES.#A170/18 - REGIONAL MUNICIPALITY OF YORK Request from the Regional Municipality of York for a Permanent Easement on Toronto and Region Conservation Authority -owned Lands Required for Minor Road Improvements to Rutherford Road, City of Vaughan, Regional Municipality of York, Humber River Watershed (CFN 60279). Receipt of a request from the Regional Municipality of York, for a permanent easement on Toronto and Region Conservation Authority - owned lands located along Rutherford Road, east of Islington Avenue and west of Pine Valley Drive, in the City of Vaughan, Regional Municipality of York, required for minor road improvements to Rutherford Road including paved shoulder, guiderail, curb and gutter, catch basin, stormwater outfall and a culvert outlet, Humber River watershed. (Executive Res.#896/18) Moved by: Anthony Perruzza Seconded by: Gino Rosati WHEREAS Toronto and Region Conservation Authority (TRCA) is in receipt of a request from the Regional Municipality of York for a permanent easement on TRCA-owned lands located along Rutherford Road, east of Islington Avenue and west of Pine Valley Drive, in the City of Vaughan, Regional Municipality of York, required for minor road improvements to Rutherford Road including paved shoulder, guiderail, curb and gutter, catch basin, stormwater outfall and a culvert outlet, Humber River watershed; AND WHEREAS it is in the best interest of TRCA in furthering its objectives as set out in Section 20 of the Conservation Authorities Act to cooperate with Regional Municipality of York in this instance. THEREFORE LET IT BE RESOLVED THAT a permanent easement on TRCA-owned land containing 0.0088 hectares (0.2175 acres), more or less, of vacant land, required for minor road improvements to Rutherford Road, designated in pink cross hatching on drawing Cont. No. 18-151, in the City of Vaughan, Regional Municipality of York, be granted to the Regional Municipality of York. THAT consideration be the nominal sum of $2.00 and all legal, survey and other costs to be paid by the Regional Municipality of York; THAT the Regional Municipality of York is to fully indemnify TRCA from any and all claims from injuries, damages or costs of any nature resulting in any way, either directly or indirectly, from the grant of the permanent easement or the carrying out of construction; THAT a landscape plan be prepared for TRCA staff review and approval, in accordance with existing TRCA landscaping guidelines at the expense of Regional Municipality of York; THAT said requested permanent easement be subject to the approval of the Minister of Natural Resources and Forestry in accordance with Section 21(2) of the Conservation Authorities Act, R.S.O. 1990, Chapter C.27, as amended, if required; 561 AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction, including obtaining any necessary approvals and the signing and execution of documents. CARRIED RES.#A171/18 - TRCA NEW ADMINISTRATIVE OFFICE BUILDING PROJECT Contract #10008935 for Construction and Term Financing — Addendum Report. Award of contract #10008935 for up to $54 million in construction and term financing to support the construction of the new administrative building. (Executive Res.#897/18) Moved by: Anthony Perruzza Seconded by: Gino Rosati THAT Contract #10008935 be awarded to Canadian Imperial Bank of Commerce ("CIBC" or the "Lender") to provide construction and term financing for Toronto and Region Conservation Authority's (TRCA) New Administrative Office Building Project in the City of Toronto, a Facility 1 — construction loan at a fixed credit spread of 0.74% and a Facility 2 — 10 year term loan at a fixed credit spread of 0.74%, it being the highest ranked proposal that best meets TRCA's requirements as stipulated in the Request for Proposal; AND FURTHER THAT authorized officials be directed to take the necessary action to implement an agreement including the signing and execution of documents with the Lender. CARRIED RES.#A172/18 - TORONTO AND REGION CONSERVATION AUTHORITY ADMINISTRATIVE OFFICE BUILDING PROJECT Tender #10007602 - 5 Shoreham Drive Building Demolition Waste Management Services. Award of Contract #10007602 for building demolition waste management services at 5 Shoreham Drive in support of project delivery. (Executive Res.#898/18) Moved by: Anthony Perruzza Seconded by: Gino Rosati THAT Contract #10007602 for hazardous substance abatement, demolition waste management and site grading services at 5 Shoreham Drive, in the City of Toronto, be awarded to Salandria Limited at a total cost not to exceed $227,003, plus HST, it being the lowest bid that best meets Toronto and Region Conservation Authority (TRCA) specifications as set out in the Request for Tender; THAT TRCA staff be authorized to approve additional expenditures to a maximum of 15% of the contract cost as a contingency allowance if deemed necessary; 562 THAT should staff be unable to execute an acceptable contract with the awarded contractors, staff be authorized to enter into and conclude contract negotiations with the other contractors that submitted tenders, beginning with the next lowest bidder meeting TRCA specifications; AND FURTHER THAT authorized TRCA officials be directed to take any action necessary to implement the agreement including obtaining any required approvals and the signing and execution of documents. CARRIED Section II — Items for Board of Directors Information RES.#A173/18 - SECTION II — ITEMS FOR BOARD OF DIRECTORS INFORMATION Moved by: Michael Palleschi Seconded by: Ron Chopowick THAT Section II items 10.2.1 —10.2.2, inclusive, contained in Executive Committee Minutes #8/18, held on October 5, 2018, be received. CARRIED Section II Items 10.2.1 — 10.2.2, Inclusive GIBRALTAR POINT EROION CONTROL PROJECT (Executive Res.#899/18) LOW IMPACT DEVELOPMENT STORMWATER MANAGEMENT TREATMENT TRAIN ENHANCEMENTS (Executive Res. #B100118) 563 Section III — Items for the Information of the Board RESMAII74/18 - ENVIRONMENTAL REGISTRY OF ONTARIO SUBMISSIONS Summary of TRCA Responses. Summary of TRCA's responses on provincial legislative, policy, regulatory and guidance document proposals submitted between January 2017 and August 2018. Moved by: Paula Fletcher Seconded by: Maria Kelleher WHEREAS Toronto and Region Conservation Authority (TRCA) staff reviewed and submitted comments on numerous Environmental Registry postings on legislative, policy, regulatory and guidance proposals in 2017 and 2018; THEREFORE IT IS RECOMMENDED THAT the staff report summarizing TRCA submissions on provincial postings be received; AND FURTHER THAT staff report back to the Board of Directors on TRCA responses to future provincial consultations on legislative, policy, regulatory and guidance proposals relevant to TRCA. CARRIED BACKGROUND Over the past few years, the Province of Ontario released for consultation a number of legislative, policy, and regulatory proposals of interest to TRCA, the vast majority of which were posted on the Environmental Registry of Ontario (ERO). TRCA staff provided written comments, within specified commenting periods, on those proposals that directly or indirectly affect the work of TRCA. TRCA Response Development TRCA Policy staff in the Planning and Development Division led a large number of responses to proposals on a range of matters relevant to TRCA interests, including Provincial Plan updates, excess soil regulations, guidance on cultural heritage policies and amendments to the Conservation Authorities Act (CA Act). The process typically involves circulating the provincial posting materials to staff within the organization with experience in the subject matter, facilitating interdivisional dialogue and discussion sessions, coordinating comments with Conservation Ontario and other Conservation Authorities, conducting additional research and analysis as needed, and preparing written correspondence that synthesizes staff comments and recommendations. Staff may also attend any available training or consultation meetings to learn more about the proposal and have preliminary questions addressed by provincial staff. By engaging staff from different divisions within the organization, TRCA's responses integrate the expertise and multi -disciplinary perspectives of TRCA's teams from planning, ecology, water resources engineering, and hydrogeology to watersheds, climate change, agriculture, archaeology, and others, depending on the scope of the proposal. Submissions are informed by the trends and issues staff experience in their day-to-day work and emphasize TRCA's priorities with regard to natural heritage protection, minimizing risk associated with natural hazards, climate change mitigation and adaptation, and development and infrastructure planning in a way that maintains and enhances the health of TRCA's watersheds. Overall, the Policy team has led or co -led responses on over 30 consultations since May 2015. Policy staff also contributed comments through a planning lens on postings of a more technical and science -based nature where responses were led by another TRCA team — for example, draft 564 Watershed Planning Guidance posted by the (then) Ministry of the Environment and Climate Change; this response was led by the Watershed Planning and Reporting team in TRCA's Watershed Strategies Division. Other ERO postings on provincial climate change initiatives were led by Watershed Strategies' climate change programs staff. Summary of Responses Due to the volume and limited timeline of consultations, only those comment letters with significant implications are provided to the Board of Directors or Executive Committee prior to submission to the respective ministry or provincial agency. In 2017, they included responses to Bill 139 (the Conservation Authorities Act review and Ontario Municipal Board reform) and the draft Natural Heritage System and Agricultural System mapping for the Greater Golden Horseshoe. Recognizing that Board Members may have an interest in TRCA's comments that were not brought to the Authority at the time of submission, Attachment 1 lists all TRCA submissions from 2017 and 2018. Submissions that were reported to the Board are accompanied by a link to the corresponding staff report. However, it should be noted that all TRCA submissions, regardless of having gone to the Board or not, are vetted through senior staff before release to ensure alignment with corporate positioning. Several of the proposals followed from landmark planning initiatives including Ontario Municipal Board reform through Bill 139, and the update of the Growth Plan for the Greater Golden Horseshoe, Greenbelt Plan, Oak Ridges Moraine Conservation Plan and Niagara Escarpment Plan. Others pertain to consultations led by various ministries or Metrolinx, with a number related to infrastructure or transportation planning, climate change and watershed planning. Should a Board Member wish to view any of the submissions or discuss any of the comments, a member of the Policy team would be happy to assist. RATIONALE It is important for TRCA to provide input on provincial proposals in order to encourage provincial initiatives to align with and support TRCA objectives and interests. The outcomes of such initiatives have implications on TRCA's day-to-day work in TRCA's multiple roles as a regulatory agency, public commenting body with delegated authority to represent the provincial interest for natural hazards, resource management agency, and landowner in a region experiencing significant growth and associated land use and environmental challenges. Staff works closely with not only the Ministry of Natural Resources and Forestry (MNRF) but also the Ministry of Municipal Affairs and Housing, Ministry of Environment, Conservation and Parks, and other ministries and provincial agencies. Staff at these ministries often reach out to TRCA for information and advice, in recognition of TRCA's expertise in watershed science and depth of on -the -ground experience. For example, during the coordinated review of the four Provincial Plans and Greenbelt Plan boundary reviews, Ministry of Municipal Affairs and Housing staff and the expert Advisory Panel requested various information gaps to be filled by TRCA. Specifically, TRCA staff co -led a tour of the Greenbelt, provided comprehensive presentations on watershed planning and the roles of conservation authorities (CAs), submitted graphics and report card findings for the Panel's report, and conducted detailed mapping analysis to support provincial decisions on changes to the Greenbelt boundary. 565 This policy work in responding to consultations is also important for strengthening relationships and coordination between TRCA and our municipal partners and other agencies. On major initiatives, such as the recent Ontario Municipal Board and CA Act reviews, TRCA policy staff review comments from municipalities and other CAs to inform TRCA's own comments, and sometimes collaborate with neighboring CAs and TRCA municipal partners on positioning. Many times, the formulation of TRCA responses coincides with response to Conservation Ontario's (CO) request for comments from CAs in the Greater Golden Horseshoe on provincial postings. CO often relies on substantive comments from TRCA given the volume and breadth of work TRCA undertakes related to provincial interests. In addition, TRCA's perspective can be unique among Ontario CAs given that TRCA is situated in the highly urbanized watersheds of the Greater Toronto Area and experiencing the highest rates of growth and redevelopment in the Province. Staff has also provided input on Ontario Professional Planners Institute submissions in the past. Not uncommonly, TRCA response submissions have succeeded in having some of the key recommendations realized in initiatives such as the coordinated review of the four Provincial Plans, where the final versions of the Plans contained strengthened policies for environmental feature protection and a stronger commitment to watershed planning. Similarly, under the CA Act review and amendments, the objects and powers of conservation authorities were kept broad as TRCA had advocated and the added purpose of the Act continued to enable TRCA to undertake, with partners, its wide range of programs and services for conserving and managing natural resources in an urban context. While staff recognizes that not all of the recommendations provided through TRCA comment letters are incorporated into further stages or the final outcome, staff sees value in seizing these opportunities as part of TRCA's advocacy role, particularly if a proposal has the potential to limit TRCA's roles or ability to effectively deliver services. In all cases, staff takes this opportunity to ensure that TRCA staff are informed and trained appropriately with regard to any legislative, policy or procedural changes that may affect their day -to -day -work. For many of the recent initiatives summarized in the Attachment 1, the final products are still forthcoming, so the impact of TRCA submissions on those initiatives remains to be seen. FINANCIAL DETAILS Funding to support policy and planning input is provided by funding from TRCA's participating municipalities to account 120-12. DETAILS OF WORK TO BE DONE New legislation and regulation changes are expected to come forward as a result of the change with the provincial government. TRCA staff will continue to monitor the Province's Environmental Registry to ensure TRCA participates and comments on legislative, regulatory, policy and guidance initiatives affecting our roles and responsibilities. Staff will also keep the Board of Directors informed of TRCA comments submitted through the ERO and will monitor the outcomes and report on the implications of policy initiatives when appropriate. Staff will also update TRCA policies and procedures as required and facilitate training to reflect legislative and policy changes as appropriate. Report prepared by: Frances Woo, extension 5364 and Mary -Ann Burns, extension 5763 Emails: fwoo(@trca.on.ca, mburns(a@trca.on.ca For Information contact: Laurie Nelson, extension 5281 or David Burnett, extension 5361 Emails: Inelson(otrca.on.ca, dburnett(cDtrca.on.ca Date: October 26, 2018 Attachments: 1 566 ATTACHMENT 1. Policy Team -led TRCA Submissions to the Province, January 2017 to August 2018 DATE MINISTRY/ RELATED PROPOSAL SUMMARY TRCA KEY COMMENTS SUBMITTED AGENCY LEGISLATION Proposed Regulation for the Establishment of Requirements and Standards with Respect to Secondary Residential Units May 23, Ministry of Planning Act The proposed regulation set out Staff supported the proposed regulation, but recommended more 2017 Municipal requirements for second units explicit reference to erosion hazards and floodprone areas as Affairs referred to in the Planning Act with constraints that municipalities must consider when formulating or regard to parking spaces and updating policies (in accordance with Provincial Policy occupancy and construction date Statement),and given that TRCA would not support the creation of the primary building. of secondary units within hazardous lands associated with valley and stream corridors and the Lake Ontario shoreline due to the_ increase in risk to life and property. Excess Soil Management Regulatory Proposal June 30, Ministry of Environmental 2017 Environment Protection Act and Climate Change (MOECC) Based on the Excess Soil Management Policy Framework released in 2016, this proposal included the following components: • A proposed excess soil reuse regulation and amendments to existing regulations (non -regulatory language); • The development of reuse standards and excess soil sampling guidance; • Clarifying when waste approvals apply to excess soil and the requirement of an excess soil management plan. Staff were generally supportive of the proposal from the perspective of a fill manager on our own lands for beneficial re -use as well as a regulator under our s.28 Regulation, but recommended that the Province: • Direct municipalities and conservation authorities (CAs) to coordinate the regulation of fill, now that their jurisdictions can overlap; • Form an enforcement and compliance partnership between MOECC, MNRF, municipalities, and CAs; • Include source water protection considerations in the matching of source and receiving sites; • Reconsider the suitability of the proposed volume trigger for the preparation of an excess soil management plan, as smaller amounts can still have significant impacts; • Develop provisions for peer review of excess soil management plans. Proposed amendments to the Conservation Authorities Act as part of Bill (139), the Building Better Communities and Conserving Watersheds 1 Ministry names used in this table are those in effect at the time of TRCA's submission. 567 DATE MINISTRY/ RELATED PROPOSAL SUMMARY TRCA KEY COMMENTS SUBMITTED AGENCY LEGISLATION Provincial Policy Statement 2014 Act, 2017 Sport in the areas of: cultural planning July 31, 2017 Ministry of Conservation Two reports summarizing the proposal and TRCA's comments were brought to the Authority at the • Encourage timing cultural planning and studies early on Natural Authorities Act meetings held on June 23, 2017 (RES.#A113/17) and July 28, 2017 (RES.#A147/17), respectively. Resources The reports are available at https://Iaserfiche.trca.ca/WebLink/0/edoc/1452956/Authority°/u202017.pdf, and Forestry pp. 257-296 and pp. 402-411. Bill 139 — (Schedule 3) — the proposed Building Better Communities and Conserving Watersheds Act, 2017: Amendments to the Planning Act August 14, Ministry of Planning Act, A report summarizing the proposal and TRCA's comments was brought to the Executive Committee at 2017 Municipal Local Planning the meeting held on August 11, 2017 (RES.#B71/17). The report is available at Affairs Appeal https://laserfiche.trca.ca/WebLink/0/edoc/1452958/Executive%202017.pdf, pp. 351-361. Tribunal Act, Local Planning Appeal Support Centre Act and others Criteria, methods, and mapping of the proposed regional Natural Heritage System for the Growth Plan for the Greater Golden Horseshoe October 4, Ministry of 2017 Natural Resources and Forestry Release of draft Places to Grow A report summarizing the proposal and TRCA's comments was brought to the Authority at the meeting Act held on September 22, 2017 (RES.#A162/17). The report is available at https:Hlaserfiche.trca.ca/WebLink/0/edoc/1452956/Authority%202017.pdf, pp. 449-463. and Implementation Procedures for consultation October 4, Ministry of Places to Grow A report summarizing the proposal and TRCA's comments was brought to the Authority at the meeting 2017 Agriculture, Act; Greenbelt held on September 22, 2017 (RES.#A162/17). The report is available at Food and Act https://laserfiche.trca.ca/WebLink/0/edoc/1452956/Authority%202017.pdf, pp. 449-463. Rural Affairs A Guide to Cultural Heritage Resources in the Land Use Planning Process November Ministry of Planning Act The guide aids in the application Staff recommended that the guide: 17, 2017 Tourism, of cultural heritage policies in the • Describe engagement mechanisms for activities outside the Culture and Provincial Policy Statement 2014 Planning Act and elaborate on the leverage available under Sport in the areas of: cultural planning other legislation for cultural heritage resource protection; and sense of place; protecting • Encourage timing cultural planning and studies early on built heritage resources; DATE MINISTRY/ RELATED PROPOSAL SUMMARY SUBMITTED AGENCY LEGISLATION conserving cultural heritage landscapes and archaeological resources; development and site alteration on adjacent lands to heritage property; community engagement, including with Aboriginal communities; and heritage impact assessments and conservation plans. A Call for Comments on the Draft 2041 Regional Transportation Plan November Metrolinx Metrolinx Act I The Regional Transportation Plan 17.2017 for the Greater Toronto and Hamilton Area builds on The Big Move and aims to promote an integrated multi -modal regional transportation system. The draft plan was organized around five strategies: 1) Complete delivery of current regional transit projects 2) Connect more of the region with frequent rapid transit 3) Optimize the transportation system, including integrating fares and first- and last -mile services 4) Integrate land use and transportation, including around transit stations and mobility hubs 5) Prepare for an uncertain future, including improving resilience to climate change impacts and transitioning to low -carbon transit vehicles. • • TRCA KEY COMMENTS within the planning process; Encourage funding partnerships to preserve built assets; Provide guidance on how to conserve cultural heritage resources "in situ", particularly in redevelopment scenarios, and encourage flexibility in zoning to enable adaptive re -use of protected structures; Reference CAs as a support to implementing cultural heritage policies. Staff supported the emphasis on integration of land use and transportation, a complete streets approach, a regional cycling network, and climate resiliency. Recommendations included: • Ensure transportation planning integrates TRCA review and emerging information from watershed plans and ecological systems mapping and pursues natural hazard remediation and natural heritage restoration with each new project, particularly those at risk for flood and/or erosion hazards; • Partner with TRCA and other infrastructure providers to protect, retrofit, and upgrade Metrolinx infrastructure; • Clarify Metrolinx, municipal, and CA roles for mobility hub planning and ensure that TRCA is involved as a partner; • Collaborate with TRCA and municipalities to integrate the regional trail network as a component of the regional transportation system and as a first -mile last -mile solution; • Investigate a system of "Living Green Corridors" whereby rail corridors could also be used as ecosystem connectors; • Incorporate green technologies into infrastructure improvements to reduce climate change impacts; • Emphasize the need to plan, build, and manage infrastructure in a way that avoids, minimizes, mitigates, restores and/or compensates for ecosystem impacts; • Commit to initiating/continuing compensation programs; • Develop a carbon and energy management strategy to transition to a low or zero emission transportation network. DATE MINISTRY/ RELATED PROPOSAL SUMMARY TRCA KEY COMMENTS SUBMITTED AGENCY LEGISLATION Parkway Belt West Plan Amendments November Ministry of Ontario 20, 2017 Municipal Planning and Affairs Development Note: This Act, 1994 proposal was posted on the Ministry's website, not on the ERO. Amendments were proposed to the Parkway Belt West Plan mapping to refine land use designation boundaries for precision based on surveys and to align the inter -urban transit designation with applications submitted by the Ministry of Transportation for the 407 Transitway. The draft maps did not indicate the areas where amendments were being proposed, limiting staff's ability to comprehensively assess the proposed changes. Comments emphasized that: • If the current intent of the Plan is primarily to protect land for regional infrastructure, rather than to also serve as a public open space system, then TRCA-regulated and/or TRCA-owned lands should not remain within the Plan area; • Publicly owned lands within the Plan area should not be transferred to private ownership. Greater Golden Horseshoe (GGH) Transportation Plan Long -Term Goals and Objectives December Ministry of The goals and objectives will 21, 2017 Transportation guide the development of the GGH Transportation Plan. Objectives were proposed under eight goals for a transportation system that is: healthy, equitable, environmentally sustainable, economically responsible, resilient, prosperous, integrated, and connected. TRCA recommended that the objectives: • Include reference to preserving natural systems and wildlife passage and to ecosystem compensation to achieve a net gain/no net loss of natural areas in transportation planning; • Specify that transportation design avoid natural features and hazards and allow for the conveyance of storm events in order to manage climate change -related risks; • Include the objective of integrating pedestrian and cycling facilities into planning and construction of new and redeveloped communities. Proposed new regulation under the Planning Act to prescribe transitional provisions for the Building Better Communities and Conserving Watersheds Act, 2017 (Bill 139); and Proposed amendments to matters included in existing regulations under the Planning Act relating to the Building Better Communities and Conserving Watersheds Act, 2017 (Bill 139) January 19, Ministry of Planning Act The proposed transition regulation TRCA recommended that the Province proclaim Bill 139 to be in 2018 Municipal set out rules for planning matters force at the earliest possible date to reduce the potential number Affairs in process at the time of of appeals under the previous Ontario Municipal Board regime. proclamation of Bill 139 regarding changes from the Ontario Regulatory text was not released for consultation. The Municipal Board to the Local submission reiterated comments previously made: 570 DATE MINISTRY/ RELATED PROPOSAL SUMMARY TRCA KEY COMMENTS SUBMITTED AGENCY LEGISLATION Ontario's Long Term Infrastructure Plan 2017 February 8, Ministry of Infrastructure 2018 Infrastructure for Jobs and (MOI) Prosperity Act The Long Term Infrastructure TRCA supported many parts of the plan, including climate Planning Appeals Tribunal. • Require municipalities to consult CAs during prior to deeming infrastructure planning and on life -cycle analysis; coordination of infrastructure planning and Amendments to existing an application "complete" to ensure the inclusion of required need for the Province to be able to lens to infrastructure investment. TRCA recommended that the regulations would update the technical work to support an application; demographics, disruptive • Incorporate direction for infrastructure to avoid natural information required in a complete • Require that CAs be circulated on notices of appeal when moved towards the establishment mitigation, compensation, restoration and remediation; planning application and the their areas of interest are affected; the age, condition and value of reducing greenhouse gas emissions in existing infrastructure materials required to be submitted • Provide guidance on operationalizing the conformity/ and upgrading of existing infrastructure to achieve these aims; in an appeal; and requirements for consistency tests and clarify Provincial involvement in a advance infrastructure planning Policy Statement to direct development away from natural giving notice. hearing to represent the provincial interest. Ontario's Long Term Infrastructure Plan 2017 February 8, Ministry of Infrastructure 2018 Infrastructure for Jobs and (MOI) Prosperity Act The Long Term Infrastructure TRCA supported many parts of the plan, including climate Plan set forth a vision for Ontario change mitigation and adaptation; the one -dig policy; emphasis infrastructure planning and on life -cycle analysis; coordination of infrastructure planning and investment and articulated the delivery among all orders of government; and a multi -objective need for the Province to be able to lens to infrastructure investment. TRCA recommended that the adapt to future changes in Plan: demographics, disruptive • Incorporate direction for infrastructure to avoid natural technology and climate, and features and natural hazards or seek opportunities for moved towards the establishment mitigation, compensation, restoration and remediation; of an asset inventory recording • Support programs aimed at improving energy efficiency and the age, condition and value of reducing greenhouse gas emissions in existing infrastructure Ontario's infrastructure assets. and emphasize the need to invest in the ongoing maintenance and upgrading of existing infrastructure to achieve these aims; The LTIP also proposed to • Reference requirements of the Growth Plan and Provincial advance infrastructure planning Policy Statement to direct development away from natural and delivery in relation to: hazards and to undertake watershed planning and stormwater • Integrating life -cycle management to support the direction to align infrastructure assessment into infrastructure and land use planning; planning, procurement, • Incorporate a requirement for life cycle assessment to be built business case development into the environmental assessment process; and decision making ; • Emphasize the utility of, and provide dedicated funding for, • Developing a Community green infrastructure solutions for climate change adaptation; Benefits Framework and • Include trails in the definition of provincial assets; related pilot projects; a • Include expansion of the natural heritage system as a key broadband strategy; and a activity to increase resilience in the face of urban expansion; Social Purpose Real Estate I • Acknowledge the Province's intention to explore options for 571 DATE MINISTRY/ RELATED PROPOSAL SUMMARY SUBMITTED AGENCY LEGISLATION TRCA KEY COMMENTS Strategy that embeds updating provincial funding to help finance CA programs. community and social needs TRCA also recommended: into decision-making on surplus The Ministry of Transportation engage in partnership properties and infrastructure opportunities with TRCA, including through TRCA's Voluntary planning. Project Review process, and meet Metrolinx's standards for land need for jobs and housing natural heritage, natural hazard, and water management impact assessments; based on intensification and . MOI provide directional leadership in aligning infrastructure with the land use planning framework; density targets as per the Growth • The Province consider a model for surplus properties that includes pre -planning with environmental and sustainability Plan, 2017, which requires upper- objectives before selling to developers. for Land Needs Assessment for the Greater Golden Horseshoe February 28, Ministry of Places to Grow The proposed methodology TRCA supported moving to a consistent methodology to assess 2018 Municipal Act outlined the steps to determine land needs, but recommended that it: Affairs land need for jobs and housing • Encourage municipalities to account for CA regulations during based on intensification and the process of allocating housing units in rural areas with density targets as per the Growth existing development permissions; Plan, 2017, which requires upper- • Provide clarity on `net outs' in determining designated and single -tier municipalities to greenfield area capacity and advise municipalities to consult use a standard method to assess CAs for up-to-date floodplain mapping; the quantity of land needed to • Recognize watershed planning as integral to determining the accommodate forecasted growth location of any settlement area boundary expansion; to 2041 and the need for an urban . Provide guidance on next steps after the assessment, boundary expansion. includina assessina options for makina land available. Protecting Water for Future Generations: Growing the Greenbelt in the Outer Ring March 7, 2018 Ministry of Greenbelt Act The proposal outlined a study Municipal area in the north and west Affairs portions of the outer ring of the Greater Golden Horseshoe, based on the presence of moraines, coldwater streams, and wetlands, for consideration for Greenbelt expansion to protect 572 In general, TRCA supports expansion of the Greenbelt. Key recommendations for this initiative included: • Specify the goals and objectives for this expansion initiative; • Use additional types of data and analysis, including finer -grained analysis of growth pressures and water resource vulnerability/capacity, as well as climate change vulnerability data, in the determination of priority expansion areas; DATE MINISTRY/ RELATED PROPOSAL SUMMARY TRCA KEY COMMENTS SUBMITTED AGENCY LEGISLATION Excess Soil Management Regulatory Proposal June 15, Ministry of Environmental 2018 Environment Protection Act and Climate Change water features in areas with high growth pressures. The updated proposal included: • A new regulation which requires the preparation of an excess soil management plan and clarifies when excess soil is designated as waste • Amendments to the Waste regulation and the Record of Site Condition regulation • Rules for On -Site and Excess Soil Management to support the new regulation • Beneficial Reuse Assessment Tool to increase flexibility for reuse on site-specific basis • Rationale Document for Development of Excess Soil Standards • Consider adding rivers that flow through urban areas as Urban River Vallevs. In general, TRCA supports the Province's move to regulate the management of excess soil. Comments stressed the need for review, enforcement, and compliance provisions to enable effective regulation. Key recommendations included: • Reduce volume trigger for the excess soil management plan requirement, which increased from 100om2 of excess soil in the previous proposal to 2000M2; • Establish an excess soil management plan review process and multi -agency enforcement and compliance partnerships to ensure proper implementation; • Require information about the quality of soil placed at each reuse site to be made available; • Allow flexibility for the assessment of salt -impacted excess soil destinations to account for variations in source and reuse site conditions as proposed rules are too prescriptive; • Align the definition of "environmentally sensitive areas" with existing provinicial legislation, plans, and policies. Draft Guidance to Support Implementation of the Growth Plan for the Greater Golden Horseshoe, 2017: Application of the Intensification and Density Targets & The Municipal Comprehensive Review (MCR) Process June 19, Ministry of Places to Grow The Draft Guidance on the 2018 Municipal Act Application of the Intensification Affairs and Density Targets specified the purpose, application, measurement, minimums, and implementation guidelines for the designated greenfield area density, intensification, employment area density, urban growth centre density, and major transit station area density targets 573 Draft Guidance on the Application of Intensification and Density Targets: • Direct upper -tier municipalities to provide direction to lower -tier municipalities on the planning of intensification areas that cross jurisdictional boundaries to improve coordination; • The narrow scope of exclusions — only those lands in natural heritage features, areas, and systems and floodplains where development is specifically prohibited — from the designated greenfield area density calculation may signal that other sensitive lands (e.g. vegetation protection zones) may be DATE MINISTRY/ RELATED PROPOSAL SUMMARY TRCA KEY COMMENTS SUBMITTED AGENCY LEGISLATION 574 and density targets for other open to development. Clarify the intent with regard to strategic growth areas. development in these other areas and how the "where development is prohibited" provision should be interpreted; The Draft Guidance on the MCR The guidance directs municipalities, in planning for Process provided information on intensification and growth areas, to account for SPAS as areas roles, transition, engagement, where development opportunities are limited. Other such background studies and areas, such as natural features and hazard areas, should also sequencing with regard to the be highlighted as areas of constraint. MCR and descriptions of key Growth Plan policies to be Draft Guidance on the MCR Process: implemented through an MCR. • Watershed planning should be referenced as a key input to infrastructure plans and determination of the urban structure; • Direct municipalities to exclude lands constrained due to natural features or hazards from strategic growth areas; • Direct upper -tier municipalities to work extensively with their lower -tier municipalities to refine provincial natural heritage system and agricultural system mapping; • Provide resources on Indigenous engagement. Agricultural Impact Assessment (AIA) Guidance Document July 13, 2018 Ministry of The draft document provided TRCA recommended: Agriculture, guidance on the implementation • Additional guidance on the assessment of impacts, including Food and of new policies relating to AIAs in weighting of impacts and determination of thresholds for Rural Affairs the four updated provincial plans. project viability, to increase consistency in implementation; It included a definition of an AIA • Provincial/municipal oversight or a tracking system to account and provincial requirements; for cumulative impacts to the agricultural system; technical guidelines and • Directing proponents to consult local agricultural organizations information to include in an AIA; at an early stage rather than after impacts have been and discussion of mitigation identified; measures to avoid, minimize and • Strengthening language around monitoring and performance mitigate impacts on agriculture. measurement to ensure intended outcomes. Developing a Voluntary Carbon Offsets Program for Ontario (TRCA review led by Watershed Strategies Division) January 15, Ministry of Summary of the government's proposal is at ERO#013-1634. 2018 Environment Copy of TRCA submission available through TRCA Watershed Strategies Division 574 DATE MINISTRY/ RELATED PROPOSAL SUMMARY TRCA KEY COMMENTS SUBMITTED AGENCY LEGISLATION and Climate Change Ontario's Approach to Climate Change Adaptation (TRCA review led by Watershed Strategies Division) January 19, Ministry of Summary of the government's proposal is at ERO#013-1520. 2018 Environment Copy of TRCA submission available through TRCA Watershed Strategies Division and Climate Change Draft Watershed Planning Guidance Document (TRCA review led by Watershed Strategies Division) April 7, 2018 Ministry of Places to Grow A report summarizing the proposal and TRCA's comments was brought to the Authority at the meeting Environment Act held on March 23, 2018 (RES.#A20/18). The report is available at: and Climate https://pub-trca.escribemeetings.com/FileStream.ashx?Documentld=86, pp. 37-43. Change y1FI&I RES.#A175/18 - REGIONAL WATERSHED ALLIANCE MINUTES May 23, 2018 Minutes. September 19, 2018 Minutes. Moved by: Paula Fletcher Seconded by: Maria Kelleher THAT Regional Watershed Alliance Minutes #1/18, held on May 23, 2018 and Minutes #2/18, held on September 19, 2018, be received. CARRIED Section IV — Ontario Regulation 166/06, As Amended RES.#A176/18 - SECTION IV — ONTARIO REGULATION 166/06, AS AMENDED Moved by: Michael Palleschi Seconded by: Ronald Chopowick THAT Section IV Item 10.3 — Ontario Regulation 166/06, as amended, contained in Executive Committee Minutes #8/18, held on October 5, 2018, be received. CARRIED NEW BUSINESS COMMITTEE OF THE WHOLE RES.#A177/18 - Moved by: Jennifer Drake Seconded by: Anthony Perruzza THAT the Committee move into closed session to discuss personal matters about an identifiable individual, including staff of TRCA, and to discuss contract negotiations in which TRCA is involved. CARRIED RISE AND REPORT RES.#A178/18 - Moved by: Jennifer Drake Seconded by: Anthony Perruzza THAT the Committee rise and report from closed session. CARRIED 576 RESMA179/18 - PERSONNEL MATTERS Moved by: Jennifer Drake Seconded by: Anthony Perruzza THAT the Board of Directors receive the information and support the actions of the Chief Executive Officer on the personnel matters. CARRIED TERMINATION ON MOTION, the meeting terminated at 11:19 a.m., on Friday, October 26, 2018. Maria Augimeri Chair 577 John MacKenzie Secretary -Treasurer