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Home My WebLink About10-19_Minutes_Board_of_Directors_2019-11-29Toronto and Region Conservation Authority Board of Directors Meeting #10/19 was held at TRCA Head Office, on Friday, November 29, 2019. The Chair Jennifer Innis, called the meeting to order at 9:35 a.m. PRESENT Jennifer Innis Chair Jack Heath Vice -Chair Paul Ainslie Member David Barrow (out: 10:46 a.m.) Member Shelley Carroll Member Ronald Chopowick Member Dipika Damerla Member Joanne Dies Member Jennifer Drake Member Paula Fletcher Member Maria Kelleher Member Mike Layton (in: 9:41 a.m.) Member Michael Palleschi Member James Pasternak Member Steve Pellegrini Member Rowena Santos Member Estair Van Wagner (in: 9:37 a.m.) Member ABSENT Kevin Ashe Member Chris Fonseca Member Gord Highet Member Linda Jackson Member Cynthia Lai Member Basudeb Mukherjee Member Anthony Perruzza Member Gino Rosati Member Connie Tang Member The Chair recited the Acknowledgement of Indigenous Territory. RES.#A195/19 - Moved by: Seconded by: MINUTES Paul Ainslie Ronald Chopowick THAT the Minutes of Meeting #9/19, held on Friday, October 25, 2019, be approved. CARRIED PRESENTATIONS 5.1 A presentation by Alexandra Link, Director, Humber Arboretum + Centre for Urban Ecology in regard to item 7.1 — Humber Arboretum Strategic Plan. 5.2 A presentation by Lisa Turnbull, Senior Manager, Project Management Services, TRCA, in regard to item 8.1 — The Meadoway Project — Phase 1 Update. RES.#A196/19 - PRESENTATION 5.1 Moved by: Estair Van Wagner Seconded by: James Pasternak THAT above -noted presentation 5.1 be received. Ca1[T;w0 HUMBER ARBORETUM +CENTRE FOR URBAN ECOLOGY STRATEGIC PLAN 2019-2024 PRESENTER Alexandra Link Director Humber Arboretum and Centre for Urban Ecology alexandra.link@hum ber.ca HUMBER �� ARBORETUM k 4L k HUMBER �� ARBORETUM VISION Humber Arboretum is a thriving natural ecosystem and outdoor learning space that advances the highest potential and well-being of the community through strengthening our relationships with nature and each other. tit AAS# x„ 4 HUMBER �� ARBORETUM MISSION Together we: Protect and care for our natural world in ways that continually model leading practices and motivate others to emulate and further develop these practices Facilitate nature -based experiences and nurture environments that further foster learning, spark innovation, and inspire action • Connect people with nature to benefit the health of both and uplift the well-being of communities HUMBER �� ARBORETUM STRATEGIC PRIORITIES oC,�a.Ready Cit�2Q � ns commo lea 09 Nd1k HUMBER �� ARBORETUM STRATEGIC PRIORITIES 1. World -Ready Citizens Through our leadership in nature -based experiential learning, we develop global citizens with the mindsets, knowledge, and skills to support their success and well- being and the health of our planet. i. Healthy Communities Through our strong partnerships and contributions to bettering the socio -ecological determinants of health, we advance community health and well-being. 3. Thriving Nature Through our integration of protection, care, and community engagement, we bolster the health of our ecosystems and natural inhabitants. HUMBER �%1 ARBORETUM STRATEGIC ALIGNMENT TRCA's Building the Living City Humber Arboretum's Strategic Plan (2013-22) 2. Manage our regional water resources for current and future generations 4. Create complete communities that integrate nature and the built environment 5. Foster Sustainable Citizenship 10. Accelerate innovation �*HUMBER ARBORETUM Strategic PI?n (7019-24) 3. Thriving Nature 2. Healthy Communities 1. World -ready Citizens 1. World -ready Citizens STRATEGIC PRIORITIES AND INITIATIVES 1. World -Ready Citizens Strategic Initiatives: 1.1 Work with interdisciplinary teams to develop academic programs and courses at Humber College that connect with the Humber Arboretum 1.2 Create a Master Plan that connects with Humber College's campus land -use planning process for academic and non-academic purposes 1.3 Expand the value and availability of meaningful experiential learning opportunities connected with the Humber Arboretum HUMBER �� ARBORETUM STRATEGIC PRIORITIES AND INITIATIVES 2, Healthy Communities Strategic Initiatives: 2.1 Partner in local and global movements to inspire a love of nature for the well-being of people and the planet 2.2 Support Humber College in its implementation of the Okanagan Charter through promotion of human and environmental well- being, both locally and globally HUMBER �r� ARBORETUM STRATEGIC PRIORITIES AND INITIATIVES 2. Healthy Communities Strategic Initiatives (continued...) 2.3 Enable safer, more accessible and more user-friendly navigation to, and throughout, our natural spaces for our community members by creating a wayfinding and signage plan that harmonizes with Humber College's Campus Plan and the City of Toronto's Parks, Forestry and Recreation's Signage Strategy 2.4 Increase participation in Humber Arboretum programs for our local schools and neighbouring communities through the implementation of strategies and partnerships HUMBER �r� ARBORETUM STRATEGIC PRIORITIES AND INITIATIVES 3. Thriving Nature Strategic Initiatives: 3.1 Demonstrate national leadership in sustainability by becoming the first College or University campus in Canada to be an Arboretum and Public Garden 3.2 Leverage the tripartite partnership between the City of Toronto, Humber College, and Toronto and Region Conservation Authority to enhance eco -system management within the Humber Arboretum HUMBER �r� ARBORETUM STRATEGIC PRIORITIES AND INITIATIVES 3. Thriving Nature (continued...) 3.1 Create opportunities for our local community and Humber College students to be involved in the stewardship of natural systems 3.2 Enhance the natural functions of the Humber Pond and associated wetland while also creating living laboratory spaces, an outdoor classroom, social gathering spaces, and wildlife habitats HUMBER �� ARBORETUM NEXT STEPS • Development of Implementation Plans by March 2020. • Implementation Plans will include Supporting Actions along with: ✓ Milestones ✓ Leads ✓ Partners ✓ Performance metrics ✓ Assessment of state of readiness, change impact, and effort intensity HUMBER ARBORETUM THANK YOU! Alexandra Link Director Humber Arboretum and Centre for Urban Ecology alexandra.link@humber.ca HUMBER ARBORETUM RES.#A197/19 - PRESENTATION 5.2 Moved by: Paul Ainslie Seconded by: Ronald Chopowick THAT above -noted presentation 5.2 be received. CARRIED Phase 1 Update Board of Direct The Meadoway COMMUNITY POWERED GREEN SPACES A project of. Toronto and Region GO' Conservation Authority Transmission Corridors Today >500 km of transmission corridors in the Greater Toronto Area Entire corridor, beyond land in valley, mown multiple times a year Thick, non-native fescue grass Low biodiversity with poor ecological and hydrological function Lacks aesthetic appeal Thee,,.# Meadoway CCM UNITY POWERED GREEN SPACES www.themeadoway.ca Reimagining Corridors — Untapped Potential The Gatineau Hydro Corridor in Scarborough —The Meadoway r. TM �� a _ - � ,� �t `"s-�-"°sing: ,,'r�y►._�_ I i 1Ni UI! H �.,..... Thee Meadoway CCM VNITV POWERED GREEN SPACES www,themeadoway.ca But Can It be Done? Scarborough Centre Butterfly Trail 3.5 km section of the Gatineau Hydro Corridor —Test Pilot Prior to 2011, a barren N40 ha area of grass was mowed eight times annually Entire section of corridor restored to meadow habitat, with trail improvements Revitalized sections include native vegetation plantings The Meadoway — Community Powered Greenspaces Builds off of the success of the Scarborough Center Butterfly Trail Restores 200 ha of meadow and completes over 16 linear km of multi -use trail Establishes link between downtown Toronto and Rouge National Urban Park; connecting the Don, Highland and Rouge Watersheds CONNECTIONS NATURAL TRANSPORTATION RECREATION ENVIRONMENT & EDUCATION 1 IIN�^ ��•,• Meadaway CCM VNITV POWERED GREEN SPACES COMMUNITY BLUEPRINT & PUBLIC FOR REALM REVITALIZATION www.themeadoway.ca TheI IrrwI'1�11N��,.oW. „a i Gillis 11101 Meadoway COMMUNITY POWERED GREEN SPACES The Meadoway: Phase 1 On April 11, 2018 The W. Garfield Weston Foundation announced a pledge up to $25 million, with a firm commitment of $10 million available immediately. A budget spanning from 2018 — 2020 has been prepared to deliver on the $10 million commitment: Phase 1 of the project. ��i11�N1" ,,.., The ""'M 1114 0 Meadoway CCM UNITY POWERED GREEN SPACES www.themeadoway.ca The Meadoway: Phase 1 The Meadoway ,, uuN,,, The ""'M 1114 0 e,6. ,.�.aw e,m Meadoway CCM UNITY POWERED GREEN SPACES www.themeadoway.ca Active Transportation Trails exists for 10km of the 16 km corridor 3 Sections are "Incomplete" 4 Focus of the TRCA/City of Toronto Municipal Engineers Class EA Hydraulic and geofluvial assessments determined optimal bridge crossings = trail "anchors" 3I %, Section Preferred Trail Alignments SS- Scarborough Golf Club—Neilson Rd. Preferred alignments remain within the hydro corridor (Section 3 and 5) Section 6 routes south of 401 Hwy utilizing Conlins Rd. � f 1 1 , 1 1 Y 1 Y [� 1 p—�Ar Is em a� u � IUIM Eida.i eM16G�: Meadows CCM UNITY POWERED GREEN SPACES Y S3 - Kennedy Rd.—Thomson Memorial S6 - Neilson Rd. — Conlins Rd. Trail Configuration, Design, and Elements ,'VoluuN,,, The oNrl o Meadcway CCM UNITY POWERED GREEN SPACES www.themeadoway.ca Education and Community Learning From classroom to meadow - The Meadoway Schools Program +If71�Ni, .I,n The ""'M oNrl o Meadoway CCM UNITY POWERED GREEN SPACES www.themeadoway.Ca Education and Community Learning Toronto Zoo The•y...p..bi u�u� Meadoway CO UMIIN POWERED GREEN SPACES University of Toronto Bio Blitz - Bees www.themeadoway.ca Public Relations and Communications The•ye McRRR Rei u�u� Meadoway COMMUNITY POWERED GREEN SPACES The :.„�,4� 1.81. .Ruid Meadoway COMM41i�' PpMIEREq QRFJi ca;.{,�6 alY �v I TheMand,®TMMeaaoady Jun 16 We'rehoebabude'w Public lMrnab—Centre brT Mead, ClanfA. Reettjoin u! on IUM 26 al T... Mem.., Rart to Ieand m.1, abp... P'MM aM Mileyo.r d.— a” oue wvnud. poo ly/Kvncd NMyMeaEoway N$ca�bTO PubIc Inho!matlon Cenue. June 26: The MwCoxay Mutt -U! The MPaJoway Class E wlll fand'U1e Ne Planning, Oesgn, and hnPkmenlalbd of .—at ga,.. Ne mufti.., Vali neMglk. O t1 a b In www,themeadoway.ca Meadow Restoration Meadow restoration, from seed to full establishment, can take up to five years. Every meadow is different - restoration is tailored to every site. Year 1 -Typical Mow, till, cover crop, treat - repeat Suppress seed source in soil while increasing nutrients on the landscape in preparation for seeding the following year. This process varies by site and previous land use. Year 2 -Typical Continue to suppress invasive plants in spring and seed native wildflowers and grasses in late spring Most wild flowers will stay dormant at this step, but you will see Black Eyed Susan and a few other species come up in late summer/fall. Year 3 -Typical Ongoing adaptive management and monitoring to control invasives, infill seeding, and allow wildflowers to take root Controlling Invasive species is critical at this stage to allow meadow species to take root and flourish. Year 4/5 -Typical One spring or fall mow every three to five years to remove shrub/tree stems and stimulate growth Mowing will stimulate plant production, causing a spike in plant growth during the summer growing season. Adaptive management will take place throughout the year. i I okIj Ii�tNi......., The, Meadoway COw UNIrV POWERED GREEN $PAC€5 wwwAhemeadoway.ca joW t� -At, � � a 404104 f4f001404 1411 Monitoring Highlights Mix of native and non-native plant species Notable native species include big bluestem and Indian grass Notable non-native species include dog -strangling vine present — to be removed Bird community was a mix of generalists, meadow and forest -edge species Meadow species include savannah sparrow and eastern meadowlark 25 different butterfly species The e,'.0 Meadoway CO UNR POWERED GREEN SPACES www.themeadoway.ca - dem t, a� � s leadoway at Daventry Road 17 Trail Infrastructure 4F.( buffer strip enhanced midblock crossing 3 mrestored meadow Ar L, °°� ' � 8 _. public school grounds �� Next Steps Active Transportation and Connections Municipal Engineers Class EA will be filed - December 12, 2019 Detailed design for the three trail sections, with priority on Highland Creek - early 2020 Tender and construction of the Highland Creek connection - fall 2020 Education and Communitv Learnin The Meadoway Schools Program will expand to both inside and outside of the corridor On-going and new collaborations with partners, community groups and businesses Public Relations and Communications Communications Strategy will be finalized in December 2019; 2020 implementation Wayfinding Strategy for the corridor will be explored with key stakeholders Meadow Revitalization Site preparation of new sections (48 ha); Mowing and seeding (33 ha) Adaptive management for previously restored sections and ongoing monitoring (99 ha) The e,.0 Meadoway CCM UNITY POWERED GREEN SPACES www.themeadoway.ca The Meadoway -By the Numbers 200+ Hectares of high functioning meadow and pollinator habitat 25km+ - Total length of active transportation trails to be created 25+ - Total number of neighbourhoods that The Meadoway will connect 100,000,000+- Number of wildflower seeds that will be used in The Meadoway 250,000 - Estimated number of community members to be engaged 70,000 - Estimated number of school children that will plant wildflowers 30 - Road crossings and one rail crossing within the corridor 15 - Number of parks and greenspaces connected by The Meadoway 10 - Urban agriculture locations for communities to grow their own food 5 - River crossings (Taylor Creek, Highland Creek (2), Ellesmere Ravine and Rouge River) Thee,,.# Meadoway CCM VNITV POWERED GREEN SPACES www.themeadoway.ca 404101f4f001404 1411 i Lisa Turnbull k Senior Manager r Project Management Office, Corporate Services lisa.turnbull@trca.ca j T: 416.661.6600 ext. 5645 1 1' Section I — Items for Board of Directors Action RES.#A198/19 - HUMBER ARBORETUM STRATEGIC PLAN Endorsement of the 2019 — 2024 Humber Arboretum Strategic Plan. Moved by: Rowena Santos Seconded by: Paula Fletcher WHEREAS Toronto and Region Conservation Authority (TRCA), along with the City of Toronto and Humber College, is a founding partner of the Humber Arboretum and Centre for Urban Ecology; AND WHEREAS TRCA, the City of Toronto and Humber College worked collaboratively to develop a new Strategic Plan to guide the work of the Humber Arboretum; THEREFORE, LET IT BE RESOLVED THAT the Board of Directors endorse the Humber Arboretum Strategic Plan; AND FURTHER THAT TRCA staff continue to work with the City of Toronto, Humber College and Humber Arboretum to achieve the goals of the Humber Arboretum Strategic Plan. CARRIED BACKGROUND Established in 1977 through a partnership between Humber College, the City of Toronto and TRCA, the Humber Arboretum comprises 105 hectares of botanical gardens, natural heritage areas and learning spaces, including the Centre for Urban Ecology, a majority of which is located on TRCA-owned land. The Humber Arboretum's historic objectives have been to establish and maintain living plant collections, demonstrate correct horticultural and arboricultural techniques, conserve and restore natural areas and wildlife, facilitate research and education, and provide a welcoming space for people to gather. Opened in 2007 and built to replace the previous Nature Centre, the Centre for Urban Ecology at Humber Arboretum is a LEED (Leadership in Energy and Environmental Design) Gold Certified learning and community engagement hub that complements the botanical and ecological features of the site. With an annual attendance of over 12,000 visitors, both the Centre for Urban Ecology and Humber Arboretum provide an important educational resource for Humber College students, faculty, and school groups from local school boards. Additionally, the Centre for Urban Ecology provides a venue for special events, summer camps, meetings and other functions that support the ongoing operations of the Arboretum. RATIONALE 2017 marked the 50th anniversary of the establishment of Humber College, along with the 40th anniversary of the development of Humber Arboretum. Through a unique tripartite partnership, Humber College, City of Toronto and TRCA provide operational support and leadership to ensure that the Arboretum and Centre for Urban Ecology achieve the shared strategic objectives of the partner organizations. Recognizing the importance of the partnership that governs the Arboretum, TRCA, Humber College and the City of Toronto undertook a strategic planning process in 2018 to provide a framework for the future management and growth of the Arboretum. This strategic planning process sought to build on the strength of the collaborative while responding to the needs of the local community and the students attending Humber College. The 2019 Humber Arboretum Strategic Plan recognizes the important role that the Arboretum plays in advancing learning and community health outcomes both within the student body at Humber College, as well as in the broader community. With this in mind, the 2019 Strategic Plan updates the Arboretum's Vision and Mission: Vision: Humber Arboretum is a thriving natural ecosystem and outdoor learning space that advances the highest potential and wellbeing of the community through strengthening our relationships with nature and with each other. Mission: Together we: Protect and care for our natural world in ways that continually model leading practices and motivate others to emulate and further develop these practices. Facilitate nature - based experiences and nurture environments that foster learning, spark innovation, and inspire action. Connect people with nature to benefit the health of both and uplift the well-being of communities To deliver on the Vision and Mission, the Arboretum Strategic Plan has categorized activities into three core priority areas that acknowledge the important interconnections between the learning programs, community activities and the ecological context within which these are delivered: • World Ready Citizens • Healthy Communities • Thriving Nature Each of these priority areas aligns with the strategic objectives of the partner organizations, Humber College, City of Toronto and TRCA, and furthers the objectives of the Arboretum. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 2 — Manage our regional water resources for current and future generations Strategy 3 — Rethink greenspace to maximize its value Strategy 5 — Foster sustainable citizenship Strategy 7 — Build partnerships and new business models Report prepared by: Darryl Gray, extension 5881 Emails: darryl.araYCZDtrca.ca For Information contact: Darryl Gray, extension 5881 Emails: darryl.gray()trca.ca Date: November 13, 2019 Attachments: 1 Attachment 1: Humber Arboretum 2019-2024 Strategic Plan T LAND ACKNOWLEDGEMENT The Humber Arboretum is located within the traditional and treaty lands of the Mississaugas of the Credit. Known as Adoobiigok—the "Place of the Black Alders" in Michi Saagiig language—the region is uniquely situated along the Humber River Watershed, which historically provided an integral connection for Anishinaabe, Haudenosaunee, and Wendat peoples between the Ontario Lakeshore and the Lake Simcoe/Georgian Bay regions. Now home to people of numerous nations, Adoobiigok continues to provide a vital source of interconnection for all. ..too HUMBER ARBORETUM +CENTRE FOR URBAN ECOLOGY TABLE OF CONTENTS Message from the Management Committee and Director 3 Background Definitions Vision Mission Values Strategic Priorities and Initiatives 5 7 9 9 10 11 Appendix A: Strategic Alignment Matrix 13 2 MESSAGE FROM THE MANAGEMENT COMMITTEE AND DIRECTOR Over 40 years ago, Humber College, the City of Toronto, and the Toronto and Region Conservation Authority came together to create an innovative organization that combined natural areas and a public garden with learning opportunities for post -secondary students and the community. In the fall of 2018, the Humber Arboretum and Centre for Urban Ecology once again drew on the expertise of its founding partners to launch an ambitious strategic planning process. Reflecting the unique collaboration at the heart of the Arboretum, the Management Committee and Director identified that a top priority in creating the Strategic Plan would be to engage all facets of the Humber Arboretum community. The Humber Arboretum developed an Environmental Scan and retained Queen's Executive Decision Centre's services to ensure an inclusive community engagement process based on proven leading practices and evidence -based assessment. Over 270 participants were engaged in the process. An online survey received over 170 responses and in-person and online focus groups gathered input from another 60 stakeholders. These stakeholders comprised staff from all three of the Arboretum's founding partners, Humber College students and alumni, and community members. In addition, fourteen in-depth, one-on-one interviews were conducted with leaders from all three of the Humber Arboretum's founding partners as well as from local community organizations and an international industry association. The Strategic Plan Steering Committee—which included leaders and experts from all three of the Humber Arboretum's founding partners along with Humber College faculty and student representatives—reviewed the feedback from the engagement process and Environmental Scan to define priority areas. Inter -institutional working groups were then formed. These groups conducted in- depth analyses of identified priority areas and provided related strategic recommendations for review by the broader Steering Committee. This work enabled the Steering Committee to identify the strategic priorities and initiatives that will help the Humber Arboretum chart a powerful, adaptable course to the future. We thank the many individuals who contributed their time and energy to the development of this Plan and invite everyone to join us in bringing this vision to life. Whether you are a new student, a long-time member of the local community, or a representative of one of the Arboretum's partners, we encourage you to seek out your own place within these pages and identify opportunities where we can work together to develop world -ready citizens, bolster community health and well-being, and create a more sustainable planet. Please join us in turning these words into reality. We look forward to working with you. Sincerely, Gina Antonacci, Associate Vice President, Academic, Humber College Darryl Gray, Director of Education and Training, Toronto and Region Conservation Authority (TRCA) Alexandra Link, Director, Humber Arboretum and Centre for Urban Ecology Richard Ubbens, Director of Parks, City of Toronto _Mq1rM I0 icy .;-I i". w The current combination of local and global political uncertainty, social and economic inequality, the growing ramifications of the climate emergency, and a worldwide crisis of biodiversity loss creates the sense that this is a critical point in human history, heading towards an undecided future. While all of these factors pose direct risks to the Humber Arboretum, they—along with forward - thinking changes already underway at Humber College, Toronto and Region Conservation Authority, and City of Toronto—also provide the opportunity for this uniquely positioned organization to take on a strong leadership role in the local community and beyond to create a sustainable future. From the very beginning, the goal of enhancing the education of Humber College students through hands- on experiential learning was central to the Humber Arboretum. In fact, it was Humber College horticultural students themselves who first proposed the idea of using the land beside the College campus as a place to improve their practical skills. As Humber College has continued to develop and innovate, the Humber Arboretum has evolved alongside it, now supporting experiential learning for students in diverse fields such as Early Childhood Education, Culinary Studies, and Civil Engineering. Looking to the future, the Humber Arboretum has the opportunity to align even further with the values and pillars of higher education identified in Humber College's 2018- 23 Strategic Plan. This includes the College's commitment to the Okanagan Charter which calls upon post -secondary institutions to "embed health into all aspects of campus culture and to lead health promotion action and collaboration locally and globally." Situated in the Faculty of Health Sciences and Wellness at Humber College, the Humber Arboretum is in a unique position to provide innovative nature -based experiential learning opportunities and better its community's socio -ecological determinants of health. While Health & Wellbeing is one value identified in Humber College's strategic plan, Sustainability is another. Pressure on our natural systems will continue to intensify as climate instability and habitat loss and fragmentation increase the risk of extreme weather events, an altered growing season, shifts in species range—including increased threats from invasive species—and declines in wildlife populations. Working with the other two founding partners of the Arboretum—the City of Toronto, and Toronto and Region Conservation Authority—the Humber Arboretum has the opportunity to take bold action to help preserve and protect our natural world. This includes continued restoration efforts of the West Humber ravine system and the Humber Arboretum's City -designated Environmentally Significant Area, and exciting new initiatives like the Humber Pond Revitalization Project. While working to fulfill all of these important roles, the Humber Arboretum will have to contend with uncertain funding support under changing governments, staffing levels that are significantly lower than that of similar public gardens, and a need to capitalize on emerging opportunities. However, as a tri -partnership and college - connected public garden, the Humber Arboretum is in a unique and strong position to impact the health and development of students, of the broader community, and of local ecosystems by creating a bold and adaptable plan for the future. CVC DEFINITIONS Throughout this document, the following definitions apply: Arboretum: a place where trees and/or shrubs are cultivated for the purposes of research, conservation, and learning. - Climate Emergency: the state in which rapid, sweeping, systemic changes are required to restore a safe climate for human survival. The term recognizes that human - caused climate change has already caused severe ecological damage and calls for swift action to minimize the harm to existing and future communities. Community: an interacting population of various kinds of living beings (including people, plants, and animals) in a common location. Ecosystem: a community, its physical environment, and their interconnected interactions. - Experiential Learning: learning that immerses the individual in a personally -relevant experience while also providing theory and the opportunity for reflection. Ideally, experiential learning encourages self-discovery and self-directed learning, connects emotionally with the learner, and contributes to the understanding of a larger idea or system. - Humber College's Institutional Learning Outcomes (II.Os): a set of attributes - knowledge, skills, competencies and values - that Humber College aims to have all students possess upon graduation. ILOs support graduates to be competitive and resourceful and to inspire change in their workplaces and communities. - Invasive Species: an organism introduced from outside the local area that spreads quickly and is known or believed to cause harm to local species by either out - competing them for limited resources or altering the ecosystem itself. - Leading Practice: a technique, method, process, or activity that experts currently believe is more effective than other available options at achieving desired outcomes. Leading practices are always open to further development and refinement or outright change, and their use encourages ongoing research, testing, and innovation. - Public Garden: an institution that maintains collections of plants for the purposes of conservation, research, and public education and enjoyment. Public gardens are staffed by professionals trained in their given areas of expertise and maintain active plant records systems - for this reason, public gardens are sometimes referred to as "living museums" Socio -Ecological Determinants of Health: a combination of interconnected social, societal, physical, and environmental factors that impact the health of an individual, and in turn influence that individual's impact on the communities around them. Examples of socio - ecological determinants of health include childhood experiences, people's relationship with the land, income and social status, education and literacy, social supports and coping skills, access to health services, and the health of the land and natural ecosystems. - "World -Ready" Citizen: a world -ready citizen is someone who has the mindsets, knowledge, and skills to support their success and well-being and the health of our planet. 4 VISION Humber Arboretum is a thriving natural ecosystem and outdoor learning space that advances the highest potential and well- being of the community through strengthening our relationships with nature and with each other. I MISSION Together we: - Protect and care for our natural world in ways that continually model leading practices and motivate others to emulate and further develop these practices - Facilitate nature -based experiences and nurture environments that foster learning, spark innovation, and inspire action - Connect people with nature to benefit the health of both and uplift the well-being of communities VALUES Leadership We lead by example, modeling effective and innovative practices and inspiring others to take action to improve the health and well-being of people and our planet. Courage We are determined in achieving our goals, tenacious when faced with challenge, and resolute in protecting what matters most. Respect We make the effort to see and appreciate all unique gifts. We recognize that we are at our most powerful when we unite our gifts and work together. Learning We are open and curious. We nurture inspiration, innovation, and potential. Reciprocity We understand that we are in relationship with the land and with everyone and everything. We aim to have a healthy balance between giving and receiving, and understand the meaningful impact we can have. Well-being We honour the power of nature to foster happiness, peace, and good health. 10 STRATEGIC PRIORITIES AND INITIATIVES ,,,axid.Ready Cit,- jc�j ComrnU��' � i � �r{xX19 Nater This partnership leverages the strengths of Humber College, the City of Toronto, and Toronto and Region Conservation Authority (TRCA) to enhance the Humber Arboretum and Humber College's physical and learning environment to achieve the following priorities and initiatives: Ah 1. World -Ready Citizens Through our leadership in nature -based experiential learning, we develop global citizens with the mindsets, knowledge, and skills to support their success and well-being and the health of our planet. Strategic Initiatives: 1. Work with interdisciplinary teams to develop academic programs and courses at Humber College that connect with the Humber Arboretum 2. Create a Master Plan that connects with Humber College's campus land -use planning process for academic and non-academic purposes 3. Expand the value and availability of meaningful experiential learning opportunities connected with the Humber Arboretum 11 Ah 2. Healthy Communities Through our strong partnerships and contributions to bettering the socio -ecological determinants of health, we advance community health and well-being. Strategic Initiatives: 1. Partner in local and global movements to inspire a love of nature for the well-being of people and the planet 2. Support Humber College in its implementation of the Okanagan Charter through promotion of human and environmental well-being, both locally and globally 3. Enable safer, more accessible and more user-friendly navigation to, and throughout, our natural spaces for our community members by creating a wayfinding and signage plan that harmonizes with Humber College's Campus Plan and the City of Toronto's Parks, Forestry and Recreation's Signage Strategy 4. Increase participation in Humber Arboretum programs for our local schools and neighbouring communities through the implementation of strategies and partnerships Ah 3. Thriving Nature Through our integration of protection, care, and community engagement, we bolster the health of our ecosystems and natural inhabitants. Strategic Initiatives: 1. Demonstrate national leadership in sustainability by becoming the first College or University campus in Canada to be an Arboretum and Public Garden 2. Leverage the tripartite partnership between the City of Toronto, Humber College, and Toronto and Region Conservation Authority to enhance eco -system management within the Humber Arboretum 3. Create opportunities for our local community and Humber College students to be involved in the stewardship of natural systems 4. Enhance the natural functions of the Humber Pond and associated wetland while also creating living laboratory spaces, an outdoor classroom, social gathering spaces, and wildlife habitats 12 APPENDIX A: STRATEGIC ALIGNMENT MATRIX The following matrix demonstrates how the Humber Arboretum's three Strategic Plan priorities align with and support specific strategic priorities of its three founding partners - Humber College, Toronto and Region Conservation Authority (TRCA), and City of Toronto's Parks, Forestry, and Recreation division. Humber Arboretum Strategic Plan (2019-24) Humber College's Strategic Plan (2018-23) TRCA's Building the Living City Strategic Plan (2013-22) City of Toronto's Ravine Strategy 1. World -Ready Citizens 1. Career -Ready Citizens 5. Foster Sustainable 1. Connect Through our leadership in - Transform education by Citizenship Toronto's ravines provide great nature -based experiential creating opportunities for To foster engagement of opportunities for people to learning, we develop global all students to participate community members, TRCA connect with nature and the citizens with the mindsets, in meaningful experiential needs to build civic capacity by citys rich history. We must knowledge, and skills to learning, with a focus on providing the tools and ensure that people understand support their success and work -integrated learning opportunities needed for and appreciate the value of well-being and the health of and applied research. community members to our ravine system and have our planet. - Establish strong, sustainable transition from participants physical opportunities to collaborations with industry, into advocates and leaders, connect with these spaces in a community, international TRCA can also facilitate a two- safe and sustainable manner. and alumni partners that way dialogue with community create unique learning members to ensure that local experiences for our students knowledge, ideas and concerns and reciprocal benefits for are integrated into our partners. decision-making by governments and agencies. 3. Healthy and Inclusive Community 10. Accelerate innovation - Optimize student success To address the urgent by embedding health and and complex growth and well-being into all aspects of sustainability challenges of the campus culture. region, TRCA must accelerate - Provide national leadership the pace of innovation. TRCA in developing sustainable must purposefully create the campuses. conditions for innovation and continuous improvement and share these innovations with its member municipalities throughout the region to advance shared objectives in sustainability. 13 Humber Arboretum Strategic Plan (2019-24) Humber College's Strategic Plan (2018-23) TRCA's Building the Li . ving City Strategic Plan (2013-22) City of Toronto's Ravine Strategy 2. Healthy Communities 3. Healthy and Inclusive 4. Create complete 4. Partner Through our strong Community communities that integrate Many individuals and partnerships and - Optimize student success nature and the built organizations are interested in contributions to bettering by embedding health and environment becoming more involved in the the socio -ecological well-being into all aspects of Complete communities care and enhancement of determinants of health, we campus culture. support the well-being of each Toronto's ravines. The City advance community health - Provide national leadership resident by providing a full must work in partnership with and well-being. in developing sustainable range of housing, the community, the Toronto campuses, transportation, community and Region Conservation infrastructure and open space Authority (TRCA)... and other opportunities. stakeholders to create more opportunities for individuals and organizations to contribute to these spaces in meaningful and sustainable ways. 3. Thriving Nature 1. Career -Ready Citizens 2. Manage our regional wa- 1. Protect Through our integration of - Transform education by ter resources for current and Ravines are fundamentally protection, care, and creating opportunities for future generations natural spaces. Ecological community engagement, all students to participate Clean water is a precious and function and resilience is the we bolster the health of our in meaningful experiential limited resource that needs foundation for long-term ecosystems and natural learning, with a focus on to be valued and protected. sustainability of the ravines inhabitants. work -integrated learning Flooding, urban development and watersheds. We are all and applied research. and unsustainable agricultural guardians of these spaces and - Establish strong, sustainable and industrial practices must treatthem with care and collaborations with industry, continue to negatively impact respect. All actions related community, international rivers, streams and Lake to ravines should be guided and alumni partners that Ontario. To safeguard drinking by the overarching goal of create unique learning water supply, the health of protecting these spaces by experiences for our students aquatic ecosystems, and to maintaining and improving and reciprocal benefits for protect communities from their ecological health. our partners. flooding, TRCA must continue working with its municipal 3. Healthy and Inclusive partners to prioritize the Community protection, restoration, and - Optimize student success safe management of water by embedding health and resources. well-being into all aspects of campus culture. - Provide national leadership in developing sustainable campuses. 14 The Humber Arboretum is made possible through the support and collaboration of our three founding partners — Humber College, Toronto and Region Conservation Authority (TRCA), and the City of Toronto. �• 1TORONiO �� Toronto servand Region HUMBER Conservation Authority HUMBER ARBORETUM +CENTRE FOR URBAN ECOLOGY 205 Humber College Blvd. Toronto, ON M9W 51L7 arboretum@humber.ca (416) 675-5009 humber.ca/arboretum @humberarb This document was printed on recycled paper. Graphic Design: Nina Paul Graphic Design Support: Maria Siabato RES.#A199/19 - GREENLANDS ACQUISITION PROJECT FOR 2016-2020 Flood Plain and Conservation Component, Scarborough Waterfront Farida Haque and Akram Syed Hossain (CFN 62333). Acquisition of a portion of property at the rear of 7 Broadmead Avenue, located south of Kingston Road and east of Brimley Avenue, in the City of Toronto, under the "Greenlands Acquisition Project for 2016-2020," Flood Plain and Conservation Component, Scarborough Waterfront. Moved by: Jack Heath Seconded by: Paul Ainslie THAT 0.08 hectares (0.2 acres), more or less, of vacant land, located at the rear of 7 Broadmead Avenue, located south of Kingston Road and east of Brimley Avenue, said land being Part of Lots 514 and 513, Plan 2347 designated as Part 3 on draft plan, prepared by A. Aziz Surveyors Inc., OLS, Project Number #14-414, in the City of Toronto, be purchased from Farida Haque and Akram Syed Hossain; THAT the purchase price be $2.00; THAT Toronto and Region Conservation Authority (TRCA) receive conveyance of the land free from encumbrance, subject to existing service easements; THAT the firm Gowling WLG, be instructed to complete the transaction at the earliest possible date and all reasonable expenses incurred incidental to the closing for land transfer tax, legal costs, and disbursements are to be paid by TRCA; 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 BACKGROUND Resolution #A161/15 at Authority Meeting #8/15, held on September 25, 2015, approved the Greenlands Acquisition Project for 2016-2020. Negotiations have been conducted with Mr. Mohammad Abdur Razzak, solicitor of Emerald Legal Professional Corporation, acting as agent for the owners. Access to the subject lands will be achieved through adjacent TRCA property in the rear. Attachment 1 is a sketch illustrating the location of the subject lands. Attachment 2 is an orthophoto illustrating the location of the subject lands. RATIONALE The subject lands fall within TRCA's approved master plan for acquisition for the Scarborough Waterfront as outlined in the approved Greenlands Acquisition Project for 2016-2020. Through the review of the consent application (#B011/15SC), TRCA staff established the limits of the open space land. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 3 — Rethink greenspace to maximize its value Strategy 4 — Create complete communities that integrate nature and the built environment TAXES AND MAINTENANCE This parcel of land will be turned over to the City of Toronto under the terms of the existing management agreement. FINANCIAL DETAILS Funds for the costs related to this purchase are available in the TRCA land acquisition capital account. Report prepared by: Edlyn Wong, extension 5711 Emails: edlyn.wongCZDtrca.ca For Information contact: Edlyn Wong, extension 5711, Mike Ferning, extension 5223 Emails: edlyn.wong(aDtrca.ca, mike.fenning(aDtrca.ca Date: November 4, 2019 Attachments: 2 Attachment 1: Site Plan Attachment 2: Orthophoto ttachment 1: Site P] Y Subject Property \ NG 2 � L \ t 0 0 l Legend Toronto and Region ME]�' Conservation YORK DURHAM Authority ...... PEEL LJ N roRoxro SITE �xeo tarry :Attachment 2. Orthuphoto RES.#A200/19 - GREENLANDS ACQUISITION PROJECT FOR 2016-2020 Flood Plain and Conservation Component, Humber River Watershed Kleinburg Village Development (CFN 62448). Acquisition of property located east of Islington Avenue and north of Major Mackenzie Drive, municipally known as 357 Stegman's Mill Road, in the City of Vaughan, Regional Municipality of York, under the "Greenlands Acquisition Project for 2016-2020," Flood Plain and Conservation Component, Humber River watershed. Moved by: Jack Heath Seconded by: Paul Ainslie THAT 0.37 hectares (0.9 acres), more or less, of vacant land, located east of Islington Avenue and north of Major Mackenzie Drive, said land being Part of Lots 22 and 24 on Registered Plan 11 and Part of Lot 24, Concession 8, designated as Parts 2 and 3 on Registered Plan 65R-38642, municipally known as 357 Stegman's Mill Road, in the City of Vaughan, Regional Municipality of York, be purchased from Kleinburg Village Development; THAT the purchase price be $2.00; THAT Toronto and Region Conservation Authority (TRCA) receive conveyance of the land free from encumbrance, subject to existing service easements, and subject to a permanent easement in favour of the City of Vaughan for the construction and maintenance of a trail on Part 2 on Registered Plan 65R-38642; THAT the firm Gowling WLG, be instructed to complete the transaction at the earliest possible date and all reasonable expenses incurred incidental to the closing for land transfer tax, legal costs, and disbursements are to be paid by TRCA; 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 BACKGROUND Resolution #A161/15 at Authority Meeting #8/15, held on September 25, 2015, approved the Greenlands Acquisition Project for 2016-2020. Negotiations have been conducted with Mr. Grant Uyeyama, Principal Planner, KLM Planning Partners Inc. acting as agent for the owner. Access to the subject lands will be achieved through its frontage on Stegman's Mill Road. Attachment 1 is a sketch illustrating the location of the subject lands. Attachment 2 is a sketch illustrating the location on an orthophoto. RATIONALE The subject lands fall within TRCA's approved master plan for acquisition for the Humber River watershed as outlined in the approved Greenlands Acquisition Project for 2016-2020. Through the review of the Official Plan Amendment Application OPA 5.006, Zoning By-law Amendment Application Z.15.02, and Site Plan Application DA.16.071 for residential development, TRCA staff established the limits of the open space land. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 3 — Rethink greenspace to maximize its value Strategy 4 — Create complete communities that integrate nature and the built environment TAXES AND MAINTENANCE The City of Vaughan intends to construct and maintain a trail on Part 2 on Registered Plan 65R- 38642. The permanent easement will provide for appropriate indemnification for TRCA. Based on TRCA's preliminary review of the environmental criteria for lands that are eligible to receive a property tax exemption under the provincial Conservation Land Tax Incentive Program, it would appear that a part of the subject property should be eligible for a tax exemption. While it is expected that the subject parcel of land will not significantly impact TRCA's maintenance costs at this location, an assessment of the aggregate acquisitions in the area will be undertaken and the results will be integrated into TRCA's land management program and associated budgets. FINANCIAL DETAILS Funds for the costs related to this purchase are available in the TRCA land acquisition capital account. Report prepared by: Edlyn Wong, extension 5711 Emails: edlyn.wong(cDtrca.ca For Information contact: Edlyn Wong, extension 5711, Mike Ferning, extension 5223 Emails: edlyn.wong@trca.ca, mike.fenningnatrca.ca Date: November 18, 2019 Attachments: 2 Attachment 1: Site Plan Attachment 2: Orthophoto Attachment 2: Orthophoto Attachment 1: Site Plan J E stHumberRiver J �• Toronto and Region �� Conservation Authority PEEL 0 �1x ON.". RES.#A201/19 - CITY OF TORONTO AND PORTSTORONTO Request for Board of Directors approval for conveyance of land, permanent easements, agreements and/or licenses with the City of Toronto and PortsToronto for construction of the Ashbridges Bay Treatment Plant Landform, located south of Lake Shore Boulevard East, east of Leslie Street, City of Toronto, Lake Ontario Waterfront. Moved by: Jack Heath Seconded by: Paul Ainslie WHEREAS Toronto and Region Conservation Authority (TRCA), in partnership with the City of Toronto, undertook a Conservation Ontario Class Environmental Assessment to address erosion and sediment issues at Ashbridges Bay and Coatsworth Cut which was approved in February 2015; WHEREAS TRCA in partnership with the City of Toronto completed detailed design in 2018 for the Ashbridges Bay Treatment Plant Landform based on the concept approved through the Class Environmental Assessment process; WHEREAS City of Toronto Council on April 16, 17 and 18, 2019 directed City of Toronto staff to negotiate, enter into, and execute one or more agreements with TRCA to construct the Ashbridges Bay Treatment Plant Landform; WHEREAS TRCA's Board of Directors on April 26, 2019 directed TRCA staff to negotiate, enter into and execute one or more service agreements with City of Toronto (Toronto Water) to construct the Ashbridges Bay Treatment Plant Landform and provide an update on the status of the Ashbridges Bay Treatment Plant Landform project to the Board of Directors as part of additional reporting for the anticipated requests from the City for land transfers; WHEREAS TRCA continues to work with the City of Toronto to finalize the service agreement for construction of the Ashbridges Bay Treatment Plant Landform; WHEREAS the City of Toronto, as part of the terms and conditions of the service agreement, is requiring confirmation of TRCA's commitments for the completion of land transfers, easements, licenses and/or agreements associated with the completion of the project; THEREFORE, LET IT BE RESOLVED THAT TRCA enter into the following transactions with City of Toronto and PortsToronto for lands located south of Lake Shore Boulevard East, east of Leslie Street, City of Toronto: TRCA will convey to the City of Toronto a parcel of land containing 6.1 hectares (15.1 acres) more or less, of vacant land, said land being Part of Water Lot Location CL 3845 in Lake Ontario in front of Marsh Lands patented to the City of Toronto on May 18, 1880, City of Toronto; 2. City of Toronto will grant to TRCA maintenance and access easements over lands containing 4.5 hectares (11.1 acres) more or less, said land being Part of Water Lot Location CL 3845 in Lake Ontario in front of Marsh Lands patented to the City of Toronto on May 18, 1880, Part of Water Lot Location CL 1924 in front of Reserve for Park Development on Registered Plan 520E and Part of Park Development Reservation on Registered Plan 520E, City of Toronto; 3. TRCA will enter into an agreement with the City of Toronto for protection of the portions of the Ashbridges Bay Treatment Plant Landform on TRCA owned lands, containing 9.2 hectares (22.7 acres) more or less, said land being Part of Water Lot Location CL 3845 in Lake Ontario in front of Marsh Lands patented to the City of Toronto on May 18, 1880 and Part of Water Lot Location CL 1924 in front of Reserve for Park Development on Registered Plan 520E, City of Toronto; 4. PortsToronto will grant to TRCA a maintenance and access easement/license over lands containing 0.8 hectares (2.0 acres) more or less, said land being Part of Park Development Reservation, Registered Plan 520E, City of Toronto; THAT consideration be a nominal sum; THAT the firm Fasken, Martineau, Dumoulin LLP, be instructed to complete the transaction at the earliest possible date. All reasonable expenses incurred incidental to closing for land transfer tax, legal costs, and disbursements are to be paid; 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 BACKGROUND On May 2, 2012, TRCA was notified of the Toronto Council decision on April 10 and 11, 2012 to direct Toronto Water to enter into a joint initiative with TRCA to lead an Environmental Assessment Study that considers a landform south of the Ashbridge's Bay Wastewater Treatment Plant, to provide for the construction of the Coatsworth Cut stormwater treatment wetland and combined sewer overflow high -rate treatment facility, and that integrates these projects with other projects planned for the area. At Authority Meeting #5/12, held on June 22, 2012, RES.#A96/12 provided staff direction to lead the Environmental Assessment Study, in collaboration with Toronto Water, Parks, Forestry and Recreation, Toronto Waterfront Secretariat, and Toronto Waterfront Revitalization Corporation. TRCA then proceeded to undertake a Conservation Ontario Class Environmental Assessment (Class EA) to support the advancement of the project, resulting in the study entitled "Ashbridges Bay Erosion and Sediment Control Project — Conservation Ontario Class EA". This Class EA study identified a preferred alternative that consists of erosion and sediment control structures that integrate with the lakefill area required for the City's planned facilities and provides a long- term solution to address the sedimentation issue with the Coatsworth Cut navigation channel which TRCA currently maintains through a $250,000 per year dredging program. In June 2014, Toronto City Council authorized the finalization of the Environmental Study Report for the Class EA and authorized Toronto Water to undertake the detailed design of the Ashbridges Bay Treatment Plant Landform Project as a joint initiative to be led by TRCA. In 2017, TRCA coordinated the detailed design for the Ashbridges Bay Treatment Plant Landform, incorporating the approved design concepts as outlined in the City of Toronto's Coatsworth Cut and Don River and Central Waterfront EAs and TRCA's Ashbridges Bay Erosion and Sediment Control EA. The detailed design process was completed in 2018 and required permits have been received from Transport Canada, Department of Fisheries and Oceans (DFO) and PortsToronto. The final design of the Ashbridges Bay Treatment Plant Landform Project consists of approximately 27 ha of new land (lakefill) and is composed three distinct elements: • a 16.4 ha land base protected by an armourstone headland -cobble beach system and a rip rap revetment; • a 710 m long central breakwater, constructed from the west side of Coatsworth Cut; and • a smaller 100 m long east breakwater constructed from the southernmost headland of Ashbridges Bay Park. Both the land base and the central breakwater will be constructed upon portions of TRCA, City of Toronto, and PortsToronto-owned water lots. The east breakwater will be constructed exclusively on TRCA-owned water lot. Attachment 1 is a sketch illustrating the location of the subject lands. Attachment 2 is an orthophoto illustrating the location of the subject lands. RATIONALE The Ashbridges Bay Treatment Plant Landform Project achieves the following: • a land base for the City of Toronto's High Rate Treatment Plant as identified in the Coatsworth Cut and Don River and Central Waterfront EAs; • erosion control and long-term shoreline protection for City of Toronto facilities; • diversion of sediment from the navigation channel at Coatsworth Cut, eliminating the need to dredge the channel for several decades; • public access along portions of the waterfront; and • enhancement of fish habitat along the shoreline and newly created embayments. On April 16, 17 and 18, 2019 City Council authorized the General Manager, Toronto Water to proceed with the construction of the Ashbridges Bay Treatment Plant Landform Project in accordance with the detailed design completed by TRCA in 2018. In addition to this approval, the General Manager, Toronto Water, was authorized to negotiate, enter into, and execute. one or more agreements, as may be necessary, with TRCA for the construction of the project on an actual direct construction cost recovery basis plus a reasonable administrative fee not to exceed five percent of the project cost. On April 26, 2019 the Board of Directors authorized staff to negotiate, enter into and execute one or more service agreements with City of Toronto (Toronto Water) to construct the Ashbridges Bay Treatment Plant landform and to provide an update on the status of the project to the Board of Directors as part of additional reporting associated with the anticipated request from the City for land transfers required as part of the agreement. The City of Toronto and TRCA's desire is to commence work for this project in December 2019, pending final negotiations and execution of the service agreement with the City of Toronto. Through continued service agreement discussions between TRCA and Toronto Water, the City of Toronto has identified several requests for land transfers; access and maintenance easements; agreements and/or licenses between TRCA, the City, and PortsToronto, deemed necessary for the long-term management and maintenance of the future land base and two breakwaters. As part of the terms and conditions of the service agreement the City of Toronto is asking TRCA to confirm commitments for the completion of all land transfers, easements, agreements and/or licenses associated with the completion of the project. TRCA Board of Directors approval is needed in advance of the finalization and execution of the service agreement. Attachments 1 and 2 illustrates the land transfers, easements, agreements and/or licenses proposed through the Ashbridges Bay Treatment Plant Landform service agreement. They include: • conveyance of a portion of the TRCA-owned land base and water lot to the City of Toronto; • a TRCA access and maintenance easement along the southern shoreline, and access and maintenance easements along the eastern shoreline, of the City -owned portion of the land base for shoreline erosion control structure maintenance, as required; • a TRCA access and maintenance easement along a portion of the central breakwater situated within a City -owned water lot; • an agreement between City of Toronto and TRCA for protection of the landform for the portions of the land base, central breakwater and east breakwater situated within TRCA- owned water lots; and • an easement/license between TRCA and PortsToronto for access, to manage structure maintenance, and general liability associated with the portion of the central breakwater constructed within the PortsToronto water lot. Post -construction reference plans will be completed for the newly created landforms to determine the exact boundaries and associated area measurements of the property parcels subject to the proposed land transfers, easements, agreements and/or licenses identified within the primary service agreement. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 2 — Manage our regional water resources for current and future generations Strategy 7 — Build partnerships and new business models Strategy 12 — Facilitate a region -wide approach to sustainability FINANCIAL DETAILS The estimated cost for the work required as part of the Ashbridges Bay Treatment Plant Landform Project land transfers, easements, agreements and/or licenses is $100,000. TRCA will work with the City of Toronto to further refine the implementation budget prior to signing a service agreement to undertake the work. Costs associated with preparation of reference plans, legal and other costs required to complete the land transfers; access and maintenance easements/licenses; and landform protection agreement will be recovered through the service agreement with the City of Toronto and tracked under account code 183-02. DETAILS OF WORK TO BE DONE Upon approval from the Board of Directors, TRCA will finalize and execute the service agreement with Toronto Water for construction of the project and enter into an agreement with PortsToronto for the construction of the project. Required land transfers, easements, agreements and/or licenses between TRCA, the City of Toronto and PortsToronto will be finalized post -construction, upon the completion of the necessary reference plans. Report prepared by: Lisa Turnbull, extension 5645 and Mike Ferning, extension 5223 Emails: lisa.turnbull(ciltrca.ca and mike.fenning(cciltrca.ca For Information contact: Lisa Turnbull, extension 5645, or Mike Ferning, extension 5223 Emails: lisa.turnbull(a)trca.ca or mike.fenninq(&trca.ca Date: November 8, 2019 Attachments: 2 Attachment 1: Site Plan Attachment 2: Orthophoto Attachment 1: Site Plan Ports Toronto / Maintenance and or: l Access Easement/License II TRCA Maintenance and Access Easement it X U it n n V p p ,I1 l // City of Toronto • • Agreement to it pp it • • 11+ 1 Protect Landform . . Lands to Convey to' ' .. •' City of ""' Toronto ••••• .... • • Lake Ontario •• V it Legend Toronto and Region Conservation YORK DURHAM Authority © 222 PEEL TORONTO SITE �..ontano RES.#A202/19 - BOARD OF DIRECTORS CHAIR AND VICE -CHAIR ELECTIONS Extension of the term of the Chair and Vice Chair of the Board of Directors in accordance with the recently approved amendments to the Board of Directors Administrative By-law. Moved by: Paul Ainslie Seconded by: Ronald Chopowick WHEREAS the Board of Directors adopted the amended Toronto and Region Conservation Authority Board of Directors Administrative By-law at the Board of Directors meeting #9/19, held on October 25, 2019; AND WHEREAS one of the adopted amendments stipulated that the elections for the Chair and Vice -Chair positions shall be held once every two years in order to improve Board of Directors alignment with partnering municipalities and to better align TRCA elections with changes to municipal representation; AND WHEREAS the current Chair and Vice -Chair were elected for a one year term expiring at the February 21, 2019 meeting of the Board of Directors; THEREFORE, LET IT BE RESOLVED THAT the terms of the current Chair and Vice -Chair be extended for an additional year until the Annual Board of Directors meeting in 2021. CARRIED BACKGROUND AND RATIONALE On October 25, 2019, the Board of Directors adopted the amended Board of Directors Administrative By-law which governs Board of Directors rules and procedures. As part of the update, section B.5, concerned with the election of the Chair and Vice -Chair, was amended altering frequency of elections from yearly to biennially. The update intended to improve internal consistency, by aligning frequency of Chair and Vice -Chair elections with the Executive Committee elections, and to closer align TRCA with partnering municipalities. The most recent Chair and Vice -Chair elections were held at the January 25, 2019 Annual meeting of the Board of Directors, following the October 22, 2018 municipal elections. Both positions were elected for a one year period, as per the rules of procedure of the now superseded version of the Administrative By-law. An extension of the term of the current Chair and Vice -Chair for an additional year would ensure Board of Director compliance with the amended Administrative By-law and ensure smooth transition from the old to the new election model. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategy set forth in the TRCA 2013-2022 Strategic Plan: Strategy 7 — Build partnerships and new business models Report prepared by: Alisa Mahrova, extension 5381 Emails: alisa.mahrovacDtrca.ca For Information contact: Alisa Mahrova, extension 5381 Emails: alisa.mahrova(a)trca.ca Date: November 14, 2019 RES.#A203/19 - EAST DON TRAIL CONSTRUCTION PROJECT — PHASE 1 CONTRACT EXTENSION Extension of Contract No. 10005933 for additional engineering and construction services in support of the Taylor Massey Creek Bridge for Phase 1 of the East Don Trail Project, in the City of Toronto. Moved by: Jack Heath Seconded by: Paul Ainslie WHEREAS Toronto and Region Conservation Authority (TRCA) and the City of Toronto have a Master Service Agreement to allow TRCA to undertake certain projects in partnership and/or on behalf of the City's Parks, Forestry and Recreation Division and the Transportation Services Division; AND WHEREAS the City's Transportation Services Division has a Letter Agreement with TRCA, executed under the Master Service Agreement, for construction of Phase 1 of the East Don Trail; AND WHEREAS TRCA requires engineering and construction services to deliver the East Don Trail project; AND WHEREAS TRCA solicited tenders through a publicly advertised process and awarded Contract No. 10005933 to Metric Contracting Services Corporation at Authority Meeting #10/17 RES.#A241/17; AND WHEREAS the need to extend the contract has arisen; THEREFORE, LET IT BE RESOLVED THAT upon amendment to the existing Letter Agreement under the Master Service Agreement with the City of Toronto, Contract No. 10005933 for engineering and construction services awarded to Metric Contracting Services Corporation be extended at a total cost not to exceed $671,664, plus applicable taxes, to be expended as authorized by TRCA staff; THAT TRCA staff be authorized to approve additional expenditures to a maximum of $67,166 (approximately 10% of the project cost), plus applicable taxes, in excess of the contract cost as a contingency allowance if deemed necessary; AND FURTHER THAT authorized TRCA officials be directed to take whatever action may be required to implement the contract extension, including the obtaining of necessary approvals and the signing and execution of any documents. CARRIED BACKGROUND The East Don Trail Project is being completed by the City of Toronto in partnership with TRCA. The purpose of the East Don Trail Project is to create a key connection in the City of Toronto's multi -use trail system while providing safe and equitable access to nature and recreational opportunities for the public, and to create a safe travel route. A significant gap in the multi -use trail network currently exists within the East Don Corridor between the existing East Don Trail (east of Wynford Heights Crescent), the future Meadoway trail (at approximately Bermondsey Road), and the Lower Don Trail System. The proposed East Don Trail will fill this gap, creating a continuous connected trail network. In addition, a section of the East Don Trail will realize one of the strategic connections of the Pan Am Path, a multi -use path connecting Toronto trails and creating an active -living legacy for the TORONTO 2015 Pan Am/Parapan Am Games. The City of Toronto's Bikeway Trails Implementation Plan identified the need for a trail connection in the East Don Corridor, while the East Don Trail Master Plan Update, completed in 2012, determined that the trail connection was feasible and recommended that further environmental studies were necessary. The Bikeway Trails Implementation Plan was approved by City Council on June 6, 2012 with the following direction: City Council authorized the Acting General Manager, Transportation Services, the General Manger, Parks, Forestry and Recreation and, where appropriate, TRCA, to undertake and manage any Environmental Assessment studies required for the new trail connections contained in the Bikeway Trails Implementation Plan and file the Environmental Study Report with the Ministry of the Environment and Climate Change as necessary; and City Council authorized the Acting General Manger, Transportation Services, and General Manger Parks, Forestry and Recreation and, where appropriate, TRCA to undertake site assessments, design, public consultation, project management and construction of the new trail connections contained in the Bikeway Trails Implementation Plan. At Authority Meeting #5/12, held on June 22, 2012, Resolution #A98/12 was approved for TRCA to undertake the Environmental Assessment (EA), as well as, the management of the design and construction of the East Don Trail. The City of Toronto and TRCA initiated the East Don Trail Municipal Class EA, Schedule C in 2013. Through extensive public consultation, the EA identified, evaluated and selected a preferred route for the East Don Trail. The Environmental Study Report for the EA was filed with the Ministry of the Environment and Climate Change (now the Ministry of the Environment, Conservation and Parks) for a 30 -day public review period and was subsequently approved in November 2017. The recommended solution (preferred trail route), as documented in the Environmental Study Report is a 3.6 to 4 metre -wide by approximately 5 kilometres long, asphalt multi -use trail routed within the East Don Corridor (not including access routes). The route includes nine bridges over the East Don River, one over Taylor Massey Creek (separate from this contract and managed by City of Toronto -Toronto Water Division) and two over drainage tributaries, as well as five crossings through the Metrolinx railway corridor. The preferred trail route has been divided into three distinct phases for detailed design and construction, with Phases 1 and 2 being prioritized. Phase 1 spans from the Lower Don Trail to the future Meadoway at Bermondsey Road, while Phase 2 spans from the existing East Don Trail off Wynford Heights to Eglinton Avenue. The future implementation of Phase 3 will span from approximately Eglinton Avenue to connect to Phase 1. Attachment 1 is a map illustrating the location of Phase 1, Phase 2 and Phase 3, respectively. At Authority Meeting #10/17 RES.#A241/17, Request for Tender 10005933 was awarded to Metric Contracting Services Corporation for engineering and construction services for implementation of Phase 1 of the East Don Trail project. Phase 1 includes; construction of a 3.1 km paved multiuse trail extending from Taylor Massey Creek to Bermondsey Road, four permanent bridges, resting nodes, signage, bank stabilization and final restoration. RATIONALE Contract #10005933 for Phase 1 of the East Don Trail excluded the first bridge over Taylor Massey Creek at the south end of the Phase 1 trail connection as shown in Attachment 1. This bridge, designed by Toronto Water, is an Acrow panel style bridge, 30.48 metres in length and 4.14 metre clear width. The main purpose of the bridge is to facilitate maintenance access while allowing for pedestrian use. The bridge was initially scheduled to be tendered by Toronto Water in 2018 with implementation to follow and was incorporated in the overall Phase 1 trail design. Toronto Water obtained all permits and approvals to undertake construction of the bridge but ultimately postponed tendering due to concerns with potential conflict with implementation of the East Don Trail project. Subsequently, Toronto Water approached TRCA and Cycling Infrastructure & Programs (Transportation Services) to undertake the fabrication and installation of the bridge as part of the East Don Trail Phase 1 contract. At the request of TRCA, Metric provided a quotation of $671,664.00 for the proposed scope of work to Toronto Water and Cycling Infrastructure & Programs. The quotation was approved, and the City will proceed with an amendment to the Letter Agreement with TRCA to include the additional scope of work and associated costs. Due to the value of the added scope, TRCA determined that an extension to the Contract #10005933 was the most viable approach in order to preserve the contingency allowance for implementation of the remainder of the Phase 1 contract. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategic priority set forth in the TRCA 2013-2022 Strategic Plan: Strategy 7 — Build partnerships and new business models FINANCIAL DETAILS Funding for this project will be fully recoverable from the City of Toronto's Transportation Services Division through a Letter of Agreement under the Master Services Agreement. Funds will be tracked through account 117-82. Report prepared by: Amanda Yip, extension 5793 Emails: amanda.vip(&trca.ca For Information contact: Mark Preston, extension 5848; Lisa Turnbull, extension 5645 Emails: mark.preston(a2trca.ca; Iisa.turnbull(&trca.ca Date: November 2, 2019 Attachment 1: East Don Trail Orthophoto Existing Don Trail Mop -OS Wigmore Park G A „ l , ifs oo,,PHASE 2 TRAIL CO N EGA Gatineau CorridorTrail PHASE -3 TRAIL y°? SUNa\5E PyE o � m � 9 �e O DVP 9� - PHASE 1 S�Oo y Gp,TEWgy 9TRAIL oQ' 9p Q, O O �� w9iTygyF O ovEp�"�B�vo � �p�R PSE E y Future Toronto st Water Bridge h PARKVIEW Lower Don Trail s ' dal'/or-Massey ire Legend Toronto and Region Conservation YORK DURHAM Authority s' PEEL TORONTO SITE leha Ontario RES.#A204/19 - SCARBOROUGH WATERFRONT PROJECT AND SCARBOROUGH BLUFFS WEST UPDATE Update on the status of the Scarborough Waterfront Project and proposed Scarborough Bluffs West Individual Environmental Assessment (EA) project and request for approval from the Board of Directors to proceed with the detailed design of the West Segment of the Scarborough Waterfront Project, including the Brimley Road South multi- use trail. Moved by: Jack Heath Seconded by: Paul Ainslie WHEREAS Toronto and Region Conservation Authority (TRCA), in partnership with the City of Toronto, undertook an Individual Environmental Assessment (EA) to create a system of greenspaces along the Lake Ontario shoreline between Bluffer's Park and East Point Park in Toronto that will respect and protect the significant natural and cultural features of the Bluffs, enhance the terrestrial and aquatic habitat, and provide a safe and enjoyable waterfront experience (the Scarborough Waterfront Project); WHEREAS TRCA received approval from the Authority Board on July 28, 2017 (Resolution #A137/17) to submit the Draft Scarborough Waterfront Project EA Report to the Ministry of Environment and Climate Change (MOECC) for public and agency review, and to proceed to City of Toronto Executive Committee and City of Toronto Council to request approval to formally submit the Final Scarborough Waterfront Project (SWP) EA Report, once completed, to the Ministry for public and agency review; WHEREAS TRCA received approval from City of Toronto Executive Committee on May 14, 2018 and City of Toronto Council on May 22, 23 and 24, 2019 (Resolution EX34.5) to submit the Final SWP EA Report to the MOECC, now MECP, for formal Ministry Review in June 2018; WHEREAS TRCA received funding of $4.895 million over two years as part of the 2019 City Budget process to refine the preliminary overall costing for the entire SWP EA and report to the City for the City Council -approved stage 2 stage gating review, as well as complete the detailed design of the West Segment, which includes the funding required for the Brimley Road South multi -use trail detailed design and construction; AND WHEREAS TRCA received approval for the Final SWP EA Report from the Minister of Environment, Conservation and Parks (MECP) on November 5, 2019. THEREFORE, LET IT BE RESOLVED THAT staff, in partnership with the City of Toronto, proceed with the detailed design of the West Segment of the SWP, including the design of the Brimley Road South multi -use trail, based on the concept approved through the Individual EA process; THAT an update on the status for the SWP be brought forward to the Board of Directors following completion of the West Segment detailed design phase; THAT staff work with City of Toronto staff to secure budget to allow initiation of the proposed Scarborough Bluffs West Individual EA project in partnership with the City of Toronto; AND FURTHER THAT an update on the status of the Scarborough Bluffs West Individual EA project and any required approvals be brought to the Board of Directors for their consideration in the Spring of 2020. CARRIED BACKGROUND Toronto City Council on December 16, 2013 adopted, in part, the following resolution (EX.36.17): City Council amend the Toronto Water budget by including $1.5 million for Environmental Assessment work on the Scarborough Waterfront Erosion Control and Access Plan, with funding from the Toronto Water Capital Reserve. At Authority Meeting #3/14, held on April 25, 2014, Resolution #A36/14 was approved, in part, as follows: ... THEREFORE, LET IT BE RESOLVED THAT TRCA staff be directed to work with the City of Toronto to initiate the Scarborough Waterfront Access Plan Individual Environmental Assessment. Based on this direction, TRCA, in partnership with the City of Toronto, initiated a study in 2014 under the Environmental Assessment Act (EA Act) with a vision to create a system of public greenspaces along the Lake Ontario shoreline between Bluffer's Park and East Point Park, which respect and protect the significant natural and cultural features of the Bluffs, enhance terrestrial and aquatic habitat, and provide a safe and enjoyable waterfront experience. This section of the Scarborough waterfront has been the subject of many studies seeking to understand stressors on the ecosystem, public access issues, and the nature of public safety and property risks posed by shoreline erosion. While the Scarborough Bluffs are an iconic feature of the Lake Ontario shoreline, due to limited public access and existing public safety hazards, the water's edge along this section of the waterfront is not formally accessible to the public. Ultimately, the Scarborough Waterfront Project (SWP) has the potential to provide formal public access along a currently inaccessible area of the Scarborough waterfront between Bluffer's Park and East Point Park, while comprehensively addressing the risks to public safety and public property and enhancing the natural heritage system. The SWP will fulfill the strategic recommendations of previous planning processes and the City of Toronto Council direction, to address the existing risk to public safety and public infrastructure due to erosion along the shoreline, and providing for increased public space while improving and enhancing the natural heritage system. It also supports and advances TRCA's Living City Policies, the City of Toronto Official Plan and the Lake Ontario Waterfront Trail initiative, which recognize the need to balance waterfront revitalization, public access, natural heritage, and natural hazard protection and management. Public ownership of waterfront lands is a key means to managing natural hazards, while providing accessible open space integrated with opportunities for public enjoyment and aquatic and terrestrial enhancements. The study was undertaken in accordance with the Provincial EA Act (1990), as an objectives - based Individual EA, where the Project Vision and Objectives were established early in the planning process through extensive public and stakeholder consultation, and are used to describe the Project and structure the development and evaluation of Alternatives. The Project Objectives are to: • protect and enhance terrestrial and aquatic natural heritage features and linkages; • manage public safety and property risk; • provide an enjoyable waterfront experience; • maintain consistency and coordinate with other initiatives; and, • achieve value for cost. Ultimately, a 'Preferred Alternative' was identified which best meets the Vision and Objectives of the Project. Summary of EA Process The EA was completed in two stages as required by the EA Act. Stage one included the completion and approval of a Terms of Reference. The purpose of the Terms of Reference was to describe how the EA should be carried out and to provide the public, agencies and Aboriginal communities with an opportunity to comment prior to proceeding with the study. TRCA completed the Terms of Reference and it was approved by the Minister of the Environment and Climate Change (MOECC) on December 15, 2015. Stage two of the Project included the completion of the EA and preparation of the EA Report in accordance with the approved Terms of Reference. Approval was sought and received from TRCA's Authority Board on July 28, 2017 to submit the Draft EA Report to the MOECC on August 17, 2017, and to proceed to City of Toronto Council to request approval to formally submit the Final EA Report, once complete. Following the 45 - review day review period for public, agency and other stakeholder comment, the EA Report was revised and finalized. As per the approval by the TRCA Authority Board to proceed to City of Toronto Council (Resolution #A137/17), further approval was sought and received from the City Executive Committee, followed by City Council, in May 2018 to formally submit the Final EA to the MOECC for public and agency review (Resolution EX34.5). The Final EA was submitted to the MOECC, now MECP, for formal Ministry Review on June 15, 2018. The Final EA was made available for public review for seven weeks, with the comment period ending on August 3, 2018. Following the completion of TRCA's responses to comments received and minor document amendments, the Ministry Review was released for public and agency comment on February 22, 2019 for a regulated five-week comment period, ending on March 29, 2019. Responses to comments on the Ministry Review were prepared by TRCA and provided to MECP for further internal review by staff, and subsequently the Minister. TRCA received approval for the Final EA from the Minister of MECP November 5, 2019, as per the conditions outlined in Attachment 1. Overview of the Preferred Alternative Overall the Preferred Alternative: addresses the existing risk to public safety by providing continuous formal public access outside of the risk line, along the water's edge between Bluffer's Park and East Point; formalizes long-term shoreline protection along areas of the shoreline currently protected by interim works (e.g., base of Doris McCarthy Trail / Bellamy Ravine and Guild Park and Gardens shoreline); • addresses the risk from erosion to Grey Abbey Park and the public infrastructure along Greyabbey Trail; • provides public access along the shoreline in sections where it is currently restricted by private property and critical infrastructure; • contributes to minor improvements in water quality by reusing flows from existing stormwater outfalls in the creation of backshore wet features; • results in 17.6 ha of new naturalized habitat and enhancement of nearshore aquatic habitat along the shoreline; • results in a net benefit to the sensitive habitats at East Point Park by decommissioning approximately 8 km of informal trails, which are currently fragmenting the ecosystem and resulting in trampling and other impacts from unmanaged use; • addresses the ongoing need for annual dredging at the Bluffer's Park marina entrance, by reducing sedimentation through the proposed headland expansion; and, • provides improved access to and along the shoreline for all abilities. Detailed design and subsequent construction of the project will be undertaken in phases. The West Segment will be the priority as there continues to be an increasing need to ensure safe access to and through Bluffer's Park for thousands of annual visitors. The Preferred Alternative for the West Segment, shown in Attachment 2, involves lakeward extensions of both the east headland at Bluffer's Park and the west headland at Meadowcliffe Drive to allow for the accumulation of sand along Bluffer's Park Beach. It also includes enhancements to Brimley Road south of Kingston Road to allow for safe pedestrian access to the shoreline, and may facilitate an additional construction access route to the Central Segment, potentially alleviating some construction traffic pressure through the Guildwood Village community. The east headland at Bluffer's Park is an integral component of the Project and its purpose and function are intertwined with other components in order to address two key problems. First, ongoing sedimentation in the entrance to the Bluffer's Park boat basin is a navigation and cost concern for the City. Dredging of the boat basin entrance channel has been ongoing for the last decade, and annual costs continue to increase. The proposed headland addresses this sedimentation by directing the material onto the existing sand beach, and into deeper water, where it is removed through coastal processes. Second, there is the need to provide a safe trail connecting the east end of Bluffer's Park Beach to the existing shoreline protection works at Meadowcliffe. This headland, in conjunction with the expanded Meadowcliffe headland proposed at the east end of the beach, allows for the accumulation and retention of sand, thereby widening the beach and providing this connection. The expansion of Bluffer's Park Beach will be designed to blend easily with the existing headland beach system at Meadowcliffe, closing the gap below Cudia Park and providing a continuous connection between the West and Central Segments of the Project. Given that the expanded Bluffer's Park Beach would take decades to form through sediment capture after the headlands are in place, it is currently proposed that the beach build-up be accelerated through the importation of fill material and the potential use of dredge material from the Bluffer's Park boat basin entrance. The current access to Bluffer's Park is via Brimley Road South, which is steep, with the grade varying between 4% and 17%, and there is limited safe access for pedestrians and cyclists along this roadway. While a separated informal off-road path does exist on the east side of the road for the lower third of the ravine, pedestrians and cyclists need to walk along the road shoulder above this section without adequate separation from traffic. Pedestrian usage of the roadway can be significant during the summer when Bluffer's Park parking spaces are all occupied. Additionally, the ravine containing Brimley Road South is the site of a former landfill that limits the ability to cut into the ravine. The valley walls are steep and come down adjacent to the road. Given the identified constraints, the construction of an at -grade path adjacent to Brimley Road with a signed downhill cyclist route has been deemed to be the most viable improvement. A new 1,030± m trail is proposed to the east of the existing roadway, at existing grades, from Barkdene Hills to Bluffer's Park (Attachment 3). A multi -use trail along Brimley Road South would improve the safety of pedestrians and cyclists who currently access Bluffer's Park along a narrow roadway with a steep grade. City Council has directed that the timing of the Brimley Road South multi -use trail project be assessed as part of the Cycling Network Plan update, which was reported to Council on June 13, 2019. The Cycling Network Plan update will review opportunities to include this project within the Transportation Services Capital Program, subject to the approval of the detailed design and taking into account capital budget coordination opportunities. Completion of the Brimley Road South multi -use trail would address concerns with pedestrian and cyclist safety that currently exist along Brimley Road South, in alignment with the goals and objectives detailed in the Vision Zero Road Safety Plan. As road safety for pedestrians and cyclists is a key priority for the City, the first efforts of the Scarborough Waterfront Project would be to start design and construction on the Brimley Road South multi -use trail project to provide safe access down to Bluffer's Park. Summary of Consultation and Project Feedback Consultation is an integral component of the EA process, and was a core principle of the SWP. Consultation activities were initiated early in the process and the Project Team engaged with a range of interested stakeholders through a variety of forums and avenues, including a Stakeholder Committee, five (5) Public Information Centres, and other direct community engagement activities, such as individual meetings with landowners, community organizations and groups; outreach at Bluffer's Park and East Point Park; organized events (e.g., shoreline tours); and attendance at local community events. Since its inception the Project has received significant public interest; comments received reflected a wide range of viewpoints, including a desire for a formal, continuous trail along the full length of the shoreline, a desire for no additional formal access along the waterfront, and support for the Refined Preferred Alternative as presented in the Draft and Final EA. Specific to the West Segment, concern regarding potential impacts to one of the identified surfing locations at Bluffer's Park was indicated. The surfing community has previously raised concern that the expanded headland at Bluffer's Park will eliminate the existing 'Lighthouse' surf break. To address this concern as the Project proceeds into detailed design, TRCA has committed to engaging the surfing community, and other interested stakeholders, throughout the design process to determine if additional changes may be made to the headland to meet both the needs of the Project and the requirements of regulators, while maintaining the 'Lighthouse' surf break in some capacity. RATIONALE The Refined Preferred Alternative, as presented in the Draft and Final EA for the SWP, endorsed by TRCA's Authority Board and City Council and ultimately approved by the Minister of MECP, was identified as meeting the Project Vision and Objectives to the best extent. Overall, the SWP will fulfill the strategic recommendations of previous planning processes and support and advance TRCA's Living City Policies and the City of Toronto Plan, as it results in improvements to aquatic and terrestrial habitat, improved public access to the water's edge which is removed from the hazard risk associated with bluff erosion, a waterfront experience accessible to more people of all abilities, and a project compatible with local, regional and lake wide plans and policies related to the natural and human environment. Scarborough Bluffs West Individual EA TRCA continues to receive requests from Councillors and members of the public with respect to improving access to the shoreline west of Bluffer's Park. With the SWP EA now complete TRCA is in a position to re-initiate discussions with the City to confirm funding and other details so as to advance the Scarborough Bluffs West Individual EA project. At City Council Meeting #11 on December 9 and 10, 2015, Resolution EX10.23 was passed which directed City Council, through the Capital Budget, to include a $2 million Toronto Water Capital Reserve contribution towards the Scarborough Bluffs West Individual EA, cash flowed over the 2 or 3 -year life of the project. This resolution would see the initiation of an Individual EA similar to SWP for the shoreline from Bluffer's Park west to R.C. Harris Water Treatment Plant. As SWP was in the middle of a comprehensive consultation process at this time a mutual decision between TRCA and the City was made to delay the new EA until the active planning process was complete to eliminate potential public confusion. TRCA staff would like to embark on this Individual EA for Scarborough Bluffs West subject to confirming details around funding recognizing that this EA will be similar in timing and scope to the SWP. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 2 — Manage our regional water resources for current and future generations Strategy 3 — Rethink greenspace to maximize its value Strategy 5 — Foster sustainable citizenship FINANCIAL DETAILS The total capital investment for the SWP is estimated to be $170 million, over a 12 -year implementation period, and additional post -implementation reporting and monitoring. Given the conceptual level of detail considered in the EA, and annual inflation over the course of the Project, the estimated capital investment includes a healthy contingency of 50%. The total capital investment will continue to be refined during the detailed design process, as concepts are further refined. As per the staff report submitted to the May 14, 2018 City Executive Committee, and subsequently to City Council on May 22, 23 and 24, 2018, this Project will follow the City Council -approved "stage gate" capital planning and approval process. The work undertaken to date confirms the conceptual feasibility of the Project (stage 1). As part of detailed design, TRCA staff will undertake the work required to establish preliminary design and costs associated with the second stage of the process. Detailed costs for each Segment of the Project that would identify the eligibility of funding sources (i.e. erosion control separate from waterfront access and environmental enhancements) is not yet available. Confirmation of these cost estimates requires the 30% detailed design to be completed at the third stage of the City's stage gating process (stage gate 3, class 3 costing) in conjunction with relevant City Programs. As part of the 2019 Budget process, TRCA submitted a request and received funding of $4.895 million over two years to complete the refined preliminary costing of the entire Project, as well as detailed design of the West Segment, which includes the funding required for the Brimley Road South multi-use trail detailed design and construction. Given the necessity to improve pedestrian and cyclist safety along Brimley Road, the Brimley Road South multi-use trail work will be a first priority in the West Segment detailed design process. Funds will be tracked through the 204-17 account code. For the Scarborough Bluffs West project City Council has authorized $2 million for the Individual EA which will have to be revisited through discussions with City staff. It is anticipated that the EA would cost approximately $3.5 million to complete over a period of three or more years based on the experience with the SWP. DETAILS OF WORK TO BE DONE As requested by City Council, TRCA will refine the preliminary overall costing for the entire SWP and report to the City for the City Council-approved stage 2 stage gating review. Through the remainder of 2019 and into 2020, TRCA, in partnership with the City of Toronto, will proceed with the detailed design of the West Segment of the SWP, including the design of the Brimley Road South multi-use trail. This work will include additional engineering and technical analysis, as well as and construction phasing and costing for the following components: the proposed expanded headlands at Bluffer's Park and Meadowcliffe, the expansion of Bluffer's Park Beach, and a multi-use trail through the Segment, including improvements to Brimley Road South and construction of a separated multi-use trail along the east side of Brimley, south of Barkdene Hills to Bluffer's Park. Given the necessity to improve pedestrian and cyclist safety along Brimley Road, the Brimley Road South multi-use trail work will be a first priority in the West Segment detailed design process. Following the completion of the West Segment detailed design phase, an update on the status of the SWP will be brought forward to the Board of Directors to present the refined construction costing along with a request for authorization to proceed with any next steps requiring Board approval. TRCA staff will also engage the City in discussions around proceeding with the formal initiation of the Scarborough Bluffs West Individual EA. An update on the status of this EA will be brought to the Board of Directors which will include a refined workplan and financials after additional discussion with City of Toronto staff. Report prepared by: Katherine Hills, extension 5913 Emails: katherine.hills(aDtrca.ca For Information contact: Nancy Gaffney, extension 5313 or Lisa Turnbull, extension 5645 Emails: nancy.aaffney(c@trca.ca or lisa.turnbull(a)trca.ca Date: November 8, 2019 Attachments: 3 Attachment 1: Ministry of Environment, Conservation and Parks Decision and Notice of Approval, dated November 5, 2019 Attachment 2: Refined West Segment Preferred Alternative Attachment 3: Proposed Path Along Brimley Road South Ministry of the Environment, Conservation and Parks Office of the Minister 777 Bay Street, 5th Floor Toronto ON M7A 2,13 Tel.: 416-314-6790 NOV 0 5 2019 MinistAre de I'Environnement, de la Protection de la nature at des Pares Bureau du ministre 777, rue Bay, 5e Atage Toronto (Ontario) M7A 2,13 TAI.: 416.314.6790 Ms. Nancy Gaffney, Waterfront Specialist Watershed Strategies Division Toronto and Region Conservation Authority 5 Shoreham Drive Downsview ON M3N 1S4 ngaffneV(aDtrca.on.on.ca Dear Ms. Gaffney: 357-2019-2024 Thank you for the September 4, 2018 submission of the Scarborough Waterfront Project Amended Environmental Assessment. The Ministry of the Environment, Conservation and Parks has completed its review of the environmental assessment, and I wish to inform you that I have approved the undertaking subject to conditions in the Notice of Approval. Attached is a signed copy of the Notice of Approval to Proceed with the Undertaking as required by the Environmental Assessment Act. Please be advised that the Toronto and Region Conservation Authority must ensure that the undertaking is designed, constructed and operated in accordance with the commitments set forth in the environmental assessment and the conditions outlined in the attached Notice of Approval. Should you have any questions, please contact Cindy Batista, Special Project Officer in the Environmental Assessment and Permissions Branch, at 416-314-7225 or cindy. batista(a)ontrio.ca. Sincerely, JYurek Minister of the Environment, Conservation and Parks Attachment c: Doly Begum, MPP, Scarborough Southwest Vijay Thanigasalan, MPP, Scarborough —Rouge Park Mitzie Hunter, MPP, Scarborough Guildwood Ontario Executive Council of Ontario Conseil executif de I'Ontario Order in Council Decret On the recommendation of the undersigned, the Sur la recommandation de la personne Lieutenant Governor of Ontario, by and with the soussignee, le lieutenant-gouverneur de I'Ontario, advice and concurrence of the Executive sur ['avis et avec le consentement du Conseil Council of Ontario, orders that: executif de I'Ontario, decrete ce qui suit : WHEREAS subsection 9(1) of the Environmental Assessment Act (the "Act') provides that the Minister of the Environment, Conservation and Parks, with the approval of the Lieutenant Governor in Council, may give approval to proceed with an undertaking, give approval to proceed with an undertaking subject to such conditions as the Minister considers necessary to carry out the purpose of the Act, or refuse to give approval to proceed with an undertaking; and WHEREAS a Notice of Completion of the Review for the amended environmental assessment for the Scarborough Waterfront Project (the "undertaking") was published on February 22, 2019 and 110 submissions were received from the public before the prescribed deadline; and WHEREAS, having considered the purpose of the Act, the amended environmental assessment of the undertaking, the terms of reference, the Ministry review of the environmental assessment and the submissions received, the undersigned Minister of the Environment, Conservation and Parks is of the opinion that the undertaking should be given approval to proceed, subject to the conditions specified in the attached approval; THEREFORE, pursuant to subsection 9(1) of the Environmental Assessment Act, approval to proceed with the undertaking is given in the form attached, subject to the conditions specified therein. ATTENDU QUE le paragraphe 9 (1) de la Loi sur les evaluations environnementales (la u Loi ») prevoit que le ministre de I'Environnement, de la Protection de la nature et des Pares peut, avec I'approbation du lieutenant-gouverneur en conseil, autoriser ['exploitation d'une entreprise, autoriser ]'exploitation d'une entreprise aux conditions que le ministre estime necessaires pour realiser ('objet de la Loi ou refuser d'autoriser 1'exploitation d'une entreprise; ATTENDU QU'un avis d'achevement de 1'examen de 1'evaluation environnementale modifiee lige au projet du secteur riverain de Scarborough (1'« entreprise ») a ete p.ublie le 22 fevrier 2019 et que 110 observations ont ete regues du public avant la date limite prescrite; O.C. I Decret :1 3 4 0/ 2 0 1 9 ATTENDU QUE, ayant pris en consid6ration I'objet de la Loi, 1'6valuation environnementale modifiee de 1'entreprise, le cadre de reference, 1'examen de 1'evaluation environnementale par le ministere et les observations reques, le ministre de l'Environnement, de la Protection de la nature et des Pares soussigne est d'avis que ('exploitation de I'entreprise devrait Etre autoris6e, sous r6serve des conditions precisees dans I'autorisation ci jointe; PAR CONSEQUENT, en vertu du paragraphe 9 (1) de la Loi sur les Evaluations environnementales, I'autorisation de 1'exploitation de 1'entreprise est donn6e dans le formulaire ci- joint, sous reserve des conditions qui y sont precis6es. Conservation and Parks : Le mini;itre de I'Environnement, de la Protection de la nature et des Pares Concurred: Chair of Cabinet Appuye. par : Le president I la presidente du Conseil des ministres Approved and Ordered: SEP 1 3 2019 Approuve et decrete le Lieutenant Governor La lieutenante-gouverneure 2 ENVIRONMENTAL ASSESSMENT ACT SECTION 9 NOTICE OF APPROVAL TO PROCEED WITH THE UNDERTAKING RE: An Environmental Assessment for the Scarborough Waterfront Project Proponent: Toronto and Region Conservation Authority EA File No.: 03-02 EA Reference No.: 14134 Take notice that the period for requesting that the application or matters related to the application be referred to the Environmental Review Tribunal for a hearing and decision expired on March 29, 2019. 1 received no submissions requesting a hearing by the Environmental Review Tribunal before the expiration date. Having considered the purpose of the Environmental Assessment Act, the approved terms of reference, the environmental assessment, the ministry review of the environmental assessment and submissions received, I hereby give approval to proceed with the undertaking, subject to the conditions set out below. Page 1 of 6 REASONS My reasons for my decision are: (1) The proponent has complied with the requirements of the Environmental Assessment Act. (2) The environmental assessment has been prepared in accordance with the approved Terms of Reference. (3) On the basis of the proponent's environmental assessment and the ministry review, the proponent's conclusion that, on balance, the advantages of this undertaking outweigh its disadvantages appears to be valid. (4) The proponent has demonstrated that the environmental effects of the undertaking can be appropriately prevented, changed, mitigated, or remedied. (5) The proponent has demonstrated that the preferred alternative achieves the most appropriate balance of advantages to disadvantages. (6) On the basis of the proponent's environmental assessment, the ministry review and the conditions of approval, the construction, operation and maintenance of the undertaking will be consistent with the purpose of the Environmental Assessment Act (section 2). (7) The ministry's review of: the government, public and Indigenous community submissions on the environmental assessment and the ministry review has indicated no outstanding concerns that have not been addressed or that cannot be addressed through commitments made during the environmental assessment process, through the conditions set out below or through future approvals that will be required. (6) 1 am not aware of any outstanding issues with respect to this undertaking which suggest that a hearing should be required; as such, a hearing is unnecessary and would cause undue delay to the implementation of the undertaking. CONDITIONS The approval is subject to the following conditions: Definitions 1.1 For the purposes of these conditions: "construction" means physical construction activities, including site preparation works, but does not include the tendering of contracts. "Date of Approval" means the date on which the Order in Council pertaining to the approval of the environmental assessment was signed by the Lieutenant Governor in Council. "Director" means the Director of the Environmental Assessment and Permissions Branch of the ministry. Page 2 of 6 "environmental assessment" means the document titled Scarborough Waterfront Project Environmental Assessment, as amended in September 2018. "ministry" means the Ministry of the Environment, Conservation and Parks. "proponent" means Toronto and Region Conservation Authority, its agents, successors, and assigns. "Regional Director" means the Director of the ministry's Central Regional Office "undertaking" means the design, construction, and maintenance of a continuous multi- use trail along and near the waterfront, improved pedestrian access to the waterfront, and erosion control works to address risk to public safety and increase natural habitats, along approximately 11 kilometres of shoreline, from Bluffer's Park east to East Point Park/Highland Creek in the City of Toronto, as described in the environmental assessment. 2. . General Requirements 2.1 The proponent shall implement the undertaking in accordance with the environmental assessment, which is hereby incorporated into this Notice of Approval by reference, except as provided in the conditions of this Notice of Approval and as provided in any other approval or permit that may be issued for this undertaking. 2.2 Should the proponent wish to make changes.to any document required by these conditions after the document has been accepted or approved by the ministry, the proponent shall obtain the written approval for the proposed changes from the ministry decision -maker in the condition requiring the document. 2.3 For any document required by these conditions to be prepared, submitted and/or posted publicly by the proponent, the Director may determine that the proponent is no longer required to prepare, submit or post the document. The Director shall provide written notice of the decision to the proponent. Until such time as the proponent has received written notice from the Director, the proponent must continue to prepare, submit and/or post the document as required by the conditions. 2.4 The proponent shall fulfill all commitments made in the environmental assessment. 2.5 The conditions of the Notice of Approval do not prevent more restrictive conditions being imposed under other statutes. 3. Public Record 3.1 Where a document is required for the public record, the proponent shall post the document on the proponent's website and shall provide one hardcopy and one electronic copy of the document to the Director. 3.2 The environmental assessment Reference Number 14134 and File Number 03-02 shall be quoted on all documents submitted to the ministry pursuant to this Notice of Approval. Page 3 of 6 3.3 For every document submitted to the ministry, the proponent shall clearly identify which condition of approval the document is meant to fulfill. 4. Compliance Monitoring Program 4.1 The proponent shall prepare and submit to the Director for approval and for the public record an environmental assessment compliance monitoring program. 4.2 The compliance monitoring program shall be submitted to the Director within 60 days of the Date of Approval or such other date agreed upon by the Director in writing. 4.3 The compliance monitoring program shall include a description of how the proponent will: a. monitor implementation of the undertaking in accordance with the environmental assessment with respect to mitigation measures, public consultation, and additional studies and work to be carried out; b. monitor compliance with the conditions in this Notice of Approval; and c. monitor compliance with all commitments made in the environmental assessment with respect to mitigation measures, public consultation, Indigenous consultation, and additional studies and work to be carried out. 4.4 The compliance monitoring program shall include an implementation schedule for monitoring activities to be completed. 4.5 The Director may require the proponent to amend the compliance monitoring program at any time. Should an amendment be required, the Director will notify the proponent in writing of the required amendment and the date by which the proponent must complete and submit the amendment to the Director. 4.6 The proponent shall submit the amended compliance monitoring program to the Director within the time period specified by the Director in the written notice. 4.7 The proponent shall implement the compliance monitoring program, including any amendments to it. 5. Compliance Reporting 5.1 The proponent shall prepare an annual compliance report outlining the results of the compliance monitoring program (Condition 4). 5.2 The first compliance report shall be submitted to the Director for review and for the public record one year following the Date of Approval. Each subsequent annual compliance report shall be submitted on the date that is the anniversary of the Date of Approval thereafter. Each report shall cover the previous year. Page 4 of 6 5.3 The proponent shall submit annual compliance reports until all conditions in this Notice of Approval are satisfied or the proponent is' instructed otherwise in writing by the Director. 5.4 The proponent shall notify the Director in writing when the final annual compliance report is being submitted. The ministry will confirm whether the annual compliance reporting requirements in Conditions 5.1-5.3 have been fulfilled and the Director will confirm this in writing to the proponent. 5.5 The proponent shall retain, either in the proponent's office or in another location approved by the Director, copies of the annual compliance reports for each reporting year and any associated documentation of compliance monitoring activities. The proponent shall post the annual compliance reports for each reporting year on its website. 5.6 The proponent shall make the compliance reports and associated documentation available to the Director or a designate in a timely manner when requested to do so by the ministry. 6. Complaint Protocol 6.1 The proponent shall prepare and implement a complaint protocol for dealing with and responding to inquiries and complaints during all stages of the undertaking. The complaint protocol shall include a procedure for notifying the Regional Director of any complaints received by the proponent. 6.2 The proponent shall submit the complaint protocol to the Director for approval and for the public record at least 30 days before the start of construction or such other date that is agreed upon by the Director in writing. 6.3 The Director may require the proponent to amend the complaint protocol at any time. Should an amendment be required, the Director shall notify the proponent In writing of the amendment required and when the amendment must be completed. 6.4 The proponent shall submit an amended complaint protocol to the Director within the time period specified by the Director. 6.5 The proponent shall implement the complaint protocol and any amendments to it. 6.6 The proponent shall include a summary of the complaints received and how they were addressed in each of the annual compliance reports required by Condition 5. 7. Consultation During the Detailed Design Phase 7.1 During the detailed design phase of the undertaking, the proponent shall consult with the Ministry of Natural Resources and Forestry and the Ministry of the Environment, Conservation and Parks on the following: mitigation and timing window for in -water works; shoreline treatments; multi -use trail and land requirements for permanent Page 6 of 6 infrastructure; and, restoration works, prior obtaining any necessary approvals and/or permits. 7.2. During the detailed design phase of the undertaking, the proponent shall consider maximizing, maintaining or creating new sandy shorelines, consistent with the undertaking's objectives as described in the environmental assessment. 7.3 Prior to any construction of the trail through the East Segment of the undertaking on Dow Chemical Canada ULC's ("Dow Chemical") land as described in the environmental assessment, the proponent shall, (a) consult with Dow Chemical on the Impacts of the trail on the company's operations; (b) address public safety and site security concerns identified by Dow Chemical related to its operations and advise the company in this regard; and, (c) report to the Director about how concerns In clause (b) will be addressed. Any refinements that may be required to the trail shall be carried out in accordance with the amending procedures in the environmental assessment. 8. Change Process 8.1 The proponent shall notify the Director in writing of any proposed change to the undertaking that could result in greater adverse environmental effects than were identified in the environmental assessment. The proponent shall follow the amendment procedure as set out in Chapter 9 of the environmental assessment. 9. Duration of Approval 9,1 If construction of the undertaking has not commenced within 10 years of the Date of Approval, this Notice of Approval shall expire, unless otherwise extended by the Minister. Dated the day of�elh 2019 at TORONTO. and Parks 777 Bay ti"trdet Collegefiark 511 Floor Toronto, Ontario M7A 2J3 Approved by O.C. No. 1340/2019 Date O.C. Approved September 13, 2019 Page 6 of 6 m is .,i... Y (� 1 y Y t I L � lk .Alo -. I ;Xr jr jf A J AOL Section III — Items for the Information of the Board of Directors RES.#A205/19 - THE MEADOWAY PROJECT — PHASE 1 UPDATE Update to the Board of Directors regarding Phase 1 of The Meadoway Project. Moved by: Paul Ainslie Seconded by: Ronald Chopowick THAT the Phase 1 update for The Meadoway Project be received; AND FURTHER THAT updates be brought back to the Board of Directors on an annual basis as implementation of the project proceeds. CARRIED BACKGROUND Led by Toronto and Region Conservation Authority (TRCA), in partnership with Toronto and Region Conservation Foundation, City of Toronto, Hydro One, and The W. Garfield Weston Foundation, The Meadoway Project will transform 16 kilometres of hydro corridor in Scarborough into one of the largest urban linear greenspaces in Canada. On April 11, 2018, Mayor John Tory along with the Directors of The W. Garfield Weston Foundation, and representatives from TRCA and Toronto and Region Conservation Foundation jointly announced the launch of The Meadoway at a ceremony in Scarborough. As part of this announcement, The W. Garfield Weston Foundation pledged up to $25 million in support of the project, with a firm commitment of $10 million available immediately to support Phase 1 of the project. The City of Toronto committed $6.3 million to realize the shared vision for The Meadoway by supporting the multi -use trail infrastructure, and to support the City's ongoing operations and maintenance activities in the hydro corridor. At Authority Meeting #7/18, held on September 28, 2018, an update on The Meadoway and recommendation to advance implementation of key priorities was approved per Resolution #A143/18, in part, as follows: WHEREAS The W. Garfield Weston Foundation has made a $10 million of the $25 million pledge available immediately to TRCA to implement Phase 1 of the project; ... THEREFORE LET IT BE RESOLVED THAT with appropriate Board Authority approvals including purchasing approvals, authorized TRCA and LCF officials be directed to take all necessary actions regarding retaining consulting services, the hiring of contract staff including project managers, and the signing and execution of any service agreements within the limit of the confirmed approved funding agreement for Phase 1; ... THAT updates be brought back to the Authority on an annual basis as implementation of the project proceeds. A budget spanning from 2018-2020 was prepared to support the following key objectives in Phase 1: • Active Transportation and Connections - Completion of the necessary technical analysis, planning, permitting, and design to provide for a connected 16 km active transportation network across The Meadoway along with beginning implementation for incomplete sections of the trail; Education and Community Learning - Undertaking of engagement and education programs that facilitate opportunities for the community to help implement The Meadoway and utilize this new connection between downtown Toronto and Rouge National Urban Park; Public Relations and Communications - Undertaking of communications and public relations programs that will effectively position The Meadoway as a world class opportunity for greenspace revitalization; and Meadow Revitalization - Completion of an additional 40 ha of meadow habitat and the continued monitoring and maintenance of 80 ha of habitat in the Meadoway. RATIONALE This Report serves as an update for The Meadoway - Phase 1 and is organized by each of the four major objective areas outlined above. Active Transportation and Connections The planning, design, and implementation of the multi -use trail network for The Meadoway is following the Municipal Class Environmental Assessment (Class EA) Schedule C process. The following technical items have been advanced during January 1, 2019 to November 1, 2019 in support of the Class EA: • Guiding principles and opportunity statement reviewed and finalized; • Stage 1 Archaeological Assessment completed; • Biological inventory report for entire project area; • Baseline conditions report and data gaps analysis completed; • Fluvial geomorphological assessment for proposed water crossings completed; • Flood risk assessment for proposed water crossings completed; • Planning and approval to undertake traffic and public use assessment in 2020; • Planning and approval to undertake a geotechnical drilling program in support of proposed bridge crossings; • Alternative trail alignments and crossings for existing gaps in the network identified, evaluated, and mapped; • The preferred alternative alignment for existing gaps selected and approved; • Design concept refinements identified, evaluated, and mapped; • Preferred design concept refinements to trail and bridge infrastructure selected and approved; • Environmental and socio-economic impacts and mitigation strategy drafted; • Permits and approvals document for trail implementation drafted; • Preparation of final Phase 4 Environmental Study Report (ESR) started; and • Coordination with Ministry of Environment, Climate Change, and Parks regarding submission of ESR for public review period started (submission target is December 2019). An extensive stakeholder and public consultation program was undertaken in support of the Class EA. The following occurred from January 1, 2019 to November 1, 2019: • Consultation with local Councillors, Members of Parliament (MP), and Members of Provincial Parliament (MPP), including email correspondence, letters, and meetings at key milestones of the Class EA process; • Stakeholder register compiled and continuously updated; • Over 30 emails from the public tracked and responded to; • Technical Advisory Committee (TAC) established and three meetings held; • Community Liaison Committee (CLC) established and four meetings held; • Three Public Information Centers (PICS) held; • Consultation with Indigenous communities, letters and emails sent at key stages of the Class EA; and • Social media campaigns and the project website were updated continuously to reflect key information associated with the Class EA. Education and Community Learning As of November 1, 2019, there have been 6,027+ community members engaged through interactive school programs, educational presentations, community workshops, local events and business programs. Education Elementary and Secondary Schools The Meadoway Schools Program was developed and launched with schools across the corridor. In this three-phase, curriculum -linked school program, students grow native plants in their classrooms, take class field trips to The Meadoway to support restoration and stewardship activities, and participate in follow-up learning experiences back at school. Highlights from 2019 include: • 2,160 student and teacher participants; • 94 participating Kindergarten - Grade 8 classes; • 13 participating schools; and • 1,844 native plants transplanted into The Meadoway - 1,193 of which were grown by students from seed. Post -secondary Schools (Colleges and Universities) An educational presentation about The Meadoway, suitable for guest lecturing at local colleges and universities was developed and delivered. Highlights from 2019 include: • 79 post -secondary participants; • Four guest lectures; and • Four participating post -secondary institutions including: Ryerson University, University of Toronto — Ontario Institute for Studies in Education (OISE), University of Toronto Scarborough Campus, and Centennial College Ashtonbee Campus. New Canadians Through TRCA's Multicultural Connections Program, which helps to introduce new Canadians to their local natural environment, an English language learning presentation was developed focusing on The Meadoway. Highlights from 2019 include: • 728 newcomer participants; and • 14 presentations through English as a Second Language (ESL) classes and Language Instruction for Newcomers to Canada (LINC) centres. Community Learning Community Workshops and Events High-energy, engaging workshops about The Meadoway were developed for a wide range of community groups. These workshops helped to explain why The Meadoway matters and how it will enhance the landscape for plants, people, and wildlife. Educational activities and interactive displays were also developed to help animate a mobile event booth that travelled throughout The Meadoway corridor. Highlights from 2019 include: • 2,540 community members engaged through workshops and events; and • 39 workshops and events. Partnerships Collaborating with partner organizations and community groups provided a powerful opportunity to help engage residents. These partners are all stakeholders associated with The Meadoway project and are an important bridge to community members. Some of these partners include: • Centennial College • Centre for Connected Communities • Golden Mile Impact Project • Green Neighbours Network of Toronto • Morningside Community Changers • Ontario BioBlitz • Park People • PlazaPOPS • Rouge National Urban Park • Ryerson University • Scarborough Museum • Scarborough Seedy Saturday • Toronto Catholic District School Board • Toronto Community Housing • Toronto District School Board • Toronto Field Naturalists • Toronto Public Library • Toronto Zoo • University of Toronto Community Planting The first "Experience The Meadoway" fall community planting event was held on Sunday September 22 at the Scarborough Centre Butterly Trail. This free, family friendly, outdoor event included meadow plantings, guided hikes, bike tours, and displays from key partners. Over 120 members of the public of all ages attended the event, which included interviews and reporting by CBC. Look After Where You Live Toronto and Region Conservation Foundation (TRCF) recruited business prospects for three (3) Look After Where You Live planting and clean-up activities which included over 400 participants who planted 1,700 native meadow species and removed 2,957 pounds of invasive species. As part of this program corporate groups pay for a half or full day program and they get 'taken to work'. The experience provides them with a team building opportunity while protecting our natural resources and ensuring lasting contributions to our communities with tangible results. CLIF Bar, Cl Financial and Proctor and Gamble took part in 2019 activities as part of their staff development programs. Five (5) Lunch & Learn or Wellness fairs (Cognizant, Ivari Insurance, Siemens, Cl Financial and KPMG) have also been attended to date with The Meadoway project as the main topic of discussion with maps and images that highlight program opportunities for corporations. Public Relations and Communications In 2019 communications efforts focused on supporting the active Class EA process and associated public consultation. The following activities were completed/undertaken: • A Manager of Communications for The Meadoway was hired to help leverage communications efforts in support of the active transportation and connections, education and community learning and meadow revitalization programs in 2019 while creating a broader Communications Strategy for the overall project that will be implemented in 2020; • Branding guidelines were updated to support the Class EA and ensure a consistent look and feel to the project; • On-going liaison with media was undertaken to promote The Meadoway through the Class EA, including a news article, a radio and a television spot on CBC, and an article in the Scarborough Mirror; • Collaboration between The Meadoway teams was facilitated through monthly team meetings to ensure consistent messaging; • Risks were managed by developing responses to potential questions and concerns via FAQs on The Meadoway website; • Social media campaign plans were developed utilizing Twitter and Facebook platforms which has increased project social media presence; • Post cards were developed and printed to promote The Meadoway, encourage sign up to mailing list and promote social media and website; • A display map of The Meadoway was completed showing existing trails and connections to neighbourhoods; • An overhaul of The Meadoway website was completed, which now serves as a one- stop -shop for all major key objective areas, consultation materials, interactive maps, and resource database; • Development and release of a monthly newsletter program for Meadoway subscribers started in October; • Preliminary networking meetings were undertaken with other internationally recognized linear revitalization projects including: The High Line, The Bentway and Arbutus Greenway; • A media content position with Toronto.com was earned. One article published with future content in the works; and • Various correspondence/discussions with the Region of Durham regarding their interest in expansion of The Meadoway was had and a site visit with Central Lake Ontario Conservation Authority to overview the restoration process took place in September. Visualization Toolkit In January of 2019, Perkins &Will were retained to develop The Meadoway Visualization Toolkit — an illustrative plan developed to define the vision and overall design direction and philosophy of the project. All deliverables under this contract have now been completed and include: • Two field investigations and completion of a full landscape analysis; • A visually striking Existing Conditions Report, which serves as a compilation of research, case analysis, field investigations, and conceptual layout of The Meadoway; • Facilitation of two visioning workshops (held concurrently with the Class EA public open houses) and the final open house in October; • The Meadoway flip book, which takes the viewer on a journey of the corridor using imagery obtained from helicopter flights; • A comprehensive 24' map of The Meadoway concept plan, which serves as a blueprint for the future build out of The Meadoway; • Three video animations to spread awareness and educate the public and stakeholders. This includes The Meadoway of Today, The Meadoway of Tomorrow, and an implementation and phasing animation; • Virtual reality models of major infrastructure components, such as water crossings; • 3D printed to -scale models of the future Highland Creek and Ellesmere Ravine water crossings; and • The Meadoway Visuals Book which is a compilation of renderings, sketches, precedents, and cross-sections developed for the future The Meadoway. Meadow Revitalization Meadow restoration and adaptive management continue to occur across The Meadoway. As restoration can take up to five years, from seed to full establishment, each section of The Meadoway requires a different application of restoration techniques based on progress and timing of planted meadow. The following activities have been completed to date in 2019: Section 1 (19 ha) — East Don Trail connection to Pharmacy Avenue o Meadow footprint delineated with flagging o Limbed trees to provide clearance for mowers o Cleared woody debris o Garbage removal from meadow footprint and fence lines o Post and informational signage installed and mapped o Two rounds of site preparation (spray, till, seed with cover crop, harrow, mow) on 7.5 ha o Buffer mow around meadow footprint o Invasive species adaptive management Section 2 (30 ha) — Pharmacy Avenue to Kennedy Road o Meadow footprint delineated with flagging o Limbed trees to provide clearance for mowers o Cleared woody debris o Garbage removal from meadow footprint and fence lines o Post and informational signage installed and mapped o One round of site preparation (spray, till, seed with cover crop, harrow) on 25.2 ha o Buffer mow and trim around meadow footprint o Invasive species adaptive management o Soil samples taken Section 4 (40 ha) — Thomson Memorial Park to Scarborough Golf Club Road o Garbage removal from existing meadow o Maintenance mow on 23.5 ha o Buffer mow around existing meadow footprint o Invasive species adaptive management including non-native woody vegetation removal o Soil samples taken o Community events (garbage removal, invasive management, planting) Section 7 (16 ha) — Conlin's Road to Rouge National Urban Park o Garbage removal from existing meadow o Maintenance mow o Buffer mow around existing meadow o Invasive species adaptive management including non-native woody vegetation removal o Soil samples taken o Three rounds site preparation (mow and till) on 1.5 ha area o Site preparation and native seeding on 3 ha area o Post and informational signage installed and mapped Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 3 — Rethink greenspace to maximize its value Strategy 4 — Create complete communities that integrate nature and the built environment Strategy 5 — Foster sustainable citizenship Strategy 12 — Facilitate a region -wide approach to sustainability FINANCIAL DETAILS The Meadoway project has a total proposed budget of up to $85 million. The City of Toronto committed $6.2 million from 2018 — 2020 from their existing budgets to support implementation of the multi -use trail. The W. Garfield Weston Foundation has committed $10 million to TRCA to fulfill Phase 1 (2018 — 2020) of the project. An additional $15 million was pledged by The W. Garfield Weston Foundation for Phase 2, which would bring their potential total grant to $25 million. This pledge was made with the understanding that additional funds would be secured from other sources as leverage for the overall project delivery. TRCA and the City of Toronto have made efforts to seek funds from the Provincial and Federal government, but requests have been unsuccessful to date. The Phase 1 budget has been strategically assigned to best position the project in 2020 to appeal to other funding sources and programs should The W. Garfield Weston Foundation pledge not be made available. Discussions continue with The City of Toronto and The W. Garfield Weston Foundation regarding the future funding model. DETAILS OF WORK TO BE DONE The following summary outlines the remaining work to be done for Phase 1, organized by key objective areas. Active Transportation and Connections Following filing and approval of the Class EA ESR, expected in January of 2020, if no unforeseen delays, work will begin on detailed design of the preferred multi -use trail alignments and bridge infrastructure for all three incomplete sections of the trail network. Other activities that will be undertaken during the detailed design phase include additional flood hydraulic and fluvial geomorphology assessments to guide bridge placement and design; a Stage 2 archaeological assessment; geotechnical work; confirmation of utilities; obtaining easements under the secondary land use program from Infrastructure Ontario and Hydro One; and applying for all necessary permits and approvals. Education and Community Learning In 2020, education and community learning initiatives for The Meadoway will continue to grow. The Meadoway Schools Program will expand to new schools both inside and outside of The Meadoway corridor. Collaboration with partner organizations and community groups will also expand by building upon existing relationships and fostering new ones. Public Relations and Communications As the regulated planning aspect of the project (Class EA) will be complete by the end of 2019, communications efforts will be expanded. A Communications Strategy for The Meadoway will be finalized in December 2019 and 2020 will focus on implementing this strategy. In addition, a Wayfinding Strategy for the corridor will be explored with key stakeholders. Meadow Revitalization In 2020, meadow restoration works will include site preparation of new sections (48 ha), mowing and seeding for 33 ha, adaptive management for previously restored sections (99 ha), and continued monitoring across the project footprint (99 ha). Report prepared by: Corey Wells, extension 5233 Emails: corey.wells(dtrca.ca For Information contact: Lisa Turnbull, extension 5645 Emails: lisa.turnbull(cDtrca.ca Date: November 11, 2019 RESMA206119 - Q3 2019 COMMUNICATIONS SUMMARY Educational report regarding Toronto and Region Conservation Authority's (TRCA) corporate media communication activities during the third quarter of 2019 (July — September). Moved by: Michael Palleschi Seconded by: Rowena Santos IT IS RECOMMENDED THAT the Q3 2019 Communications Summary report be received. CARRIED BACKGROUND The Communications and Events business unit carries out corporate communications programs to provide TRCA with a unified voice that aligns consistently with strategic priorities, and monitors results to identify opportunities for improvements. Working with staff from all divisions and external program and service providers, the business unit delivers communications campaigns through traditional media outlets and online media channels. Content is typically disseminated through materials such as news releases and media advisories, direct outreach to targeted journalists, producers and editors, and responses to incoming media inquiries. Digital campaigns involve posting of visual and written content on websites and distribution via social media platforms. All media activity is supported by ongoing assessment and deployment of technology tools and processes to maximize effectiveness. While TRCA produces communications materials for multiple programs and projects managed by business units across the organization, this report provided in Attachment 1 focuses on notable media coverage during the reporting period. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategy set forth in the TRCA 2013-2022 Strategic Plan: Strategy 6 — Tell the story of the Toronto region DETAILS OF WORK TO BE DONE TRCA is preparing new and updated communications policies and protocols to ensure more streamlined and strategically focused media relations. These will include protocols for responding to media inquiries and will be accompanied by targets and performance indicators such as the number of proactive media outreach campaigns and the number of inquiries received. Report prepared by: Jess Harris, extension 5856 Emails: jess.harris(ai)trca.ca For Information contact: Jess Harris, extension 5856 Emails: mess.harrisotrca.ca Date: November 14, 2019 Attachments: 1 Attachment 1: Notable TRCA Media Coverage: July — September 2019 Attachment 1: Notable TRCA Media Coverage: July — September 2019 During the third quarter of 2019, TRCA media coverage focused on the following: (select examples of media coverage follow) Media Activity in response to a letter sent to TRCA by Minister Yurek regarding amendments to the Conservation Authorities Act On Friday, August 16'h, 2019, the Honourable Jeff Yurek, Minister of the Environment, Conservation and Parks, circulated a letter to all conservation authorities and partner municipalities. The letter indicated that legislative changes will require conservation authorities to refocus their efforts on the delivery of programs and services related to their core mandate and to begin preparations and planning to wind down those activities that fall outside the scope of their core mandate. Following this letter from Minister Yurek, several media outlets reached out to TRCA for reaction and further information. In response, TRCA staff prepared a statement for media and sent it to the following outlets that reached out requesting comment: • CBC Metro Morning • CBC Here and Now • Caledon Enterprise • Metroland News • Radio -Canada Toronto • Toronto Star The following media coverage mentioning TRCA ran on this topic: Toronto Star wrote two articles mentioning TRCA related to the email from Minister Yurek. They were published on August 22 and 23, 2019. The article published on August 23, 2019 included an interview with Jennifer Innis, Chair of TRCA's Board of Directors. The articles were also published on Toronto.com. • Simcoe.com (Metroland News) published a piece on Minister Yurek's email, which included the statement TRCA communications staff sent to the outlet. Funding Announcements In the third quarter of 2019, TRCA staff participated in a number of Federal funding announcements. Below is a summary of the funding announcements that took place and the media coverage received in response to these announcements. Environment Canada Great Lakes Protection Initiative fundinq announcement On August 7, 2019, Environment Canada hosted a press conference to announce funding for projects under its Great Lakes Protection Initiative. The announcement confirmed TRCA will be awarded funding for its Enhancing and Protecting Coastal Wetlands and Sheltered Embayments in Tommy Thompson Park and Waterfront Revive projects. TRCA CEO John MacKenzie spoke at the press conference, and communications staff contributed to Environment Canada's press release. The following coverage ran in support of the announcement: • On August 7, CBC News published a piece about the press conference and the announcement, which included a quote from John MacKenzie's speech at the event. • TRCA also received coverage from Hamilton News, Chatham Daily News and iPolitics. Infrastructure Canada Toronto tree canopy and waterfront shoreline project funding announcement On August 19, 2019, the City of Toronto and Infrastructure Canada hosted a press conference to announce funding for the City's tree canopy and waterfront shoreline project. TRCA CEO John MacKenzie spoke at the announcement, and TRCA staff contributed to the preparation of Infrastructure Canada's news release. The following media coverage ran in support of the announcement: • CP24 aired live coverage of the event on August 19, 2019, including sections of John MacKenzie's speech. • Global News ran a piece on the announcement on August 19, 2019, including a quote from John MacKenzie. • CTV News ran a piece on the announcement on August 19, 2019, which included a quote from John MacKenzie. • BlogTO ran an article on August 19, 2019, which included the details of the announcement. Toronto Waterfront Erosion Hazard Mitigation Proiect On September 4, 2019, TRCA and Infrastructure Canada hosted a press conference to announce funding by Infrastructure Canada and the City of Toronto for TRCA's Toronto Waterfront Erosion Hazard Mitigation Project. The announcement was planned and coordinated by TRCA communications and events staff in conjunction with Infrastructure Canada, with TRCA contributing to communications materials, and event planning and logistics. Jennifer Innis, Chair of TRCA's Board of Directors, spoke at the event. TRCA received the following media coverage of the announcement: • Beach Metro Community News attended the press conference and ran a piece that included the details of the announcement on September 4, 2019. Natural Resources Canada funding announcement for new TRCA head office On August 9, 2019, TRCA hosted a press conference with Natural Resources Canada to announce $2 million in funding for Toronto and Region Conservation Authority's (TRCA) new administrative office building. The announcement was planned and coordinated by TRCA communications and events staff in conjunction with Natural Resources Canada, with TRCA contributing to communications materials, and event planning and logistics. Both John MacKenzie, CEO of TRCA and Jennifer Innis, Chair of TRCA's Board of Directors, spoke at the event. The following is a list of media coverage of the announcement: On August 10, 2019, Yorkregion.com published a story detailing the press conference and announcement that Natural Resources Canada contributed $2M to TRCA's new office building. Daily Hive, Construction Canada, Canadian Consulting Engineer and Canadian Forest Industries published articles announcing the funding and the details of the project. Black Creek Pioneer Village — Harvest Festival and Fall Fair On September 21 and 22, 2019, Black Creek Pioneer Village hosted two events. The Harvest Festival featured harvest -themed activities, and traditional Mennonite and Pennsylvania - German food, and the Fall Fair celebrated the harvest season with traditional activities including a pie -eating contest, carnival games, live entertainment, and more. The following media coverage ran to promote the events: CTV News —Weather anchor Anwar Knight came to Black Creek Pioneer Village on September 20, 2019, in advance of the events, to broadcast five live segments from the village to promote festival activities. • Fairchild TV —The media outlet came to Black Creek Pioneer Village during the Harvest Festival and interviewed costumed interpreters about the event. Coverage of the festival aired on October 4, 2019. • Toronto4Kids.com — On September 15, 2019, the website published an advance piece on the Harvest Festival and Fall Fair at Black Creek Pioneer Village to promote the festival and inform readers of the festival's activities. Humber By Canoe Humber By Canoe took place on September 8, 2019, offering the public the opportunity to paddle the Humber River and enjoy family -friendly activities, including live entertainment, heritage walks, and more in a natural setting. The following media coverage ran to promote and support the event: • Fairchild TV —The media outlet attended Humber By Canoe and paddled during the event as part of their coverage. They also interviewed a TRCA spokesperson, and their coverage aired on September 8, 2019. • Daily Hive —On August 26, 2019, Daily Hive published an advance online piece about Humber by Canoe and how individuals could participate in the event. Additional media coverage The media expressed interest in many other TRCA projects and activities during this quarter, with TRCA staff completing interviews on a wide range of initiatives. Highlights of additional media coverage TRCA received included: • NRU Publishing - A piece on the Bramalea Mobility Hub Land Use Study was published on September 21, 2019, featuring an interview with Adam Miller, Senior Planner, Development Planning and Permits. • Radio -Canada L'heure de pointe Toronto — On August 28, 2019, a journalist from the Radio -Canada show L'heure de pointe Toronto broadcast live hits from Black Creek Pioneer Village throughout the show to share information and promote programming at the village. • Caledon Enterprise — On September 23, 2019, Caledon Enterprise published an online piece regarding the new Discovery Garden at Bolton Camp. The outlet interviewed Nancy McGee, Senior Manager, Education and Training. • CBC Metro Morning — On August 23, 2019, Rehana Rajabali, Senior Manager, Flood Risk Management, was interviewed about the cancellation of the Shoreline Hazard Warning and what occurred during this year's high Lake Ontario water level event. • CBC News Toronto — On August 20, CBC Toronto published a piece on erosion damage on private property in Etobicoke and interviewed Moranne McDonnell, Director, Restoration and Infrastructure to explain TRCA's role in erosion management. Notable developments communicated via TRCA channels: • Environment Canada announces funding for TRCA projects to restore and protect Lake Ontario https://trca.ca/news/government-canada-invests-trca-projects-restore-protect- lake-ontario/ • Natural Resources Canada makes $2 million contribution to TRCA's new head office building https://trca.ca/news/natural-resources-canada-funding-mass-timber-head-office/ Environment Canada and The City of Toronto invest to protect waterfront shoreline https://trca. ca/news/i nvestme nt-protect-toro nto-waterfront-shoreline/ World Rivers Day — Three ways TRCA is making a difference in the rivers of the Toronto Region https://trca.ca/news/world-rivers-day-three-ways-trca-is-making-a-difference-in- the-rivers-of-the-toronto-reg ion/ Select TRCA Media Coverage: July — September 2019 CBC News Toronto, September 22, 2019 Lisa Turnbull was interviewed in support of the Experience The Meadoway event. 44001 CBC CTV News Toronto, September 20, 2019 Anwar Knight promoted Black Creek Pioneer Village's Harvest Festival and Fall Fair with five live segments on CTV News. SET ELECTION 2019: BREAKING NEWS, FEATURES AND DAILY POLL RESULTS FULL COVERA&E HOME VIC LO NEWS WEATHLR MORE TRAFFIC CONNECT, LOCAL up y to o p cop nose 1nnpsrnoron�m rnmaws eameeo?crga=imsass�niea 33vaszsapavesmagcij BROWSE VIDEO Daily Hive, August 26, 2019 Full article: https://dailyhive.com/toronto/humber-river-canoe-september-2019 QAILYhIVE You can paddle along the Humber River for free next month Aug 26 2019, 11:16 am With summer sadly drawing to a close, there's no better time to head outside and enjoy the last remaining days of sunshine. And it just so happens the Toronto and Region Conservation Authority is hosting a free full-day event this September that will let you enjoy nature during the final days of the season. You can celebrate the rich cultural history of the Humber River by paddling with boating equipment and safety professionals on-site, at the Humber by Canoe event on Sunday, September 8. Caledon Enterprise, August 23, 2019 Full article: https://www.caledonenterprise.com/community-story/9564102-furniture-growing-out- of-the-earth-a-part-of-the-bolton-camp-d iscovery-garden/ LEDON erprise. Furniture growing out of the Earth a part of the Bolton Camp Discovery Garden It's a unique approach to heal but also lend space for play, culture and wonder COMMUNITY Aug 23, 2019 by Matthew Strader Caledon Enterprise The Girls Can Too program at TRCA's Bolton Camp is busy constructing materials for the upcoming Discovery Garden, a fascinating mixure of ideas that will highlight the repurposed area. - TRCA photo It will have couches and lounge chairs growing out of the soil and grass. They will burst from the earth like a living room in a Disney cartoon. But they aren't for display. They're going to be for you and your family to sit on, enjoy and appreciate the natural wonders surrounding you. CBC News, August 7, 2019 Full article: https://www.cbc.ca/news/Canada/hamilton/mckenna-announces-one-million-dollars- fu nd i n g -g re at -I akes-1.5238777 44000 CBC Climate change minister announces $1 M in funding for 10 Great Lakes projects Ten projects dedicated to protecting the Great Lakes will see just over $1 million in funding over the next three years, says federal Minister of Environment and Climate Change Catherine McKenna. Speaking at a Burlington, Ont. news conference, McKenna said that this "new money" would be in addition to the $44.84 million already invested in the Great Lakes Protection Initiative announced back in 2017. Toronto Star, August 23, 2019 Full article: https://www.thestar.com/news/city hall/2019/08/23/doug-ford-says-black-creek- pioneer-village-wont-be-shut-down.html Doug Ford says Black Creek Pioneer Village won't be shut down By Francine KopunCity Hall Bureau Fri., Aug. 23, 2019timer3 min. read Black Creek Pioneer Village will continue to operate, Ontario Premier Doug Ford said Friday, but other programs and services run by the Toronto and Region Conservation Authority remain at risk of being shut down. "We don't plan on getting rid of Pioneer Village. It's iconic. I remember going there when I was 7 years old, 8 years old," said Ford, responding to questions at a news conference. "We don't mind educational programs ... I think they're very healthy." YorkRegion.com, August 10, 2019 Full article: https://www.yorkregion.com/news-story/9543409-trca-gets-2m-to-build- e nvi ron menta Ilv-friendly-mass-tim ber-office/ ®rkRegion.com TRCA gets $2M to build environmentally -friendly mass timber office The project is also to push growth of Canada's wood market globally NEWS Aug 10, 2019 by Dina AI-Shibeeb Vaughan Citizen From left to right: Marianne Berube, Executive Director, Wood WORKS! Ontario; John MacKenzie, Chief Executive Officer of TRCA; Judy Sgro, Member of Parliament for Humber River—Black Creek; Jennifer Innis, Peel Regional Councillor and Chair of the TRCA Board of Directors; and Tom Rakocevic, MPP for Humber River—Black Creek. (Photo courtesy of TRCA) Judy Sgro, MP for Humber River–Black Creek, announced on Friday, Aug. 9 an investment of $2 million over three years to the Toronto and Region Conservation Authority (TRCA) for the construction of a four -storey, mass timber office building in Toronto. "This incredible project will demonstrate the benefits of using timber in the construction of commercial buildings," said Sgro during the announcement at the Vaughan -based TRCA. "It will help make Toronto a more sustainable and liveable community while supporting the development of new markets for Canada's forest industry." Global News, August 19, 2019 Full article: https://globalnews.ca/news/5783046/toronto-federal-government-invest-shorline- erosion/ Globa NEWS' City, federal government to invest $30M to protect Toronto shoreline erosion BY ORIENA VUONG GLOBAL NEWS Posted August 19, 2019 12.48 pm Mayor John Tory and federal officials have announced a joint investment of $30 million to protect Toronto shorelines from future flooding and erosion. Tory said on Monday that the federal government will be backing almost $12 million into projects, while the city will provide an additional $18 million. There will be about 35 different projects funded and set to start as early as next year. Tory said the projects will protect the waterfront from Humber Bay Park to the Scarborough Bluffs. RES.#A207/19 - 2019 NINE MONTH FINANCIAL REPORT Receipt of Toronto and Region Conservation Authority's (TRCA) unaudited revenue and expenditures as of the end of the third quarter, September 3012019, for informational purposes. Moved by: Michael Palleschi Seconded by: Rowena Santos IT IS RECOMMENDED THAT the 2019 Financial Report for the nine-month period ended September 30, be received. CARRIED BACKGROUND As part of TRCA's financial governance procedures, this report presents the 2019 Nine Month Financial Report, which covers the spend rate of expenditures and recognition of revenue for the first nine months of 2019. For the purposes of this report, TRCA's four categories of revenue have been combined into one category titled 'Revenue' in the attached financial charts. This includes: • Authority Generated: Revenues raised through activities such as user fees, retail, rentals, program fees, event fees, and investment and interest income. • Government Funded: Municipal, federal and provincial grants and contract services. • Levies: Operating and Capital levies from municipal partners. • Reserves: Accumulated surplus which is intended to finance unforeseen costs related to ongoing operations or unfunded capital expenses for the organization. RATIONALE TRCA believes in transparency and accountability for its spending, revenue recognition and performance of service delivery objectives against approved budgets, for both the organization and for each project and program as an individual endeavor. This is further supported by TRCA's core values which prioritize accountability of staff to be increasingly responsible for their actions, behaviors and outcomes. TRCA recognizes that all projects and programs offered have cost implications and that all costs incurred are in support of services being practical and affordable. Transparency throughout the budget management process is achieved in part through the analysis and reporting on year to date revenues/expenses as compared to the current fiscal year budget. In order to improve the accuracy in reporting anticipated issues in expenditures, TRCA established a seasonal forecasting baseline using historical data from the past three years to estimate the seasonal variances within each program area. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategy set forth in the TRCA 2013-2022 Strategic Plan: Strategy 9 — Measure performance FINANCIAL DETAILS The operating and capital report by Service Area and underlying Program Areas are provided in Attachments 1-6 respectively. The attachments provide a summary analysis of expenditures and revenues to date and the variance explanations by Program Area. The variance threshold for both revenues and expenditures are +/- 10% and $500,000 from anticipated. Variances within these thresholds are deemed to be within the expected range. DETAILS OF WORK TO BE DONE As TRCA's financial governance procedures and systems continue to evolve over time, internal processes for in -year billing from vendors, invoicing of customers and recognition of deferred revenue/internal recoveries will become a greater area of focus for the organization. Report prepared by: Jenifer Moravek, extension 5659 Emails: jenifer.moravek(a)trca.ca For Information contact: Michael Tolensky, extension 5965 Emails: michael.tolenskyRtrca.ca Date: November 18, 2019 Attachments: 5 Attachment 1: Nine Month Variance Report — Operating Budget Expenditures Attachment 2: Nine Month Variance Report — Operating Budget Revenues Attachment 3: Nine Month Variance Report — Capital Budget Expenditures Attachment 4: Nine Month Variance Report — Capital Budget Revenues Attachment 5: Nine Month Variance Report — Variance Explanations ATTACHMENT 1: NINE MONTH VARIANCE REPORT - OPERATING BUDGET EXPENIDITURES Watershed Planning and Reporting Climate Science Water Resource Science Erosion Management Flood Management Biodiversity Monitoring Ecosystem Management Research and Directions Forest Management Restoration and Regeneration Greenspace Securement Greenspace Management Rental Properties Waterfront Parks Conservation Parks Trails Bathurst Glen Golf Course Black Creek Pioneer Village Events and Festivals Wedding and Corporate Events Development Planning and Regulation Permitting Environmental Assessment Planning and Permitting Policy Development and Review School Programs Newcomer Services 03 2019 Anticipated Q3 2019 Actual Q3 2019 Variance Expenditure Anticipated Anticipated Actual Actual Spend $ Difference % Difference Reportable Expenditures Spend Rate Expenditures Rate Expenditures Spend Rate Variance ........... 1164,109 ................. 74/ ............. 1,130762 .................. 72/0 33347 2% ........------- 0% .w ......................0 .. 0% -------------6/ 0% 0% .............. .............. 0% .............. .............. 0% .............. ............... ............ 0% ............ 841,238 71% 680,828 57/0 160,410 14% 19,386 66% 31,823 109% (12,437) -42% .............. _........._______ --------------- - --- ------------- ___.._________________.._______________0. 0% 0° ________________.._______________ 0°0 ._.,..___ 59,795 ______________..m. 76% ____________55,55_._. 75,735 96% (15,941) 6, i( ______5__555 ____.,.......,..,............. -20% ............... 379 ,838 .......... 72 7 % .............. 81 9,959 .............. 156% .............. ............... ------ 20) 5555........... -84% ............................... ............. ....'...... 75/ .............. ................. .............. ----------------- .............. 0% -------..._ .............. ----------------- 0% .............. _............ ............. 861,553 93% 7242960 78% 1362592 15% 1 508.244 .............77 /o ......1.569 292 ................. 80 % / 61 048........... 3 /5555... .............. ................................ -------------- — 0%0% .-----------------..--------------' -----------------..------------"—' 0% ---------------- ............. 4,264,235 ......... 77% . 4,5 119. 95,919 ......... 83% ......... ......... (331,684) ... 5555.. -6% ......... .............. .............. 0% .............. 1,051 .............. 0% .............. ................. 0% ................. __. ._......_...... _5555... - ______—___ 981,813 75% 901,967 69% 5— 79,846 ----"---55_55.. 6% 3 ,039,926 5_555.. 72% 2,840085 ............... 67% .,.,.. 199,841 .,.,. ........,.,.,. 5% ............. 542,737 ..........6 84% ....I........ 494,035 .............. 76% .............. ............... 48,702 ............. 8% ............____ .....------- --------- 74% --------- .................. 0% _...._..........._---' ------------- 0% 4950,447 76 /0 4,386,364 67 /0 564 083 9 .............. 3,000,084 .............. 75% .............. 2,348,150 .............. 59% .............. ............... 651,934 .. 55.55..... 16% ............. A ............. 252,242 73 % _------------ 169 659 ........ --. 49 % - 82,583 24 4,030,408 75% 3,443,634 64% 586,774 11% B 542.683 .............74 / ...........530 632.................. 73% 5555....... 11 862........... 2 /5.555.. .................. Family and Community Programs Living City Transition Program Community Engagement Social Enterprise Development Financial Management Corporate Management and Governance Human Resources Corporate Communications Information Infrastructure and Management Project Recoveries Vehicles and Equipment Grand Total Expenditure Anticipated Anticipated Actual Actual Spend E Difference % Difference Reportable Expenditures Spend Rate I Expenditures I Rate Expenditures I Spend Rate Variance 71 31 11311 36%1 (1.075.460)1 -20%1 C ATTACHMENT 2: NINE MONTH VARIANCE REPORT - OPERATING BUDGET REVENUES Q3 2019 Anticipated Q3 2019 Actual Q3 2019 Variance Anticipated Actual % Difference Revenue Anticipated Revenue Actual Revenue $ Difference Revenue Reportable Revenue Rate Revenue Rate Revenue Rate Variance Watershed Planning and Reporting .............. 1,546,550 .............. 98% ............................ 1,579,385 100% .............. 32,835 .............. 2% .............. ............ Climate Science Climate ............... ...:......... -.-.-.-.-.-.-.-- 0 / .............. ,-.-.-.-.-.-.-.- ............' ............. .............. 0% -.........- - .............. .-.-.-.-.-.-.- ---------------------------------- 0% .............. .................. ----- ...___- Water Resource Science - 00% - 0% - 0% Erosion Management860,700 100% 860,600 100% (100) 0/ Flood Management ------ --- 326,500 ----------- ___._. 100% ..______________ 194,646 ----------- ..___. 60% ..------ ....--- ._._- (131,854) ____________-_. -40% ________________. Biodiversity Monitoring .... .... 36,637 .......... 75/ 62,778 ........... 129/ ........262 142 54/ ......... o .......... .......... Ecosystem Management Research and Directions0% 0% 0% Forest Management 0% 0 % 0 Restoration and Regeneration282,624 44% 662,378 104% 379,754 59% Greenspace Securement 1095,300 100/ 1,095,200 1001 (100) 0/ Greenspace Management 225,532 61% 27,360 7% (198,173) -54% Rental Properties _-- 3,622,100- ................ -- ____---100"%_-- .............. 3,370,023- .............. --------_--93 .............. -_--(252,077) ....-......... -7% .............. .... -....-.-.-.-.- .-.-.-.-.-.-.-.-._ Waterfront Parks ................. -.-.-.-.-.-.-. 0 / ..-.-.-.-.-.-.-. 0% ................................. 0 Conservation Parks 6,571,278 91 % 7,194,986 100% 623,707 9% Trails0% _________________ ..."......... ---------------- .............. ---------------- .............. ---------------- .............. 0% ----------------- .............. ------------- .._... .............. 0% ________________. .............. ............ Bathurst Glen Golf Course 1,031,057 ....... .......... 78% ................. 925,175 ........- .-_____.- 70% (105,881) ................. -8% -__—_...-..................—_........... Black Creek Pioneer Village 1,467,358 69%....-- 185 56% (263,174) -12% Events and Festivals -___ 813,577 _---- 76% .___._- 772,816 ----------- __ 73% _____ (40,761) _____________--- -4% Wedding and Corporate Events --------------------- 84%--- --------- 0% - 0% Development Planning and Regulation Permitting5,304,838 72/ 3,866,111 52 /0 __.---- .------- 1,438728 19/ D ...................................... ..............__.__ Environmental Assessment Planning and Permitting -----------------------_ 2,725,997 . 71% _____________ 1,954,995 51% (771,002) -20% E Policy Development and Review - _._ _...., 0%- _... .____ ................. ------. -.-.-.-......... 0% ___ - .......-.-.-.-.- _____ -- . -.-.-.-......... 0% ...____ , .............. ....-.-.-.-.-.-._ School Programs 4,884158 81/ 4,638,299 -77"/ 5245860) -4/ Newcomer Services __—_.. 588,799 87/ -.--66,1 586,179 ................. 86/0 ..-.-.-.-.-.-.-- (Z .2..6.j 0% Family and Community Programs Living City Transition Program Community Engagement Social Enterprise Development Financial Management Corporate Management and Governance Human Resources Corporate Communications Information Infrastructure and Management Project Recoveries Vehicles and Equipment Grand Total Q3 2019 Anticipated 03 2019 Actual Q3 2019 Variance Anticipated Actual % Difference Revenue Anticipated Revenue Actual Revenue $ Difference Revenue Reportable Revenue Rate Revenue Rate Revenue 52,022 Rate Variance 282,967 68% 334,989 80°/a 12% 127,700 100% 127,600100% (100) 0% 251,784 81% 111,593 36% (140,191) -45% 7 565,786 91% 8,301,034 100% 735,24g9% F ............................ 248,111 73% .......................... 100,685 30% ...... ................. (147,427) .............. -43% .............. ............ ________________ - 0% -- 416,330 --------- -------------------- 0% ..._ 0% -0 % ...................... ---- 0 --------- _-- ---- 0 .............. 0 / -------- 7,608 ________... 100 /o _________ ...._______ 7 608 ............._ 100 /o _________, 0%0% 0% -0 / 1981951 100 /0 198,951 100% 41,095,537 86% 38,593,905 81% 2,501,632 -5% ATTACHMENT 3 - NINE MONTH VARIANCE REPORT - CAPITAL BUDGET EXPENDITURES Q3 2019 Anticipated 03 2019 Actual 03 2019 Variance Expenditure Anticipated Anticipated Actual Actual Spend $ Difference % Difference Reportable Expenditures Spend Rate Expenditures Rate Expenditures Spend Rate Variance Watershed Planning and Reporting -------- . ........... &F6/7,, . ..... i -'-f64,0-2-6 - ----------- ,,,,,,,,,,,,,87/0,,.,,.,,.,,.380415)-- .................................................. Climate Science -------- 6W-,666 - ............... ----------- UF/o .................................. ------- 475442 -------------- - 50% ................ --------- 161,225 ................. ------------17/0� .................. --------------- Water Resource Science2,621,892 56%3,146,664 --- ----------— 6 7 %(524,772) 1 1 % - -------- G Erosion Management 42,569,35651% - ----------- - 23,-ig, --i - ..................... ----------- YM7 19,313,165 23% ---------------- H --------------- Flood Management 3,451,63481% ...... .............. - . 2,508,416 ...... ...... 59% ................ 943,417 .................................. 22% 1 ............... BiodiversityMonitoring 1111 - 6679% ------------------ ---------------- 1,809,503 ----------------- 69% ---------------- 276,413 ------------------ 1 0 % --------------- I --------------- Ecosystem Management Research and Directions --7 619,�2i 6iiX 781,484 M i4 ....�X .......... Forest Management 10 3,28 0 .......... . 7 5 % .............. I .. 8 1 2 1 51 ..... .... 55% ................ 29 1 1 29 ......... 2 0 % ............... ................ Restoration and Regeneration44%3,943,712 ------- ---------- ----------------------- ---- ----- ---------------- ----------------- 24% ---------------- i ---------------- Greenspace, Secturement 210.i - -------- K Greenspace Management 2,513,699 ------- -- - - 5 fl/F - ----------- - -------- 9-M,288 --------------- -- 19% ---------------- 1,585,411 --------------- 32% ---------------- L --- --------------- Waterfront Parks -i—,7i6—,5W --fCF/ - ------ T2_14JED7 -------------- - 48% -.— -------- - ----- 561,740 - ................ --------- — ....... 22% --, M Conservation Parks63%ingin ------- ---- ------- ------------------ -------- - ---------- zfi 61. ------------------- 216,737 ------------------- 3n. ----------------- ---------------- Trails ---------------- 6i� ---------.-.---�--- ----------------- �N ------.-.-.-.-.------- (178,024) -------------I------ .............. -5% I .......... ---------------- Slack Creek Pioneer Village -------- - ----------- TR - __......,...377,587- - ........1.1.61.. . ..... ----------- 5-5% .. .. .. .. .. ........... --------116,776 lii,776 . ............ 1-7% ----------------- Development Planning and Regulation Permitting — --------- -------- — 0% — ------- 9,446 ------------- — 0% — ----------- (9,446) -------- -------- -------- 0% -------- - -- ----- ----------------- ---------------- Development and Review 3Z -—RF--FPolicy 661 101 6N NAD M% School Programs 5,-272,751 -------- 6-0--%- 2--,-2-2--9-,-5-2--5 - ----------- 26% 3,043,226 35% N ---- Services ...............-._________________ an- ..................... wl ............................... ,5m -..-..-..-..-..-..-..-..-.................. TNewcomer nF ................................ ............................... Family and Community Programs ................. ................ ................. YA ................ ii,-iS5 ................. I Wcl,, ................ ................ Living City Transition Program 4,6mlin . ............ .... ........... �0..0/0 ............ ..... 4,662666 ................. 57 0/. 902,209..............6 . 2 . . 2 . 04 .. .... 13% .... 0 Community Engagement ----------- 872,203 ........... ------------ - 65% o ................... ------------ 1,639,270 I .... ...... 57% .............. - 232,933 ...... ..... ---- 8% . I-- ............ ------------- ..... Q3 2019 Anticipated 03 2019 Actual 03 2019 Variance Expenditure Anticipated Anticipated Actual Actual Spend 8 Difference % Difference Reportable Expenditures Spend Rate Expenditures Rate Expenditures Spend Rate Variance Financial Management .. .............. .................................. 0% 39,865 .............. 0% .............. (39,865) .............. 0% ................ Corporate Management and Governance 9,527,830 56% 2,474,142 15% 7,053,689 41% P Human Resources 48,450 100%10..... . 211 % (53.875) 11. 11. 1% Corporate Communications- ............... ------------ - 0% -------...— 209,814 ................. 0% - 0% ................ Information Infrastructure and Management 541,866 81-% 311,300 46% ......... 230,566 34% Project Recoveries ... ..... 68 ............_... ,..,.,2% _________,_______......_..._._.____._._.....�_.___ 104128 2975% 104,059%,.,,.,,.,,.,,.,,.,,.,,.,,., ---------- __...__ _______________ Vehicles and Equipment 126% (58,507) 0% 58,507 126% Grand Total96188,867 57% 57,963,588 34% 36,205279 23% ATTACHMENT 4 - NINE MONTH VARIANCE REPORT - CAPITAL BUDGET REVENUES Watershed Planning and Reporting Climate Science Water Resource Science Erosion Management Flood Management Biodiversity Monitoring Ecosystem Management Research and Directions Forest Management Restoration and Regeneration Greenspace Securement Greenspace Management Waterfront Parks Conservation Parks Trails Black Creek Pioneer Village Development Planning and Regulation Permitting Policy Development and Review School Programs Newcomer Services Family and Community Programs Living City Transition Program Community Engagement 03 2019 Anticipated 03 2019 Actual 03 2019 Variance Anticipated % Difference Revenue Anticipated Revenue Actual Actual $ Difference Revenue Reportable Revenue Rate Revenue Revenue Revenue Rale Variance 1,317,000100% 1,233,703 94% (63,297) -6% 958,00010 0% 874,794 91 % (83,206) -9% 4206,066 ............... 87/ .............. 4,096,227 ................ 85/ ................ (109839) 2/0 ------------- .............. ............. 79 086 059 K% N'621,785 35% (49,464 274) 59% Q 3,887,14191 % 2,286,661 54% -- -- 81) --,4 -37% R .... _________-------- __ 99°/ -.-.-.----- 2,161,998 .-....z...1 ..-.-.-.-.-.-.-.__ 88% _________ - .-.-.-.-.-.-.__ __ -10% ----------------2,414,782 .............. 907,144 .............. 97% .............. 928,921 .............. 99% --------(2--5-2-,7--3-4--) .............. 21,777 .............. 2% .............. .............. ........... ...,200 1,473 .............. 100% .._.-.-.-8-1-,5-5-8... -- -- .............. 80% (29 ......-..91,642) .............. -20% .............. .............. 16566,675 100% 10,647,761 64/ 5,918914 36/ 5 1 646,474 .............. ------ .,,.,-60 / - 606,471 ........... ------ ° .,,.,,.,,.,-22 /0 1,,040 004 .......... _ ------- ,,,,,,,,,,,,,, 38 / ...... ....-T .............. 4,925,750100% 2,108,179 43% (2,817,571) -57% U 1,858,998 73% 1,511,818 60% (347,180) -14% -....... 622,600 100% ---- --0 102% 14950 _ ------------------------------- 2/ 3 377 700100 / 3 038,891 90 / X336 809) 16%- 1264,640 52% (407,331 17 1,71,971 69/ V 0% 0% 0% ...... 530,200 __. .,.....__......_._.�. 100/ 548,150 --------------------- 103% 17,950 ________ 3% __________ 8 755,500 ,.,1 00 / 8,76 7,197..., 1.. / ........ 1.1,69 7 ,,,,,,,, 0 ........-_.-.-..._ 155,789 .............. 100% .............. 152,617 .............. 98% .............. (3,172) ............................ --2%-- .............. ..............___________ 204,689 _______________ 79°! ______________-------------- 76,608 __--------_____ 30% ------- (0-2-8-,-0-8-1) (128,081) _______________- -49% _______-.-.-.-.-.-.-.-.- 6,441,509 _.,.,.—--- __________ 91/ ___ 5238,241 ..........,.1..__ 74% ___.._,.,.____ (1203,268) ...... __ 17% .............. W 2,894950 100 / 2 883-'733 ,,.,, 99 / (1.6 217 .---------------- ., 1 / ------------- Financial Management Corporate Management and Governance Human Resources Corporate Communications Information Infrastructure and Management Project Recoveries Vehicles and Equipment Grand Total Q3 2019 Anticipated Q3 2019 Actual Q3 2019 Variance Anticipated %Difference Revenue Anticipated Revenue Actual Actual $ Difference Revenue Reportable Revenue Rate Revenue Revenue Revenue Rate Variance ....... :._. .......... . _______._._m___ 0% _..... 100,000 .............. _____________ 0% ................ .. ......._.. 100,000 . __. 0 % ........ 17,06 571 0,% 100 2,700,539 i 6.. (14,306,032) -8 4% X .............. - .............. 0% .............. 27,610 .............. 57% .............. 27,610 .............. 0% .............. .......... .............. 672,000 .............. 100% .............. 666,766 ............................ 99% (5,234) .............. ................ -1% ____2,502 _______71 % --------- 2,720 _________780/. ________ 21-8 ____________6 155,822,775 91% 81,693,166 46% (74,129,609) -44% ATTACHMENT S - NINE MONTH VARIANCE REPORT - VARIANCE EXPLANATIONS OPERATING REPORTABLE VARIANCE NOTES - EXPENDITURES (Figures in 000's) A Staff compensation for the Metrolinx environmental assessment review is currently under budget as a result of a delay in invoicing and staff gapping. Additionally, the York Region environmental assessment program has lower than anticipated expenditures as a result of a delay in invoicing. The invoicing delays will be remediated in Q4 2019. Once these are taken E into account, the variance is $255 and 9% which is within the acceptable threshold. B Both the Claremont and Albion Hills Field centre are underspent as a result of staff gapping in 2019. Once this is taken into F consideration, the variance is $349 and 9% which is within the acceptable threshold. C The lower than anticipated recoveries are due to the under expenditure of capital projects across the organization. Once this is taken into consideration, the variance is $0 and 0% which is within the acceptable threshold. OPERATING REPORTABLE VARIANCE NOTES - REVENUES (Figures in 000's) D Permit numbers have been high throughout 2019, however revenue is lower than anticipated due to a limited number of high value permit applications. Once this is taken into consideration, the variance is ($689) and -9% which is within the acceptable threshold. E Revenues are lower than anticipated due to late invoicing for the Metrolinx Environmental Assessment. Once this is taken into consideration, the variance is ($9) and 0% which is within the acceptable threshold. F The higher than anticipated revenues in Financial Management are as a result of the levy which is recognized in year as a lump sum. The revenues are currently on track for 2019. Once this is taken into consideration the variance is $0 and 0% which is within the acceptable threshold. CAPTIAL REPORTABLE VARIANCE NOTES - EXPENDITURES (Figures in 000's) G The over expenditure is due to stormwater management pond contract services with the City of Toronto which is fully cost recoverable. Once this variance is taken into account, the variance is ($78) and -4% which is within the acceptable threshold. H The Q3 variance in Erosion Management is related to a number of major capital works project delays resulting in the under expenditure including: East Don Trail which is related to delays in approvals with Metrolinx and the construction of the East Don Trail; Ashbridges Bay which is awaiting additional approvals prior to mobilization; Bluffers Park South Headland project which has now commenced but will not be complete until Q3 2020; Upper Highland Creek trail at Ellesmere which is continuing through the approvals phase with construction delayed until 2020; DMAF infrastructure projects which are in negotiations with private land owners and anticipated to be initiated once the agreements are executed in Q4 of 2019; and a number of other major works which are temporarily delayed as a result of agreement execution and negotiations. Once these are taken into account, the variance is $483 and 1% which is within the acceptable threshold. The under expenditure is related to a number of different delays including: the Port Lands Flood Protection project which will see a portion of its work commence in 2020, and the Brampton Riverwalk and Pickering and Ajax Flood Control Dyke Restoration Environmental Assessment which are both underspent as a result of delays in the approvals from the National Disaster Mitigation Program. Once these are taken into account, the variance is $291 and 8%, which is within the acceptable threshold. J Expenditures are $3,804 lower than anticipated due to a delay in the planning phase of The Meadoway Project. The 2019 scope of work has been delayed until 2020. Additionally, the Menno-Reesor Restoration and Renovation project will continue to be underspent in 2019 as a result of a reduction in the scope of work following the transfer of land to Parks Canada. Once these are taken into account, the variance is $315 and 3% which is within the acceptable threshold. K Greenspace land acquisition expenditures are lower than anticipated as expenses are contingent on the availability of land for acquisition. Once this is taken into consideration, the variance is ($53) and -7% which is within the allowable threshold. L The expenditures are lower than anticipated as a result of a delay in obtaining agreements with the City of Brampton for the Claireville Trail. Once this is taken into account, the variance is $325 and 13% which is within the acceptable thresholds. M Expenditures are lower than anticipated due to a delay in the Scarborough Bluffers West Shoreline Access project. The project is anticipated to initiate in Q4 2019. Once this is taken into account, the variance is $166 and 9% which is within the acceptable threshold. N The lower than anticipated expenses are a result of delays with the Bolton Camp entrance project which is currently being R tendered and will be initiated in Q2 2020. Additionally, the site infrastructure project is underway and will be completed in Q12020. Once these are taken into account, the variance is ($471) and -9% which is within the acceptable threshold. O Expenditures are lower than anticipated due to a reduced scope of work in 2019 for the electric vehicle charging stations as perjoint decision between GTAA and TRCA. Additionally, TRCA has reprioritized deliverables and will no longer be S pursuing certain programming within Sustainable Communities further reducing expenditures. Once these are taken into account, the variance is $356 and 7% which is within the acceptable threshold. P The under expenditure is related to the Head Office Construction Project which is delayed in obtaining site plan approval due to negotiations with Tennis Canada . Additionally, asset management projects, including the Claireville watermain project, will be initiated in Q4 2019 and Q12020 respectively. Once these are taken into consideration the variance is $73 T and 1% which is within the acceptable threshold. CAPTIAL REPORTABLE VARIANCE NOTES - REVENUES (Figures in 000's) Q Revenue is lower than anticipated due to number of capital works contract services accounts including: East Don Trail which is related to the timing of invoices and delays in approvals with Metrolinx; Ashbridges Bay which is awaiting agreement execution prior to mobilization; Upper Highland Creek trail at Ellesmere which was delayed in the approvals process; Bluffer's Park South Headland project was delayed and has now initiated in Q3; Lakeview Waterfront Connection Project which was delayed ion 2019 but is now underway; and a number of other major works which are temporarily delayed as a result of agreement execution and negotiations. Once these are taken into account the variance is ($8,000) and -9% which is within the acceptable threshold. R Revenue is lower than anticipated due to a delay in receipt of National Disaster and Mitigation Program (NDMP) for the Pickering and Ajax Flood Control Dyke Restoration Environmental Assessment, City of Brampton Riverwalk project, and Portlands project. Once these are taken into account, the variance is ($102) and -7% which is within the acceptable threshold. S Revenue is lower than anticipated due to a change in the scope of work for The Meadoway Restoration Project. Funds will be released from Toronto and Region Conservation Foundation in 2020 for future maintenance and adaptive management within the Meadoway. Implementation of the Etobicoke-Mimico Natural Channel Restoration project was previously delayed to 2020. Once these are taken into consideration, the variance is ($768) and -7% which is within the acceptable threshold. T Revenue is lower than anticipated due to a delay in the sale of the Speirs property. Once this is taken into consideration the variance is $0 and 0% which is within the acceptable threshold. u Revenue is lower than anticipated due to a change in the scope of work for the Black Creek Trail at Shoreham Drive project and the Martin Goodman Trail project. Implementation of Franklin Children's Garden Wetland Rehabilitation project was previously delayed and is anticipated to be complete in 2020. The Don Mills Trail project was also delayed due to a potential cultural heritage conflict, and it is anticipated that work will be complete in 2020. Once these are taken into consideration, the variance is ($452) and -9% which is within the acceptable threshold. V The revenue appears to be lower than anticipated as a result of a transactional exercise implemented by finance to refund TRCA's reserves which were used to fund the BCPV HVAC project in 2017/2018. This variance will be resolved in Q4. Once this is taken into account, the variance is $0 and 0%. W Revenue is lower than anticipated due to staff gapping in TRCA's Eco -Business program and a reduced scope of work for the GTAA Electric Vehicle Charging Station project. Once this is taken into consideration, the variance is ($508) and -7% which is within the acceptable threshold. X Revenue is lower than anticipated due to a delay in the design of the Administrative Office Building. Construction is expected to begin in Q4. Once this is taken into consideration the variance is ($406) and -3% which is within the acceptable threshold. RES.#A208/19 - PARTNERS IN PROJECT GREEN MINUTES May 16, 2019 Minutes. July 25, 2019 Minutes. Moved by: Michael Palleschi Seconded by: Rowena Santos THAT Partners in Project Green Minutes #1/19, held on May 16, 2019 and Minutes #2/19, held on July 25, 2019, be received. CARRIED GTAA O PARTNERS IN PROJECT GREEN A PEARSON ECO -BUSINESS ZONE MINUTES OF PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE MEETING #1/19 May 161, 2019 The Partners in Project Green Executive Management Committee met at The Living Arts Centre, Mississauga, Ontario John Coyne called the meeting to order at 3:OOpm PRESENT John Coyne (Unilever Canada) Co -Chair Todd Ernst (Toronto Pearson Co -Chair John Mackenzie (TRCA) Voting Member Brad Chittick (Hydrogen Business Council) * Voting Member Chris Fonseca (Region of Peel Voting Member Michelle Brown (Bentall Kennedy) * Voting Member Scott Pegg (Ernst &Young LLP) Voting Member Jack Heath (Region of York) * Voting Member Jim Karygiannis (City of Toronto) * Voting Member Teresa Schoonings (Bimbo Canada) * Voting Member Tim Faveri (Maple Lead Foods) * Voting Member Doug Whillans (City of Brampton) * Advisory Member Scott Hendershot " Jhitney Canada) Advisory Member Learie Miller (Rs Advisory Member Chandra Sharma Staff Dianne Zimmerman Staff Joel Lon land Staff REGRETS Maxx Kochar Voting Member Erica Brabon d) Voting Member Paul Vicente Voting Member *Participant attended via teleconference PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES ACTION SUMMARY #1/31 #PPG In order to ensure that PPG's website is up to date, EMC EMC members A1/19 members were requested to provide headshots and any provide to PPG #1/18 updated titles for PPG website. staff #PPG EMC members were requested to identify and/or recruit EMC members A2/19 other individuals who may have communications and provide to PPG marketing expertise to join the C&E Performance staff Committee. #PPG PPG staff to create charts illustrating how GHG emissions Nathaniel A3/19 have been reduced year over year by PPG members. Magder #PPG PPG staff to work with PPG members to track performance Nathaniel A4/19 (usage and frequency rates) of the initial installation of the Magder 132 electric vehicle charges and to determine if PPG members have installed additional stations. #PPG PPG staff to investigate whether it is within the scope of Dianne A5/19 PPG to identify what we, as a region, could do to stay within Zimmerman 1.5 degree warming. #PPG A6/19 PW#PPG A6119 PPG staff reach out to municipalities or waste companies to Malaz Sebai see if it is possible to gather better waste data from the ICI sector in the Pearson Eco -Business Zone. PPG staff investigate why program administration expenses Dianne were slightly higher than budgeted. Zimmerman RESOLUTION SUMMARY Meeting I Topic I Motion Moved Seconded Status #1/18 ADJOURNMENT THAT the Meeting of #1/19 be adjourned. Chris Fonseca Todd Ernst CARRIED by consensus NEXT MEETING — July 25th, 2019 1-3:30pm GTAA 3255 Elmbank Road, Mississauga, ON PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES SUPPORTING MATERIALS Review of roles and responsibilities of Executive Management Committee members John Coyne welcomed back existing and new EMC members and provided an overview of EMC roles and responsibilities that include: • Provide strategic leadership and communication to Senior Manager, PPG • Act as an ambassador for Partners in Project Green (PPG) and recruit new members • Review and approve the PPG strategy and programs providing feedback on improvements and new ideas • Responsible for prudent financial management — a fiduciary • Provide resolution guidance and input with support from TRCA staff and management who are also dedicated to this function • Reviewing and submitting the annual report and presenting it for the board Action PPG81/19: In order to ensure that PPG's website is up to date, EMG members were requested to provide headshots and any updated titles for PPG website. Review of roles and responsibilities of Communications and Engagement Performance Committee In addition to the EMC, PPG also has a Communications and Engagement Performance (C&E) Committee. Roles and responsibilities of this committee include: • advising staff and providing expertise on C&E related PPG programs and initiatives leading the design and/or execution of PPG programs and initiatives • owning C&E program performance metrics and reporting progress to the Executive Management Committee serving as ambassadors for PPG among peer/industry groups Current members of C&E include: Business members • Beverly MacDonald, Manager of Corporate Communications for Toronto Pearson • Zenia Wadhwani, Director, Community Relations, Government and Corporate Affairs • Rachel Guthrie, Head of ESG Reporting and Impact Measurement Page 13 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES Municipal members • Councillor Doug Whillans (Chair and EMC Committee representative) • Councillor Jeff Bowman • Matthew Premru, Economic Development Officer • Duncan MacLellan, Environment & Energy (invited) Action PPGlt2/19: EMC members were requested to identify and/or recruit other individuals who may have communications and marketing expertise to join the C&E Performance Committee. PPG 2018 - A Year in Review Committee members were provided an overview of PPG in 2018. Highlights include: 10 -year anniversary events: • 1,900 attendees • PPG's first conference (will be replicated for 2019) • Breakfast tours and meetings (will be replicated for 2019) Program results: • 3,554 tonnes eCO2 reduced • 3,473 tonnes avoided from 90 materials exchanges • 443.9 million litres of water footprint offset • 79 PPG members The 2013-2018 collective impact results for the last 6 years were also shared and include: • 121,830 Tonnes eCO2 reduced annually • 1.83 Billion litres of water offset annually • 392 Circular economy exchanges • 19,932 Tonnes of waste diverted • 132 EV Charging stations installed • 90 Members yearly average • 8,547 Event participants • 2,500 Projects implemented EMC Discussion and highlights While overall membership was lower than the previous year, PPG welcomed 25 new members in 2018. Page 14 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES Year over year, accumulated reductions in eCO2 have led to more than 120,000 tonnes of eCO2 being reduced annually. This is a goods news story and should be highlighted (e.g. graph of cumulative eCO2 reductions) to explain what actions were taken, where these reductions occurred and by whom. The installation of 132 electric charging stations by PPG members is impressive; however, equally important is to understand how these electric charging stations are being used. For example, what are the usage and frequency rates? Have other chargers been installed by our members as a result of the initial program? For example, Maple Leaf has installed 12 new EV charging stations since the PPG project ended. Action PPG#3/19: PPG staff to create charts illustrating how GHG emissions have been reduced year over year by PPG members. Action PPG#4/19: PPG staff to work with PPG members to track performance (usage and frequency rates) of the initial installation of the 132 electric vehicle charges and to determine if PPG members have installed additional stations. A request was also made by an EMC member to investigate whether it is within the scope of PPG to identify what we, as a region, could do to stay within 1.5 degree warming. Action PPG#5/19: PPG staff to investigate whether it is within the scope of PPG to identify what we, as a region, could do to stay within 1.5 degree warming. PPG Strategic Refresh In 2018, Partners in Project Green completed a refresh of its strategy that provides a road map for the program over the next five years. In the Strategic Refresh: 2019-2023, PPG made important updates that will guide the program as we continue to support our members and partners in the design and implementation of environmentally sustainable projects and business practices. Committee members were provided an overview of the strategic refresh 2019-2023, which was presented at (by Todd Ernst, GTAA) and approved by the Toronto and Region Conservation Authority Board of Directors on April 26, 2019. • Growing the Partnership: PPG will expand its program offerings to the entirety of the TRCA jurisdiction and forge relationships with new organizations that approach sustainability from different perspectives. • Systems Approach and Reporting: Bringing a systems -thinking approach to sustainability, PPG will work with members to identify and implement technology or processes that have benefits across a variety of sustainability areas such as energy, waste, and water. We will also encourage and support our members in setting targets and reporting on environmental initiatives and impacts that demonstrate progress and guide future action. • Embedding Sustainability: We will place a greater emphasis on conducting research to support municipalities and the business community on topics such as urban planning and development Page 15 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES opportunities that unlock further growth and the adoption of sustainability measures and green infrastructure. • Expanding Performance Areas: We have expanded the energy performance area to include low carbon transportation. • Accelerating Innovation: We will accelerate innovation through collaboration, engaging different stakeholders, and expanding our business models. To read the full strategy visit https://www.partnersinpro*ectgreen.com/news/refreshing-our-guiding- strategy EMC Discussion On the topic of waste within the ICI sector, there was a question about the ability to gather data from waste management companies within the Pearson Eco -Business Zone. It is difficult to collect data from the ICI, which therefore leads to low waste diversion rates. It was suggested that PPG staff reach out to municipalities or waste companies to see if it is possible to gather better data. Action PPG#6: PPG staff reach out to municipalities or waste companies to see if it is possible to gather better waste data from the ICI sector in the Pearson Eco -Business Zone. PPG Upcoming Events and Initiatives Committee members were provided an overview of PPG upcoming events, which include: Spring Networking & Strategy Launch (May 16): being held at City Hall and is expected to have more than 100 attendees. Highlights will include booths, Councillor welcomes, the launch of the PPG strategic refresh and a panel discussion, moderated by John Coyne, Unilever. Panelists will include representatives from GTAA, Air Canada and E&Y PPG Breakfast Series: PPG has hosted two events this year — one on plastics and one on provincial energy and water benchmark reporting. Both were well attended. People Power Challenge (Aug — Nov): PPG has relaunched the people power challenge; a turn -key employee engagement program. The new program has been designed to be more efficient and impactful. PPG Conference (Nov): Planning is underway for the November conference, which is scheduled for the end of November. PPG Book (Nov): Development of the book is underway, and the launch is timed to align with PPG's November conference. The key objectives of the book are to: Tell the Story of the Toronto Region: Commemorate TRCA and GTAA's 10 years of history of PPG, including key people and partners Build Partnerships: Inspire those not yet part of PPG to join Page 16 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES Demonstrate what a region -wide approach to sustainability can look like • Foster Sustainable Citizenship: Inspire action on sustainability issues • Build our Brand: Fulfilling vision of an internationally recognized Pearson eco -business zone EMC Discussion It was recommended that the book also be designed to have a digital version that can be interactive and designed to be capable of separating content and be used in other forums such as building lesson plans within school curriculums. 2018 Statement of Operations and Accumulated Deficit Committee Members were provided with a variance report for for 2018. Overall, PPG came under budget for 2018. This was largely due to reduced staff salary expenses for vacant positions. It is anticipated that the $29,000 in surplus will go towards PPG deficit. EMC Discussion Program administration expenses were slightly higher than budgeted for 2018. Action PPG#7/19: PPG staff investigate why program administration expenses were slightly higher than budgeted. 2019 Budget Committee members were provided with the overall budget for 2019, which is $1,574,000. PPG have successfully secured 78% of its 2019 budget as of April 21, 2019. Revenue generation will continue throughout the year through event fees, memberships, sponsorships, fee-for-service contracts and grants and contributions from governments. The provincial funding budgeted in the 2019 budget has already been received and in a separate trust to deliver of the EVCO project with the GTAA. EMC Roundtable Discussion Committee members shared their priorities for the upcoming year and in some cases identified ways PPG could support these priorities. This included: • PPG to help with sourcing unique and innovative ideas that create the "wow" factor regarding energy, waste, water improvement opportunities Page 17 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES • Gaps remain in the SME sector; PPG could find solutions to engage SMEs (e.g., mentoring; matching an SME to other PPG members; including universities) • PPG continue to act as a collaborator with large and small businesses, municipal governments and vendors, etc. • PPG to play a role in supporting region -wide procurement— scale to green products • Integrating business units into corporate environment targets • How to benchmark effectively • Helping to implement Mississauga key elements of their Living Green Master Plan (e.g. setting an example, encouraging others and compelling others); PPG can support the 49 actions within the plan • Support Mississauga's stormwater management fee/incentive program that will engage businesses • Waste related initiatives: o attaching dollar value to waste o Reduction of plastic at PPG and other events o Textile recycling— review of donation bins o Food waste (e.g. how to capture and re -distribute as well as understand regulation challenges) TERMINATION ON MOTION, the meeting terminated at 5:00 p.m., on May 16`h, 2019. John Coyne Co -Chair Todd Ernst Co -Chair Page 18 GTAA PARTNERS IN PROJECT GREEN A PEARSON ECO -BUSINESS ZONE MINUTES OF PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE MEETING #2/19 July 25", 2019 The Partners in Project Green Executive Management Committee met at GTAA - 3255 Elmbank Road, Mississauga, Ontario. Todd Ernst called the meeting to order at 1:00pm PRESENT Todd Ernst (Toronto Pearson) Co -Chair Paul Vicente (Region of Peel) * Voting Member Erica Brabon (Black and McDonald) Voting Member Chris Fonseca (Region of Peel) Voting Member Michelle Brown 'Bentall Kennedy) ' Voting Member Jim Karygiannis ;Ity of Toronto) * Voting Member Maxx Kocher Voting Member Teresa Schoonings * Voting Member Tim Faveri (I, Voting Member Doug Whillans Advisory Member Learie Miller * Advisory Member Dianne Zimmerman Staff REGRETS John Coyne (U Co -Chair Brad Chittick Voting Member John Mackenzie Voting Member Jack Heath Voting Member Scott Pegg Voting Member Scott Hendershot Advisory Member *Participant attended via teleconference PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES ACTION SUMMARY FOR MEETING #2/19 No action items resulting from this meeting. RESOLUTION SUMMARY Meeting Topic Motion Moved Seconded Status #2/19 APPROVAL OF THATthe Minutes of Meeting#1/19, held on May Maxx Erica CARRIED by MEETING 16th, 2019 be approved. Kocher Brabon consensus MINUTES #1/19 #2/19 ADJOURNMENT THATthe Meeting of #2/19 be adjourned. Doug Maxx CARRIED by Whillans Kocher consensus NEXT MEETINGS October 10th, 2019 1-3:30pm December 12, 2019 9:30am-12pm Locations to be confirmed PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES SUPPORTING MATERIALS Review of Meeting #1119 Action Items #PPG In order to ensure that PPG's website is up to Ongoing A1/19 date, EMC members were requested to provide headshots and any updated titles for PPG website. ffT- FiEW #PPG EMC members were requested to identify Ongoing A2/19 and/or recruit other individuals who may have communications and marketing expertise to join the C&E Performance Committee. #PPG PPG staff to create charts illustrating how GHG Graphs presented at EMC A3/19 emissions have been reduced year over year by meeting — see details below PPG members. #PPG PPG staff to work with PPG members to track Graphs presented by GTAA A4/19 performance (usage and frequency rates) of on 32 EV charges on GTAA the initial installation of the 132 electric vehicle properties — see details charges and to determine if PPG members have below installed additional stations. #PPG PPG staff to investigate whether it is within the Underway A5/19 scope of PPG to identify what we, as a region, could do to stay within 1.5 degree warming. Sim#PPG PPG staff reach out to municipalities or waste Underway A6/19 companies to see if it is possible to gather better waste data from the ICI sector in the Pearson Eco -Business Zone. #PPG PPG staff investigate why program Complete — change in A6119 administration expenses were slightly higher allocation of admin time for than budgeted. each PPG staff member to 5% to better reflect actual time spent on administration Page 13 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES ➢ #PPG A3/19 - EMC members were provided with two graphs depicting the GHG emissions reduced by PPTG Members through: 1) direct emissions -the cumulative impacts of PPG programs from the energy leaders' consortium, energy efficiency audits conducted at Toronto Pearson and the electric vehicle network have resulted in 27,000 GHG tonnes reduced since 2013. 2) direct and indirect emission —the cumulative GHG emissions reduced through PPG programs and voluntary reporting by PPG members in the years 2013-2016, which results in —120,000 GHG tonnes reduced since 2013. It was decided that the most appropriate reductions that PPG should be reporting on are the direct emission savings from PPG programs. ➢ #PPG A4/19 - EMC members were provided with two graphs on GTAA's public facing electric vehicle charging stations on usage for: 1) number of unique drivers— in April 2017 (at the time of installation), there were —180 drivers using the EV stations. By April 2019, there were —700 drivers (note: August 2018 peaked at —800 drivers). Overall, there was a trend upwards, although some fluctuation after October 2018 was experienced. 2) number of sessions — in April 2017, there were —600 sessions and by April 2019 there were about 2,300 sessions, although there was some fluctuation over the course of the two years. PPG UPDATES Draft PPG 1018 annual report: marking 10 years of progress The draft "PPG 2018 annual report: marking 10 years of progress" is being finalized and will be available on the PPG website in the coming weeks. Highlights of results include: • strong financial year with increased diversification in self -generated revenues • collective impact projects: • Energy Leaders Consortium - savings in water, energy, GHG and utility costs • 2 recycling collection drives at 89 locations • 90 material exchanges • Partnered with Toronto Public Health to deliver on ChemTRAC pollution prevention program • Municipal water eco -cluster focus on water and energy nexus Page 14 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES 2019 engagement activities EMC members received an update from PPG about past activities and what is planned for the remainder of the year. Highlights included: 1 PPG Breakfast series Series of topical breakfast events hosted at TRCA HQ or members' facility to learn about a current sustainability topic or plant tour— 3 breakfast events have already taken place (plastics in our watershed, energy & water reporting and plant tour of GEEP a -waste facility. Other breakfast events will be planned for the rest of 2019. EMC discussion - Ideas for future breakfast series: Creditview Activity Hub — first fully accessible play area in Ontario and fully Accessibility for Ontarians with Disabilities Act (AODA) compliant. The Activity hub has a unique water management system with 18/24 inches of gravel under the play area to act as filtration and a catchment area. Since there are no underground drainage sewers in the park, water is managed by utilizing Low Impact Development (LID) technology and best practices. Water from the splash pad is captured in a "nature pond" which is recycled to irrigate the adjacent soccer fields. Location: 10510 Creditview Park, Creditview Road and Sandalwood Parkway http://www. bra m pton.ca/E N/residents/parks/Pages/Cred itview-Activity-H u b.a s px Contact: Councillor Whillans Emerald Energy From Waste Inc.: Recovers thermal energy from solid waste from municipalities and IC&I sources. The recovered thermal energy is converted to electricity and steam. The facility has 5 gasification units for a total processing capacity of 500 tonnes per day. There are plans to initiate the Emerald Hydrogen Pilot Program in 2020. Location: 7656 Bramalea Road, Brampton, ON LIST 5M5 tel: (905) 791-2777 x 227 https://emeraldefw.com/overview.php Contact: Councillor Whillans TSC Wet Clean - In business since 1988, TSC Wet Clean dry cleaners has moved from using PERC and other chemicals in dry cleaning to a wet clean service with operations in Mississauga. Location: Page 15 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES 801 Dundas Street East and 3405 South Millway, Mississauga ON L51- 3131 https://www.tscwetclean.com/ Contact: Councillor Fonseca CWB Tech CWB Tech is a company in Barrie that is importing plastic waste from Philadelphia to make outdoor furniture. EMC members are interested in researching if there is a large enough plastic waste stream from Toronto Pearson (e.g. food and beverage tenants at the airport) and surrounding businesses to deliver this waste to CWB Tech — a local company. 140-164 Inisfil St, Barrie Contact: Councillor Whillans 2 Planting events sponsored by Toronto Pearson At the PPG public tree planting event sponsors by Toronto Pearson (May 11), more than 300+ attendees, 450 volunteer hours and 450 trees & shrubs were planted. At the school event, 40 grade seven students, 120 volunteer hours and 130 trees & shrubs were planted. The next school event is scheduled for Sept. 2019 3 Spring Networking and Strategy event PPG's spring networking event, hosted at Mississauga City Hall, was well attended with 102 attendees from 68 organizations. PPG's new strategy was shared at event, followed by a business panel on climate action moderated by John Coyne, Unilever. Panelists were representatives from Toronto Pearson, Air Canada and Ernst and Young. 4 People Power Challenge Relaunch Significant redesign of the this 4 -month 'turnkey' engagement program for executives and employees to help embed sustainability into organization was conducted by PPG staff. Launching on August 1, 2019, PPG is pleased to have 5 companies registered. As part of the challenge, each participating company will have a chance to present their innovative ideas at PPG's Fall Conference. PPG will begin promoting the PPC for 2020 in the Fall of this year. 5 PPG Commemorative Book PPG staff have developed the story board and a first draft of the book has been completed. Engagement with PPG members who have been mentioned in the story is currently underway. The book will be launched at PPG's November conference. Page 16 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES Program Performance EMC members received a PPG update about program performance achieved in 2019 as well as ideas, projects and funding opportunities currently underway. This included: 1 Waste Management The Waste Management team supported Earth Week Recycling Collection Drive for Region of Peel which diverted 5.6T of clothing and 4.7T of a -waste and engaged 4 municipalities across 21 locations. Registration is now open for PPG's October recycling collection drive. To register your company, go to: https://www.pa rtnersi n promectgree n.co m/yo u r-needs/waste-ma nagem a nt/recycl i ne-col lection -d rive/ The focus for the remainder of the year will be for the development of a new Waste leaders Consortium which is to be launched in 2019. Consultation with former Waste Committee members is currently underway. 2 Water Stewardship PPG staff have completed the Municipal water eco -cluster case studies and are now posted on the PPG website. The team has also facilitated the completion of 15 water conservation and efficiency audits with Region of Peel, City of Toronto, and York Region programs. The focus for the rest of the year will be to fully develop large scale, multi-year grants to establish new consortiums that would be focused on stormwater management/low impact development projects with businesses in Mississauga (proposal being finalized) and for climate resiliency for SMEs (proposal submitted). Other program ideas being explored include Plastics in our Watersheds (White paper and Hackathon) and engaging new businesses in the sporting industry (e.g. improving environmental performance of arenas) which is in the conceptual design phase. 3 Energy Performance and Low Carbon Transportation The Energy Performance and Low Carbon Transportation program is a well -funded performance area and has either completed, or is working on, a number of projects and research studies on electric vehicles, freight assessments, alternative fuels and fuel efficiency for heavy duty trucks and engaging with SME on energy management systems. In addition, other program ideas/grants being explored, including the PPG Member Reporting Initiative, Renewables and Power Quality in the Airport Zone and Low -GWP Refrigerants in the Food & Beverage Cold Chain. Page 17 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES Upcoming Activities PPG Fall Conference This year the conference will have the theme systems approach to sustainability and will be the launch of the PPG commemorative book. Details of the conference include: • Date: November 28, Pearson Convention Centre, Brampton, ON Time: Approx. 1:00pm — 6:00pm • Pre -conference Tour: District Energy Plant tour (limited numbers) • Awards: • Project of the Year Awards (focus on projects vs. overall organization, also open to municipalities and NGOs) • Announce winner of the People Power Challenge PPG staff will be developing a Conference Sponsorship package and will begin fund raising in September. EMC Feedback: Overall, the EMC was in favour of the theme - systems thinking in sustainability One suggestion included adding prompting questions throughout the day to encourage engagement: Suggest using slido.com to increase the engagement (e.g. could be asked to identify a waste company you are working with, new waste technologies or interesting ways companies are recycling, etc.) Could lead to the creation of word clouds that could be used in future PPG waste programming. Other ideas should be explored to increase engagement and interaction. NextGen Plastics Hackathon EMC members were very supportive of holding a one -day, high profile event on addressing plastic waste. Brampton and Mississauga have both had experience organizing hackathons through their respective economic development offices and offered to provide guidance on the organization of this event. The following was recommended: • Liked the suggestion that the event take place in 2020 and attempt to link it to another announcement (e.g. regionally, provincial or federally or through member commitments) • Support to have it jointly held by PPG and Pollution Probe • Consider using a different name than hackathon (e.g. NextGen Plastics Innovation Lab) • Collect actual plastic waste to bring to the event and have an artist make something at the event • Recommendations for themes included: Page 18 PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE I MEETING MINUTES • Focus on haulers (e.g. construction, airport), procurement (including takeback programs and increased transparency) and the circular economy • Document the journey of a piece of plastic TERMINATION ON MOTION, the meeting terminated at 3:15 p.m., on July 251, 2019. Todd Ernst Co -Chair Page 19 RES.#A209/19 - REGIONAL WATERSHED ALLIANCE MINUTES Moved by: Michael Palleschi Seconded by: Rowena Santos THAT Regional Watershed Alliance Minutes #2/19, held on May 22, 2019, Minutes #3/19, held on September 11, 2019 and Minutes #4/19, held on November 13, 2019, be received. CARRIED Meeting #2/19, held on May 22, 2019 - Meeting Minutes Link Meeting #3/19, held on September 11, 2019 - Meeting Minutes Link Meeting #4/19, held on November 13, 2019 - Meeting Minutes Link RES.#A210/19 - OUTDOOR EDUCATION TASK FORCE MINUTES Moved by: Michael Palleschi Seconded by: Rowena Santos THAT Outdoor Education Task Force Minutes #1/19, held on October 7, 2019, be received. CARRIED Meeting #1/19, held on October 7, 2019 - Meeting Minutes Link MATERIAL FROM EXECUTIVE COMMITTEE MEETING #9/19, HELD ON NOVEMBER 1, 2019 Meeting Minutes Link Section I — Items for Board of Directors Action RES.#A211/19 - GREENLANDS ACQUISITION PROJECT FOR 2016-2020 Flood Plain and Conservation Component, Humber River Watershed Acquisition from Alpheios Corporation (CFN 60396). Acquisition of a partial taking from a property located west of Peel Regional Road 50 and north of Old Church Road, municipally known as 8686 Old Church Road, in the Town of Caledon, Regional Municipality of Peel, under the "Greenlands Acquisition Project for 2016-2020," Flood Plain and Conservation Component, Humber River watershed (Executive Committee RES. #B109119). Moved by: Jennifer Drake Seconded by: David Barrow THAT 41.68 hectares (103 acres), more or less, of vacant land, located west of Peel Regional Road 50 and north of Old Church Road, said land being Part of Lot 21, Concession 6, designated as Part 1 on Draft Reference Plan, prepared by J.D. Barnes, September 27, 2019 under reference number 19-30-432-00-A, municipally known as 8686 Old Church Road, in the Town of Caledon, Regional Municipality of Peel, be purchased from Alpheios Corporation; THAT the purchase price be $400,000; THAT the purchase of the property be subject to funding being available from the Region of Peel's Greenlands Securement Fund; THAT Toronto and Region Conservation Authority (TRCA) receive conveyance of the land free from encumbrance, subject to existing service easements; THAT the firm Gardiner Roberts LLP, be instructed to complete the transaction at the earliest possible date. All reasonable expenses incurred incidental to the closing for land transfer tax, legal costs, and disbursements are to be paid by TRCA; 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.#A212/19 - TOWN OF AJAX Receipt of a request from the Town of Ajax, for a conveyance and permanent easements on Toronto and Region Conservation Authority (TRCA) owned lands located on the west side of Church Street, north of Rossland Road, in the Town of Ajax, Regional Municipality of Durham, required for Church Street Reconstruction Project, Duffins Creek watershed (CFN 62257)(Executive Committee RES.#8110/19). Moved by: Jennifer Drake Seconded by: David Barrow WHEREAS TRCA is in receipt of a request from the Town of Ajax for conveyance and permanent easements on TRCAowned lands located on the west side of Church Street, north of Rossland Road, in the Town of Ajax, Regional Municipality of Durham, required for Church Street Reconstruction Project, Duffins Creek 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 the Town of Ajax in this instance; THEREFORE, LET IT BE RESOLVED THAT a parcel of TRCA-owned land containing 0.06 hectares (0.15 acres), more or less, of vacant land, required for Church Street Reconstruction Project, said lands being Part of Lot 15, Concession 3, designated as Part 1 on draft reference plan by Callon Dietz Incorporated, OLS, File No. 19-2252B, Plan No. P-1262, in the Town of Ajax, Regional Municipality of Durham, be conveyed to the Town of Ajax; THAT two permanent easements containing 0.08 hectares (0.19 acres) more or less, required for Church Street Reconstruction Project, said lands being Part of Lot 15, Concession 3, designated as Parts 2 and 3 on draft reference plan by Callon Dietz Incorporated, OLS, File No 19-22528, Plan No P-1262, in the Town of Ajax, Regional Municipality of Durham, be granted in favour of the Town of Ajax; THAT consideration be the nominal sum of $2.00 and all legal, survey and other costs to be paid by the Town of Ajax; THAT the Town of Ajax 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 this conveyance, the permanent easements, or the carrying out of construction; THAT an archaeological investigation be completed, with any mitigation measures being carried out to the satisfaction of TRCA staff, at the expense of Town of Ajax; THAT a landscape plan be prepared for TRCA staff review and approval, in accordance with existing TRCA landscaping guidelines at the expense of Town of Ajax; THAT a permit pursuant to Ontario Regulation 166/06, as amended, be obtained by Town of Ajax prior to the commencement of construction; 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.#A213/19 - CITY OF TORONTO Receipt of a request from the City of Toronto to provide permanent easements for expansion of two TTC Wheel Trans transit shelters located west of Jane Street, south of Eglinton Avenue West and east of Jane Street, north of Eglinton Avenue West, City of Toronto, Humber River watershed (CFN 61287 & CFN 61288) (Executive Committee RES. #8111/19). Moved by: Jennifer Drake Seconded by: David Barrow WHEREAS Toronto and Region Conservation Authority (TRCA) is in receipt of a request from the City of Toronto to provide permanent easements for upgrading TTC transit shelters, located west of Jane Street, south of Eglinton Avenue West and east of Jane Street, north of Eglinton Avenue West, City of Toronto, 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 the City of Toronto in this instance; THEREFORE, LET IT BE RESOLVED THAT; a) a permanent easement containing a total of 4.3 square metres, more or less, be granted to the City of Toronto, said land being Part of Road Allowance between Lot 10, Humber Range, Concession 3 F.T.B. and Lot 40 Concession 3, F.T.B, designated as Part 1 on 66R-30655; b) a permanent easement containing 17.9 square metres, more or less, be granted to the City of Toronto, said land being Part of Road Allowance between Lot 1, Concession 4 W.Y.S and Lot 40, Concession 3, F.T.B, designated as Part 1 on 66R30654; THAT consideration be the nominal sum of $10.00, in addition all legal, survey and other costs be paid by the City of Toronto; THAT the City of Toronto 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 this granting of these permanent easements or the carrying out of construction; THAT if required, an archaeological investigation be completed, with any mitigating measures being carried out to the satisfaction of TRCA staff, at the expense of the City of Toronto; THAT all TRCA lands disturbed by the proposed works be revegetated/stabilized following construction and where deemed appropriate by TRCA staff, a landscape plan be prepared for TRCA staff review and approval in accordance with existing TRCA landscaping guidelines; THAT a permit pursuant to Ontario Regulation 166/06, as amended, be obtained by the City of Toronto prior to the commencement of construction; AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction including obtaining any necessary approvals and signing and execution of documents. CARRIED RES.#A214/19 - BLACK CREEK COMMUNITY FARM Proposal from FoodShare Toronto to enter into a 5 -year lease of Toronto and Region Conservation Authority -owned land for the purpose of operating the Black Creek Community Farm located south of Steeles Avenue and east of Jane Street, municipally known as 4929 Jane Street, in the City of Toronto, Humber River watershed (CFN 34397) (Executive Committee RES. #8112/19). Moved by: Jennifer Drake Seconded by: David Barrow THAT WHEREAS Toronto and Region Conservation Authority (TRCA) is in receipt of a request from FoodShare Toronto (FoodShare) to enter into a lease agreement for the continued operation of the Black Creek Community Farm (BCCF) located south of Steeles Avenue and east of Jane Street, municipally known as 4929 Jane Street, City of Toronto, Humber River watershed; WHEREAS the BCCF has been in operation at this site since 2012 with FoodShare being one of the founding/supporting partners; WHEREAS the BCCF helps to accomplish TRCA's Strategic Plan objectives to Foster Sustainable Citizenship and to Rethink Greenspace to Maximize Value; 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 FoodShare in this instance; THEREFORE LET IT BE RESOLVED THAT TRCA enter into a lease with FoodShare for the use of 3.24 hectares (8 acres), more or less, improved with the Braeburn House and Barn, pavilion, greenhouses and wood burning oven, said land being Part of Lot 24-25, Concession 4, WYS, Township of York, municipally known as 4929 Jane Street, City of Toronto; THAT the lease with FoodShare be subject to the following terms and conditions: (i) that the term of the lease be for 5 years; (ii) that consideration be $18,000 per annum with an annual review subject to Consumer Price Index, plus HST; (iii) that FoodShare be responsible for all approvals required for the development, management and operation of the urban farm; (iv) 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 RES.#A215/19 - REQUEST FOR PROPOSAL FOR MICROSOFT LICENSING SOLUTIONS PROVIDER Award of Request for Proposal (RFP) No. 10021875 for Microsoft Licensing Solutions Provider ("LSP") to select a vendor authorized as a Microsoft LSP that will facilitate and administer license agreements with Microsoft. The vendor may additionally provide support services related to Microsoft products (Executive Committee RES.#8113/19). Moved by: Jennifer Drake Seconded by: David Barrow WHEREAS Toronto and Region Conservation Authority (TRCA) is engaged in ongoing operations that require a vendor authorized as a Microsoft LSP; AND WHEREAS TRCA solicited proposals through a publicly advertised process and evaluated the proposals based on pre -established criteria; THEREFORE, LET IT BE RESOLVED THAT Request for Proposal (RFP) No. 10021875 for Microsoft Licensing Solutions Provider be awarded to Long View Systems Corporation at a total cost not to exceed $594,472, plus applicable taxes, to be expended as authorized by TRCA staff; THAT TRCA staff be authorized to approve additional expenditures to a maximum of $59,447 (10% of the operations cost), plus applicable taxes, in excess of the contract cost as a contingency allowance if deemed necessary; THAT should TRCA staff be unable to negotiate a contract with the above-mentioned proponent, staff be authorized to enter into and conclude contract negotiations with other Proponents that submitted proposals, beginning with the next highest ranked Proponent meeting TRCA specifications; AND FURTHER THAT authorized TRCA officials be directed to take whatever action may be required to implement the contract, including the obtaining of necessary approvals and the signing and execution of any documents. CARRIED RES.#A216/19 - REQUEST FOR PROPOSAL FOR DETAILED DESIGN AND IMPLEMENTATION (DESIGN -BUILD) FOR THE 30 — 36 ROSE PARK CRESCENT SLOPE STABILIZATION PROJECT, CITY OF TORONTO Award of Request for Proposal (RFP) No. 10020367 to retain a designbuild team to develop detailed designs and undertake slope stabilization works, including supplying all labour, equipment and materials required for implementation of emergency works, behind three private residential properties located at 30, 32, and 36 Rose Park Crescent, in the City of Toronto (Executive Committee RES.#8114/19). Moved by: Jennifer Drake Seconded by: David Barrow WHEREAS Toronto and Region Conservation Authority (TRCA) is engaged in a project that requires the design and implementation of slope stabilization works to provide long- term protection to three (3) private residential properties located at the top of slope identified to be at immediate risk from the hazards of erosion and slope instability; AND WHEREAS TRCA solicited proposals through a publicly advertised process and evaluated the proposals based on technical and financial criteria; THEREFORE, LET IT BE RESOLVED THAT Request for Proposal (RFP) No. 10020367 for the 30 — 36 Rose Park Crescent Slope Stabilization Project be awarded to Midome Construction Services Limited at a total cost not to exceed $1,100,000 plus applicable taxes, to be expended as authorized by Toronto and Region Conservation Authority (TRCA) staff; THAT TRCA staff be authorized to approve additional expenditures to a maximum of $110,000 (10% of the project cost), plus applicable taxes, in excess of the contract cost as a contingency allowance if deemed necessary; THAT should TRCA staff be unable to negotiate a contract with the above-mentioned proponent, staff be authorized to enter into and conclude contract negotiations with other Proponents that submitted proposals, beginning with the next highest ranked proposal meeting TRCA specifications; AND FURTHER THAT authorized TRCA officials be directed to take whatever action may be required to implement the contract, including obtaining necessary approvals and the signing and execution of any documents. CARRIED RES.#A217/19 - AGREEMENT BETWEEN CANADA JUNIOR GOLF ASSOCIATION AND BATHURST GLEN GOLF COURSE The Canadian Junior Golf Association (CJGA) has requested that Toronto Region Conservation Authority (TRCA) provide a new home base for their organization at Bathurst Glen Golf Course (BGGC). TRCA staff are supportive of entering into a multi-year agreement with the CJGA (Executive Committee RES. #8115/19). Moved by: Jennifer Drake Seconded by: David Barrow WHERAS Toronto Region Conservation Authority (TRCA) operates a golf course on provincially owned lands as part of an agreement related to the protection and management of lands within the Oak Ridges Corridor Park (ORCP) in Richmond Hill; AND WHEREAS TRCA received an unsolicited proposal from CJGA to establish BGGC as their home base to host training camps, clinics and tournaments; AND WHEREAS the proposed agreement would be mutually beneficial and optimize the use of the space which will build on the success of the golf course, promote the facility, and increase revenues to offset operating and land management costs for provincially owned lands managed by TRCA; THEREFORE, LET IT BE RESOLVED THAT TRCA enter into a multi-year agreement with the CJGA; AND FURTHER THAT authorized TRCA staff be directed to enter into negotiations with the CJGA and take any action necessary to implement said agreement, including obtaining any required approvals and the signing and execution of documents. CARRIED RES.#A218/19 - LEASE AGREEMENTS WITH TREETOP TREKKING INC. Based on the success of the existing lease agreements with Treetop Trekking Inc., Toronto and Region Conservation Authority (TRCA) proposes the following three modifications: (1) An amendment to the lease agreement at Heart Lake Conservation Area (Heart Lake), (2) An initiation of a lease agreement for development of an Adventure Park at Petticoat Creek Conservation Area (Petticoat Creek) and (3) An extension of lease agreements for both Heart Lake and Bruce's Mill Conservation Area (Bruce's Mill)(Executive Committee RES.#8116/19). Moved by: Jennifer Drake Seconded by: David Barrow WHEREAS TRCA is currently leasing lands at Heart Lake and Bruce's Mill to Treetop Trekking Inc. expiring in 2023 and 2024, respectively; AND WHEREAS TRCA received a proposal from Treetop Trekking Inc. regarding an expansion to the Treetop Trekking Inc. park at Heart Lake to include a Treewalk Village, and a new Adventure Park to be created at Petticoat Creek premised on the same conditions outlined in Resolution A261/12 previously approved by the Board of Directors on January 25, 2013, which would require an amendment to the lease agreement; AND WHEREAS Treetop Trekking Inc. has requested an extension of five years to the lease agreements at both Heart Lake and Bruce's Mill; THEREFORE, LET IT BE RESOLVED THAT subsequent to the outcome of TRCA related to the proposed facilities reviews , that TRCA be permitted to negotiate and amend the existing lease agreements with Treetop Trekking Inc.. THAT TRCA extend the existing lease agreements with Treetop Trekking Inc. at Heart Lake and Bruce's Mill by five years; AND FURTHER THAT authorized TRCA officials be directed to take whatever action may be required, including the obtaining of necessary approvals and the signing and execution of any documents. CARRIED RES.#A219/19 - FORMER TOMPION LIMITED PROPERTY Report back on the lands north of Steeles Avenue and west of Ninth Line, City of Markham, Regional Municipality of York, Rouge River watershed and staff recommendation to pursue an exchange of TRCA lands in the Rouge watershed for lands in the Humber River watershed, with additional funds to support TRCA and partner objectives (Executive Committee RES.#8117/19). Moved by: Jennifer Drake Seconded by: David Barrow WHEREAS at Authority Meeting #7/18 held on September 28, 2018, Resolution #A159/18, Toronto and Region Conservation Authority (TRCA) staff was requested to report back on lands north of Steeles Avenue E. west of Ninth Line and the main Rouge River; WHEREAS staff will transfer the majority of the 16.5 hectares of lands including the main Rouge River Valley and lands east to Ninth Line to Parks Canada for the Rouge National Urban Park once a Reference Plan has been finalized; WHEREAS Parks Canada has advised that they are not interested in acquiring the vacant western portion (1.13 hectares) of the lands; WHEREAS TRCA is in receipt of a request from Remington (Parkview) Lands Inc. the abutting owner for TRCA to consider an exchange of lands with Remington (Parkview) Lands Inc. and Bluecrown Holdings Limited, for lands in Caledon; AND WHEREAS staff recommend that an exchange of this vacant parcel of land for more ecologically sensitive land as well as additional consideration would be in the best interest of TRCA in furthering its objectives as set out in Section 20 of the Conservation Authorities Act to cooperate with Remington (Parkview) Lands Inc. and Bluecrown Holdings Limited, in this instance; THEREFORE, LET IT BE RESOLVED THAT TRCA enter into an exchange of land with Remington (Parkview) Lands Inc. and Bluecrown Holdings Limited, on the following basis: 1. Bluecrown Holding Limited will convey to TRCA a parcel of land containing 21.73 hectares (53.7 acres) more or less, of vacant lands, located east of Peel Regional Road 50 and south of Gibson Lake Road, said land being Part of Lots 23 and 24, Concession 7 and Part of Road Allowance between Concessions 6 and 7, former Township of Albion, Town of Caledon, Regional Municipality of Peel; 2. TRCA will convey to Remington (Parkview) Lands Inc. a parcel of land containing 1.13 hectares (2.78 acres) more or less, of vacant land, located west of Ninth Line and north of Steeles Avenue East, said land being Part of Lot 1, Concession 8, City of Markham, Regional Municipality of York; THAT TRCA receive consideration of $4,282,000.00 as well as all legal, survey and other costs to be paid by Remington (Parkview) Lands Inc. which would be invested in TRCA projects in York Region within the Rouge River watershed; THAT the Ministry of Natural Resources and Forestry, the Regional Municipality of York and the City of Markham be requested to concur with the exchange of lands and allow TRCA to retain the net proceeds from the land exchange in accordance with an agreement dated December 12, 2002; THAT TRCA receive conveyance of the Bluecrown Holding Limited land free from encumbrance, subject to existing service easements; THAT Remington (Parkview) Lands Inc. is to fully indemnify TRCA from any and all claims of injuries, damages, or cost of any nature resulting in any way, either directly or indirectly, from this exchange; THAT the firm Gardner Roberts LLP, be instructed to complete the transaction at the earliest possible date. All reasonable expenses incurred incidental to closing for land transfer tax, legal costs, and disbursements are to be paid by Remington (Parkview) Lands Inc.; 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 Section II — Items for Executive Action RES.#A220/19 - SECTION II — ITEMS FOR BOARD OF DIRECTORS INFORMATION Moved by: Dipika Damerla Seconded by: Steve Pellegrini THAT Section II items 9.2.1 — 9.2.2, inclusive, contained in Executive Committee Minutes #9/19, held on November 1, 2019, be received. CARRIED Section II Items 9.2.1 — 9.2.2, inclusive REQUEST FOR QUOTATION FOR CAMPGROUND RESERVATION SOFTWARE (Executive Committee RES. #8118/19) REQUEST FOR TENDER FOR INTERIOR RENOVATIONS OF THE BOYD CENTRE CAFETERIA (Executive Committee RES. #8119/19) Section III — Items for the Information of the Board RES.#A221/19 - SECTION III — ITEMS FOR THE INFORMATION OF THE BOARD Moved by: Ronald Chopowick Seconded by: Dipika Damerla THAT Section III item 9.3.1, contained in Executive Committee Minutes #9/19, held on November 1, 2019, be received. CARRIED Section III Item 9.3.1 COMPENSATION PROGRAM SUMMARY REPORT 2019 (Executive Committee RES.#8120/19) Section IV - Ontario Regulation 166/06, As Amended RES.#A222/19 - ONTARIO REGULATION 166/06, AS AMENDED Moved by: Rowena Santos Seconded by: Paula Fletcher THAT Ontario Section IV item 9.4 — Ontario Regulation 166/16, as amended, contained in Executive Committee Minutes #9/19, held on November 1, 2019, be received. CARRIED ADJOURNMENT ON MOTION by Steve Pellegrini, the meeting adjourned at 11:20 am, on November 29, 2019. Jennifer Innis Chair /am John MacKenzie Secretary -Treasurer