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HomeMy WebLinkAbout01-20-Minutes_Board_of_Directors_2020-02-21Toronto and Region _ Conservation Authority Board of Directors Meeting #1/20 was held at TRCA Head Office, on Friday, February 21, 2020. 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 Kevin Ashe Member Shelley Carroll Member Ronald Chopowick Member Joanne Dies Member Paula Fletcher Member Chris Fonseca (in: 10:16 a.m.) Member Gordon Highet Member Xiao Han (in: 10:01 a.m.) Member Linda Jackson Member Cynthia Lai Member Mike Layton Member Basudeb Mukhedee Member Steve Pellegrini Member Anthony Perruzza Member Gino Rosati Member Don Sinclair Member Connie Tang Member I_1=1-94.11 David Barrow Member Dipika Damerla Member Jennifer Drake Member Maria Kelleher Member Michael Palleschi Member James Pasternak Member Rowena Santos Member Estair Van Wagner Member The Chair recited the Acknowledgement of Indigenous Territory. RESMA7/20 - APPOINTMENTS TO TORONTO AND REGION CONSERVATION AUTHORITY FOR 2020-2021 Moved by: Linda Jackson Seconded by: Gordon Highet THAT the list of appointments to the Toronto and Region Conservation Authority's Board of Directors from the Secretary -Treasurer be received. CARRIED The Secretary -Treasurer can advise that all the persons listed below have been duly appointed and are entitled to sit as Members of this Board of Directors for the 2020-2021 year, or until their successors are appointed. TOWNSHIP OF ADJALA-TOSORONTIO/ TOWN OF MONO REGIONAL MUNICIPALITY OF DURHAM CITY OF TORONTO REGIONAL MUNICIPALITY OF PEEL REGIONAL MUNICIPALITY OF YORK Mr. Don Sinclair Regional Councillor Kevin Ashe Regional Councillor Joanne Dies Regional Councillor Gordon Highet Councillor Paul Ainslie Councillor Shelley Carroll Dr. Ronald Chopowick Dr. Jennifer Drake Councillor Paula Fletcher Dr. Xiao Han Ms. Maria Kelleher Councillor Cynthia Lai Councillor Mike Layton Mr. Basudeb Mukherjee Councillor James Pasternak Councillor Anthony Perruzza Ms. Connie Tang Dr. Estair Van Wagner Regional and Local Councillor Dipika Damerla Regional and Local Councillor Chris Fonseca Regional Councillor Jennifer Innis Regional Councillor Michael Palleschi Regional Councillor Rowena Santos Mayor David Barrow Regional Councillor Jack Heath Regional Councillor Linda Jackson Mayor Steve Pellegrini Regional Councillor Gino Rosati APPOINTMENT OF SCRUTINEERS RES.#A2/20 - APPOINTMENT OF SCRUTINEERS Moved by: Paul Ainslie Seconded by: Connie Tang THAT Mr. Michael Tolensky, Chief Financial and Operating Officer, TRCA; Mr. Darryl Gray, Director, Education and Training, TRCA; and Ms. Alisa Mahrova, Clerk and Manager, Policy, TRCA; be appointed as scrutineers for the election of City of Toronto representative on the Regional Watershed Alliance. CARRIED ELECTION OF OFFICERS CITY OF TORONTO REPRESENTATIVE ON THE REGIONAL WATERSHED ALLIANCE Ronald Chopowick nominated Maria Kelleher for City of Toronto representative position on the Regional Watershed Alliance. Maria Kelleher indicated in writing in advance of the election that she would stand for the office. RES.#A3/20 - MOTION TO CLOSE NOMINATIONS Moved by: Ronald Chopowick Seconded by: Linda Jackson THAT nominations for the office of City of Toronto representative on the Regional Watershed Alliance be closed. CARRIED Maria Kelleher was declared elected by acclamation as City of Toronto representative on the Regional Watershed Alliance. RES.#A4/20 - Moved by: Seconded by: MINUTES Kevin Ashe Steve Pellegrini THAT the Minutes of Meeting #11/19, held on January 24, 2020, be approved. CARRIED Section I — Items for Board of Directors Action RES.#A5/20 - TORONTO AND REGION CONSERVATION AUTHORITY ADMINISTRATIVE OFFICE BUILDING PROJECT Evaluating Options for the Geothermal System. Approval to implement an alternative geothermal heating and cooling system, if it is deemed feasible, for the Toronto and Region Conservation Authority (TRCA) Administrative Office Building. Moved by: Jack Heath Seconded by: Ronald Chopowick WHEREAS Toronto and Region Conservation Authority (TRCA) has received a quote for the implementation of a closed loop geothermal system for its Administrative Office Building project; AND WHEREAS results of a borehole test conducted as a part of the implementation of the closed loop geothermal system indicated an opportunity for the implementation of an alternative geothermal system known as Open Loop and Aquifer Thermal Energy Storage (ATES), which could result in cost savings both during construction and operation of the building in comparison to the closed loop geothermal system; LET IT BE RESOLVED THAT TRCA staff be authorized to undertake necessary studies to determine if an alternative geothermal system is technically and financially feasible; AND FURTHER THAT TRCA staff be authorized to proceed with the detailed designs and implementation of the selected alternative geothermal system, if it is deemed feasible. RES.#A6/20 - AMENDMENT TO THE MAIN MOTION Moved by: Jack Heath Seconded by: Ronald Chopowick THAT the following be inserted after the last paragraph of the main motion: AND FURTHER THAT, should TRCA implement the alternative geothermal system, TRCA staff be directed to report back to the Board of Directors after 5 years of operation. THE AMENDMENT WAS CARRIED THE RESULTANT MOTION READS AS FOLLOWS: WHEREAS Toronto and Region Conservation Authority (TRCA) has received a quote for the implementation of a closed loop geothermal system for its Administrative Office Building project; AND WHEREAS results of a borehole test conducted as a part of the implementation of the closed loop geothermal system indicated an opportunity for the implementation of an alternative geothermal system known as Open Loop and Aquifer Thermal Energy Storage (ATES), which could result in cost savings both during construction and operation of the building in comparison to the closed loop geothermal system; LET IT BE RESOLVED THAT TRCA staff be authorized to undertake necessary studies to determine if an alternative geothermal system is technically and financially feasible; THAT TRCA staff be authorized to proceed with the detailed designs and implementation of the selected alternative geothermal system, if it is deemed feasible; AND FURTHER THAT, should TRCA implement the alternative geothermal system, TRCA staff be directed to report back to the Board of Directors after 5 years of operation. CARRIED BACKGROUND On November 17, 2017, Res.#A216/17 awarded Eastern Construction Company Limited a contract for Pre -Construction and Construction Management Services, which included the tender and installation of the closed loop geothermal system. Closed systems do not require access to ground source water and instead use a local source to provide heating and cooling In January 2019 TRCA contracted Geosource Energy Inc. to drill a test borehole and complete a thermal conductivity assessment under the 5 Shoreham Drive site. The results of the study were used to size the closed loop geothermal borehole field included as part of the heating and cooling system for TRCA's Administration Office Building project. The project was tendered by the construction manager, Eastern Construction in three bid packages over the course of May to June 2019. The tender for the geo-exchange system was a part of the Eastern Construction 's bid packages, and Aecon was selected as the preferred bidder at a cost of $800,000. In early December 2019 TRCA staff reviewed the results of the borehole test and identified that the 5 Shoreham Dr. site is located on two major aquifers, the Thorncliffe formation and Scarborough formation. The Thorncliffe formation is a well-known aquifer that was historically used for municipal water supplies. The Scarborough formation is a deeper aquifer that in this location is associated with an ancient bedrock valley (The Laurentian Channel) that connects with the waters of Georgian Bay and Lake Simcoe. Identifying these two aquifers on site was an important revelation as previous mapping suggested no aquifers were present. This finding is significant because access to aquifer source water can enable implementation of open loop geothermal systems. The open loop system is preferable, where available, as it is associated with the cost savings both during construction and operation of the building. RATIONALE Following the identification of an opportunity for the implementation of the open loop or ATES, TRCA began the evaluation of the alternative and associated risk of the project implementation delay. TRCA staff consulted Ministry of Environment Conservation and Parks (MECP) staff and confirmed that Environmental Compliance Approval (ECA) could be completed in a timely manner. Furthermore, using capital costs prepared by J.L. Richards, TRCA staff compared the capital cost estimates with the tender results for the closed loop system. The analysis indicated that the alternative geothermal systems could reduce capital costs by between $231,000 and $362,000. For the ATES system the capital cost savings could be even greater as that type of system may be eligible for 50% grant funding. In order to fully complete the assessment of the alternative geothermal system, TRCA staff requires the completion of the following steps: • Phase I: Feasibility Study would focus on estimating several key aquifer characteristics critical to determining if either aquifer could support open loop or ATES systems. The results of the study would determine if it is feasible to move forward and if so, which type of system and which aquifer should be targeted. • Phase II: Detailed Study and Environmental Compliance Application study would focus on the target aquifer and selected system to confirm key aquifer characteristics, establish locations for wells, set parameters for detailed design and prepare the ECA for MECP; • Detailed Design for implementation would be prepared while the ECA is being reviewed by MECP. All evaluations, ECA approval, and designs are expected to be completed by late summer in time for implementation in September 2020. If one of the alternative geothermal systems proves feasible, in addition to the capital cost savings and some operating cost savings, the solar thermal panels on the roof can be switched to solar photovoltaic (PV) (as per earlier designs) because the heated water would no longer be needed to balance the temperature of the ground loop. The change would also more easily allow the project to achieve some of the LEED onsite renewable energy generation credits toward the projects goal of LEED Platinum. Furthermore, the solar PV panels would provide 5% of the building's electricity consumption over a 30 year lifespan, providing an annual operating cost savings on the order of $5,000. 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 1 — Green the Toronto region's economy Strategy 8 — Gather and share the best sustainability knowledge Strategy 10 — Accelerate innovation Strategy 12 — Facilitate a region -wide approach to sustainability FINANCIAL DETAILS The cost to complete the Phase I and Phase II studies is estimated to be between $80,000 and $140,000 depending on the technology and aquifer selected. The cost of detailed design ranges from $62,000 to $250,000 depending on the technology and aquifer selected. Funding for Phase I, Phase II and detailed design would be provided within the Administrative Office Building envelope and staff will work to find grants to support this effort. There have already been preliminary conversations with potential funders on the matter and there is interest in providing funding support for both the studies and the implementation of this system. DETAILS OF WORK TO BE DONE If approved by the Board of Directors staff will: • Formally approach potential funders to obtain confirmation of their interest in providing financial support for the studies and implementation and submit funding applications; • Provide MECP with a letter outlining the project, process and timeline, to formally begin development of the ECA submission; • Prepare a request for proposals (RFP) for Phase I and Phase II studies in a manner that minimizes the procurement and study completion timeline. • Complete the Phase I study and decide whether to move forward and if moving forward, which type of system and which aquifer to target; • Complete Phase 11 study and submit the ECA to MECP; Initiate detailed designs and finalize once the MECP ECA is approved; Begin implementation by September 2020. Report prepared by: Bernie McIntyre, extension 5326 Emails: bernie.mcintyre(�trca.ca For Information contact: Bernie McIntyre, extension 5326 Emails: bernie.mcintyre(d,)trca.ca Date: February 12, 2020 RES.#A7/20 - VENDOR OF RECORD FOR OPERATED HEAVY CONSTRUCTION EQUIPMENT RENTAL — CONTRACT EXTENSION Extension of Contract No. 10020047 for Operated Heavy Construction Equipment Rental expiry date from March 31, 2020 to March 31, 2021. Moved by: Paul Ainslie Seconded by: Gordon Highet WHEREAS Toronto and Region Conservation Authority (TRCA) is engaged in a variety of programs/projects that require the utilization of operated heavy and specialty construction equipment; AND WHEREAS TRCA solicited proposals through a publicly advertised process and awarded Contract No. 10020047 to Sartor Environmental Group Inc., Dynex Construction Ltd., Valefield Contracting Inc., TMI Contracting and Equipment Rental Ltd. and Trisan Construction at Board of Directors Meeting #3/19, RES.#A36/19; AND WHEREAS the need to extend the contract has arisen due to an increase in work; AND WHEREAS staff are satisfied with services provided to date under the current contract; THEREFORE, LET IT BE RESOLVED THAT TRCA staff be directed to exercise their contractual right to extend the Vendor of Record arrangement with Sartor Environmental Group Inc., Dynex Construction Ltd., Valefield Contracting Inc., TMI Contracting and Equipment Rental Ltd. and Trisan Construction for the supply of operated heavy construction equipment for an additional year; THAT Contract No. 10020047 for supply of operated heavy construction equipment services be extended at a total cost not to exceed $8,908,000, plus applicable taxes, to be expended as authorized by TRCA staff; THAT vendors may increase hourly rates at the time of extension in accordance with the original contract terms; THAT if a situation is present where the vendors of record are not available for a particular project, staff be authorized to follow the Procurement Policy to retain a vendor; AND FURTHER THAT authorized TRCA officials be directed to take whatever action may be required to implement the vendor of record extension, including obtaining any necessary approvals and the signing and execution of any documents. CARRIED BACKGROUND TRCA utilizes operated heavy construction equipment rental for completing a variety of engineering, habitat restoration, and trail building projects throughout TRCA's jurisdiction. Through a VOR arrangement for the rental of operated heavy construction equipment, vendors are authorized to provide these services for a defined period of time and with fixed pricing. In accordance with the contract documents for the VOR arrangement, staff may issue Purchase Orders for any vendor on the list with the expertise and experience required for their project or program requirements. Furthermore, where the suppliers on the VOR list are not available for a particular project within the timelines required for TRCA to meet its deliverables, staff are authorized to procure the required services following TRCA's Procurement Policy. Vendors are required to provide all resources required to service the divisional or program needs in accordance with applicable laws, codes, standards, terms and conditions of the vendor of record agreement. At Board of Directors Meeting #3/19, held on March 29, 2019, Resolution #A36/19 was approved in part as follows: THAT TRCA staff be directed to establish a Vendor of Record arrangement with Sartor Environmental Group Inc., Dynex Construction Ltd., Valefield Contracting Inc., TMI Contracting and Equipment Rental Ltd. and Trisan Construction for the supply of operated heavy construction equipment during the contract period for one (1) year with the option to extend for an additional year, The VOR arrangement for supply of operated heavy construction and associated specialty equipment was established for the time period from April 1, 2019 to March 31, 2020. Based upon a review of projects scheduled for implementation during the contract period, the anticipated value of the requested services under this contract was estimated to be approximately $5,000,000. RATIONALE As a result of an increased number of construction projects in 2019 following significant additional funding received in -year from Infrastructure Canada under the Disaster Mitigation and Adaptation Fund, the proposed contract extension recommends an increase in value by $1,400,000. This increase accounts for the estimated expenditures under this contract between February 22 and the current contract end date of March 31, 2020; plus $7,380,000 for the period of April 1, 2020 to March 31, 2021 which is based on the estimated expenditures for the current contract term of $6,400,000, plus $980,000 to account for a projected increase in workload by 15% over 2019 during the extension term. These estimates are based on the best available information at the time this report was prepared; plus $128,000 which represents a potential increase of unit rates by 2% to account for Consumer Price Index (CPI) adjustments during the contract extension term, for a total value of $8,908,000 plus applicable taxes. The Evaluation Committee conducted an annual review of the performance of vendors for the first year of Contract 10020047 in January 2020. The Committee recommends extending the current contract for an additional year with all vendors, as the value and quality of services delivered by the vendors under this contract has been deemed satisfactory by TRCA staff. 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 FINANCIAL DETAILS The anticipated value of the extension of this contract is approximately $8,908,000 plus applicable taxes. An increase or decrease in workload will have an impact on the value of this contract. All vendors on the VOR list understand both the potential cost and resource implications associated with changes in workload. The services will be provided on an "as required" basis with no minimum hours guaranteed. Vendors may increase hourly rates, to a maximum of the preceding year's Ontario Consumer Price Index (Toronto — All Items cate-gory) as published by Statistics Canada, at the time of extension. The most recent data published by Statistics Canada indicates a percentage change of +1.9 for the period of December 2018 — December 2019; which translates to a 1.9% increase in vendor unit rates across all equipment categories. The value increase being proposed for this contract extension assumes a 2% increase of hourly unit rates at the time of extension (March 31, 2020) for all Vendors. Funds for this contract are identified in a variety of capital and cost recoverable project accounts. Report prepared by: Alex Barber, extension 5388 Email: alex.barber(&trca.ca For Information contact: Moranne McDonnell, extension 5500 Email: moranne.mcdonnell(&trca.ca Section III — Items for the Information of the Board RES.#A8/20 - 2019 ANNUAL REPORT Presentation of the 2019 Annual Report summarizing key accomplishments throughout 2019 in accordance with Toronto and Region Conservation Authority's (TRCA) approved 2018 Strategic Plan Five -Year Update. Moved by: Jack Heath Seconded by: Ronald Chopowick THAT the 2019 Annual Report be received. CARRIED BACKGROUND Building The Living City, the 2013-2022 Toronto and Region Conservation Authority Strategic Plan, was endorsed at Authority Meeting #3/13 held on April 26, 2013. The plan outlined how TRCA would help realize The Living City Vision in its watersheds by protecting healthy rivers and shorelines, preserving greenspace and biodiversity, and contributing to the building of sustainable communities. The Strategic Plan Update was endorsed at the Board of Directors Meeting #8/18 held on October 26, 2018. The Updated Strategic Plan better reflects the changing environment, industry trends, staff and stakeholder input while incorporating a framework of performance metrics which help to evaluate and report on TRCA's progress towards achieving the Strategic Plan Priorities. The updated Strategic Plan identified that the Annual Report would be linked to the projected outcomes and priorities of the Strategic Plan as part of the methodology to evaluate our success in achieving them. RATIONALE The 2019 Annual Report is organized according to each strategic priority within the Strategic Plan to improve the evaluation and reporting process towards achieving these desired outcomes. Connecting the yearly accomplishments directly to the Strategic Plan allows for a clearer understanding of how TRCA is contributing, on an annual basis, towards the 10 -year desired outcomes and projected accomplishments. The Annual Report also includes an outline of the major challenges that TRCA will need to overcome in order to continue making progress. Some of these challenges include ensuring sustainable funding for programs and initiatives and responding to and adjusting our programs recognizing Ontario's dynamic policy environment. 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 9 — Measure performance Strategy 11 — Invest in our staff DETAILS OF WORK TO BE DONE Future annual reports will continue to be developed in a manner that focuses on evaluating and reporting on the progress towards achieving the Strategic Plan priorities. Report prepared by: Jenifer Moravek, extension 5659 Emails: ienifer.moravek(cDtrca.ca For Information contact: Michael Tolensky, extension 5965 Emails: michael.tolensky(cDtrca.ca Date: February 12, 2020 Attachments: 1 Attachment 1: 2019 Annual Report — Building Momentum Building omentum D19 ANNUAL REPORT if Toronto and Region Conservation Authority Message from the Chair, Board of Directors and Chief Executive officer In 2019, Toronto and Region Conservation Authority (TRCA) took major strides forward, building momentum in our effort to transform into a more modern, sophisticated organization fully equipped for delivery of service excellence for our stakeholders and the public. We are accelerating change in many ways across the organization: from the application ofadvanced technologies in traditional conservation work, to the introduction of internal systems that create operational efficiencies and help to streamline service delivery. With the increasing scale and complexity ofthe challenges TRCA faces in protecting lives and property, and preserving and restoring natural heritage, it is imperative to provide staff with the best possible tools to complete their day-to-day tasks. Our partner municipalities recognize the value of collaboration with TRCA to confront flood risk and develop resilient communities. In 2019, for example, we provided both technical expertise and on -the -ground assistance to the City of Toronto in support of its efforts to mitigate the impact of record -high Lake Ontario water levels on the residents, businesses and vital infrastructure of the Toronto Islands. Increasing TRCA's capacities through technological upgrades and well trained staff will enable us to carry on fulfilling our critical implementation role in addressing anticipated climate change risks and the impact of rapid growth and urbanization across our jurisdiction. As we drive forward with our efforts to modernize operations and enhance delivery of core TRCA programs, we also seek to contribute constructively to the evolution ofthe regulatory environment in which Ontario's Conservation Authorities (CAs) operate. Through our written submissions in 2019 to a wide range of legislative policy and regulatory proposals from senior levels of government, TRCA has articulated the value of the technical expertise and collaborative approach that CAs applyto confronting flood risk, and the importance of watershed -based approach to developing innovative practical solutions. In 2019, TRCA emphasized the importance of customerservice excellence, fostering a culture in which every interaction with stakeholders delivers the greatest possible value. Overthe past year, we introduced new Customer Service Standards, updated TRCA's Mission, and established "I CARE" a set offve Core Values. Collectively, these guide our daily operations and decision-making, create a sense of sha red purpose, and set standards for success. TRCA's 2019 Annual Report reflects our commitment to transparency in communicating about our work and how it benefits the communities we serve. It provides clear, quantitative measures of TRCA's forward progress in delivering the projects and programs that advance our strategic priorities. The work of Conservation Authorities has grown increasingly important as communities across Ontario come to grips with the threat that extreme weather events pose to homes, businesses, and critical infrastructure. To match the pace of change, TRCA must continue to build momentum in its efforts to modernize operations. By accelerating this process of transformation, we can ensure that TRCA will continue to play its vital frontline role, in collaboration with our stakeholders, to protect public health and safety and our environment. John MacKenzie Chief Executive Officer Jennifer Innis Chair, TRCA Board of Directors TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPORT Progress on Strategic Accomplishments (2018-20221 In November 2018, TRCA's Board of Directors approved a Five -Year Update to Building the Living City 2013-2022 Strategic Plan with measures and outcomes. The following outlines TRCA's progress to date on achieving strategic plan objectives. 1 -Green the Toronto region's economy 2 - Manage our regional water resources for current and future generations 3 - Rethink greenspace to maximize its value 4 - Create complete communities that integrate nature and the built environment 5 - Foster sustainable citizenship 6 - Tell the story of the Toronto region 7 - Build partnerships and new business models 8 - Gather and share the best sustainability knowledge 9 - Measure performance 10 -Accelerate innovation 11 - Invest in our staff 12 - Facilitate a region -wide approach to sustainability Project/Program is started and on track Project/Program has an issue identified ® Project/Program has not yet commenced __ - ',,NNIJAL,PORT ® TORONTO AND REGION CONSERVATION AUTHORITY fill d dIIIIIIEWTV Beat the forefront of providing input into the development I Seize opportunities for integrating more sustainable • of provincial and municipal policies and guidelines • technologies and sustainable development certifications relating to land use and environmental planning and in the design and construction of new development and sustainable development related to TRCA's core objectives. I in retrofits of existing communities in the jurisdiction. Expand TRCA's fee-for-service work for governmental, I Expand the Partners in Project Green Eco -Zone program private sector and not-for-profit stakeholders, to facilitate 0 to include emerging employment areas across the the efficient delivery of green infrastructure and I jurisdiction subject to partner funding. sustainability projects in areas of TRCA expertise. 2019 ANNUAL REPORT 0 TORONTO AND REGION CONSERVATION AUTHORITY Sustainable Technologies Evaluation Program (STEP) 15 technologies evaluated through the STEP program including practices designed to protect aquatic habitat from thermal impacts by cooling water discharged from stormwater management ponds, and a smart control natural gas heating system for reduced greenhouse gas emissions. Rouge National Urban Park TRCA facilitated a solution to secure the best location for the new Parks Canada visitor centre taking into account stakeholder and environmental considerations. "Thanks to your leadership and to many other supporters for our position, Canada's first National Urban Park will be celebrated with a beautiful gateway. The Visitor Centre will be both a tribute to more than three decades of community advocacy to protect and conserve the valley, and an inspiration to new leaders to steward the legacy."- Friends of the Rouge National Urban Park Sustainable Neighbourhood Action Program (SNAP) Secured 20 new partnerships for a total of 88 to help deliver neighbourhood -based solutions for urban renewal and climate action. 2 new SNAPS initiated in 2019, reaching neighbourhoods with 53,000 watershed residents. 8 SNAPS developed or underway, reaching neighbourhoods with 130,000 watershed residents. 108 home visits and follow-ups indicated 162 significant home retrofit actions. San Romanoway Revitalization A new socio-economic study of San Romanoway Revitalization determined that every one hour of SNAP green job skills training generated 20 hours of subsequent community volunteerism towards TRCA objectives. Provincial Policy 20 responses to Environmental Registry of Ontario postings in 2019, including multiple submissions on Bill 108, an omnibus bill to amend the Conservation Authorities Act, the Planning Act, and the Environmental Assessment Act and the Endangered Species Act. Ontario Climate Consortium Collaboration Delivered 19 collaborative projects to further the reduction of GHG emissions and enhance climate adaptation and resilience within the region. Private Erosion Hazards 293 private property hazard sites were inspected as part ofTRCA's Erosion Risk Management Program. Partners in Project Green engaged 86 members and 1,041 event participants in accomplishing the following: 10k CON 42 tonnes eCO2 circular economy tonnes of waste million litres of a�6"Lt� water TORONTO AND REGION CONSERVATION AUTHORITY 0 20'19 ANNUAL REPORT Develop a bold work plan that includes TRCA's Erosion F Engage with local communities to increase awareness about • and Hazard Mitigation Strategy comprising over $500 issues facing water resources and their importance to the million in projects to address known erosion, flooding health and well-being of the jurisdiction. Iand required infrastructure upgrades at over 250 sites. Work with municipal partners to implement flood remediation, erosion monitoring, maintenance work, stormwater system • retrofits, low impact developments, green infrastructure, and water quality and habitat restoration projects to realize more I sustainable developments (e.g. The Port Lands, Vaughan Metropolitan Centre, Brampton Riverwalk, Markham Centre). Monitor the health of the watersheds through the Regional Watershed Monitoring Program and through work with academic institutions. I Reduce flood risks and protect communities through 0 continuous improvements toTRCA'sflood forecasting and warning program. Management of Invasive Species 3,020 invasive Sea Lamprey were caught with traps in TRCA'sjurisdiction in 2019 through a successful partnership with Fisheries and Oceans Canada. Since 2005, the invasive Sea Lamprey population has been reduced by 90%, contributing to the increased survival rate of native fish species. nvasive Species 11,749 fish were processed through the Asian Carp Early Detection Program in Frenchman's Bay and Duffins, Rouge and Humber coastal marshes. Asian carp could have devastating effects on our ecosystem. This project is in partnership with Fisheries and Oceans Canada through their Aquatic Invasive Species Program. Shoreline Clean-up 1,864 kg of garbage was removed from Lake Ontario Waterfront parks through the efforts of employees from 19 corporations in partnership with Toronto and Region Conservation Foundation's "Look After Where You Live" program. Floodline Mapping 86 new floodplain maps and 2 hydraulic models were completed for the Humber River watershed. Stormwater Management 7,575 m' of sediment removed at five stormwater management ponds. Clean Water -Our Future TRCA, PortsToronto, Greater Sewer and Watermain Contractors Association, and Swim Drink Fish —with the help of the Toronto Police Marine Unit— recovered 4 tonnes of metal and plastic debris from the eastern gap of the Toronto Harbour and planted 38 trees in Toronto Island Park at this September's Annual Clean Water -Our Future event. Flood Risk Workshop Erosion Risk Management Program 100% of annual erosion hazard and control site inspections completed. 345 sites were re -inspected in 2019 following storm events. Protected 23 buildings against erosion and slope instability, stabilized 1.6 km of stream and valleyland, and protected 890 m of municipal infrastructure. The launch of the Flood Risk Public Awareness and Education Program began with a series of 4 full-day workshops with TRCA's municipal partners, where TRCA staff joined over 100 staff from all of our partner municipalities to share the results from the Flood Risk Assessment and Ranking Strategy and begin collaboration on the Public Awareness and Education Program.The program consists of updated print and web content, together with public open houses in some ofTRCA's most flood vulnerable neighbourhoods.The series of outreach events began with partnering at Richmond Hill and Vaughan's general outreach events, joint attendance at City of Toronto and TRCA public open houses for flood related projects, and continued with presentations to Whitchurch-StouffvilleTown Council, Vaughan Emergency Management Program Committee, and engagement with Councillors to set the stage for dedicated public open houses to be held in Caledon, Markham, Brampton and Stouffville in early 2020. 20'9 ANNUAL REPORT 0 TORONTO AND REGION CONSERVATION AUTHORITY TORONTO AND REGION CONSERVATION AUTHORITY 0 20'19 ANNUAL REPORT Achieve the most appropriate use ofTRCA's inventory of lands and facilities while respecting cultural heritage • and environmental values. Invest in aging infrastructure acrossTRCA's Conservation Areas L and public spaces in order to provide safe, accessible, and functional facilities to the public. I Secure, restore, and where appropriate, provide more accessible greenspace as part of the technical review of proposed projects and plans. Update TRCA'sTerrestrial Natural Heritage System Strategy, the Regional Trail System Strategy, TRCA's Living City Policies and their associated technical guidelines to inform reviews of projects and the timely execution of projects. Advance priority greenspace and community initiatives of Toronto and Region Conservation Foundation (TRCF), member municipalities and partners on priority projects such The Meadoway, Tommy Thompson Park, Bolton Camp Redevelopment, and Black Creek PioneerVillage revitalization. Rouge Nationa Urban Park In partnership with Parks Canada, TRCA is focusing on restoring marginal agricultural lands within the headwaters of the new Rouge National Urban Park. In 2019, TRCA completed 1.7 ha of riparian planting, 2.3 ha of wetland restoration, and 20 m of stream restoration. In early 2020, a further 5,300 stems will be planted and a further 3.25 ha of wetland will be restored. Carruthers Creek Watershed Plan 10 external stakeholder organizations and 1,600 community members were engaged through Public Open Houses, online resources, and surveys to raise awareness of and solicit feedback on the plan. Trail Users 89,491 visitors were recorded at key locations across the jurisdiction, a 60% increase over 2018.3 new trail counters were installed in 2019 capturing 49,973 additional visitors. Acquired Land 19.73 ha of greenspace was acquired through 15 land acqusitions. Preparing for The Meadoway 45 ha of site prep, 1.5 ha of native meadow seeding, 33 ha of maintenance and adaptive management, 22 ha of existing meadow maintenance mowing, and 22 ha of buffer mowing around the existing meadow were completed. Albion Hills Master Plan Staff have been working through the design and approvals for the new Park Operations and Administrative Centre Building. A new pedestrian bridge opened in 2019, creating linkages to the future event space. Tree Planting on Private Land TRCA planted 50 ha of young forest in 2019 on private lands, maintaining the 2018 totals using 89,700 trees. Invasive Species Management 74% reduction in treatment area of Phragmites australis from when treatment began in 2018 and a 69% reduction in Dog -strangling vine treatment area since the program began at Tommy Thompson Park in 2013. Ah 3,080 hectares of property audited encroachment sites found 423,071 plant materials were prody�-' Tree plantings undertaken by TRCA staff contribute to the overall forest canopy in the jurisdiction. Trees and shrubs sourced through TRCKs nursery and planted by TRCA staff are broken out by municipality below: f =I 0,000 f f f I f Peel t t f. f t 180, f t t I I f Toronto t t f t t t t f f t I York t t t f t 104 t t t t t Durham t t t Other l,U'+L 2019 ANNUAL REPORT a TORONTO AND REGION CONSERVATION AUTHORITY TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPORT Assist landowners and government partners to realize complete communities and environmental best practices in new developments and existing neighborhoods. AssessTRCA's development review process with member municipalities, industry and other stakeholders to identify opportunities to facilitate more timely reviews. Work with industry, private businesses and municipal partners to integrate natural heritage, elements oftheTrail Strategy for The GreaterToronto Region, and green infrastructure into the design of new communities, and the redevelopment of older communities, atthe earliest stage of the planning process in order to achieve vibrant award winning public spaces and multiple community benefits. Provide value-added advice to protect natural heritage,I Engage with member municipalities, academic institutions, reduce risk from flooding and erosion, reduce greenhouse the development industry, and professional associations to gas emissions and restore habitats in the design of new 0 deliver professional development programs, and conduct communities and redeveloping areas. I design charrettes and forums to achieve integrated sustainable community design in projects and plans. Tree Planting Events 4,000 participants attended TRCA's 120 community based restoration events resulting in: 7,000 native trees and shrubs planted, over 2,500 lbs of garbage removed, management and monitoring of invasive species on over 5,000 m' of greenspace and maintenance of over 40,000 W of newly planted areas. Trail Strategy for the Greater Toronto Region Received endorsement by TRCA Board of Directors. The strategy establishes a vision for a connected network of 1,000 km of trails in our regional greenspace system, including 480 km of new trails. Aquatic and Terrestrial Resource Science Published 1 peer-reviewed journal paper on green infrastructure and biodiversity that highlighted the importance of integrating urban planning into conservation planning. Presented TRCA work at more than 10 forums, conferences, and local workshops as an invited guest speaker on natural heritage planning, habitat connectivity, and natural systems climate resilience including Latornell, Peel Region, Durham Region, and Green Infrastructure Champion workshop by the Great Lakes Commission. Partnership Development 8 new partnerships were established with organizations and agencies. TRCA currently maintains 68 community and strategic partnerships that support outdoor recreation activities. Regional Watershed Alliance Provided feedback on 6 staff responses to Provincial policy proposals, as well as input into 9TRCA initiatives, including TRCA's Flood Vulnerable Area outreach and the ecosystem valuation study of Toronto's ravine system. The Regional Watershed Alliance Youth Council Working Group also vetted and selected 6 new Youth Council Executive Members for the 2020 term to lead a Youth Council membership of over 100 members. Trail Accessibility 27 km of TRCA owned trails in addition to 119.9 km of non-TRCA trail was assessed for accessibility using the High Efficiency Trail Assessment Process (HETAP). Green and Natural Infrastructure Strategy Identified 3 priority neighbourhoods in which extreme heat can be mitigated using green infrastructure solutions. TRCA led the heat vulnerability assessment and supported multiple tree planting and community outreach efforts in each neighbourhood.TRCA also initiated a research partnership that will model the many benefits that these new trees will provide over the next 30 years, including air pollution reduction and habitat provision. Trail Development Staff added over 2.5 km of formalized trail at 6 sites across our jurisdiction. l;; ............ A.W...>as.�..... .,,..,...., 5.4 km 875 m 13.3 ha riparian restoration shoreline restoration wetland restoration 49. `� A, a A 7.5 ha 4.1 km 138 ha meadow restoration stream restoration forest/woodland restoration A110km of authorized trails audited VA " d of unauthorized trail inventoried 20;q ANNUAL TPURT 0 TORONTO AND REGION CONSERVATION ALL OHI I Y TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPORT PROJECTED ACCOMPLISHMENTS (2018 — 2022)) Provide increased engagement opportunities for I stakeholders of all ages that build environmental, ® sustainability and climate awareness and promote • leadership within communities including training and capacity building. Develop a greater diversity of nature -based programs to attract a wider range of community participants in TRCA programs. • 80"9 ANNUAL EEPORT 0 TORONTO AND REGION CONSERVATION .Ci zc t- t v WorkwithToronto and Region Conservation Foundation (TRCF) to secure funding, community awareness and involvement around TRCA and TRCF priority projects including The Meadoway, Tommy Thompson Park, Black Creek PioneerVillage, Bolton Camp redevelopment and the "Look After Where You Live' program. Engage school boards and governments in discussions on how to achieve cost efficient and equitable access for students to curriculum out of class nature — science based education activities. Visitor Satisfaction 90% of reviewers gave Black Creek Pioneer Village an approval rating of 4+ out of S on TripAdvisor, Google, and Facebook, TRCA's second year above the 90% threshold. Tommy Thompson Park TRCA engaged 300 participants through volunteer -led nature walks throughout 2019 and hosted 3 events attracting over 2,700 residents. Education Programs 154,962 participants in day camps and education programs at Kortright Centre for Conservation, Black Creek Pioneer Village, Tommy Thompson Park, in -class visits, and TRCA's field centres. Outdoor Adult Education Outdoor adult education programs attracted 1,136 participants in a variety of environmentally themed courses, professional development opportunities and workshops. Volunteer Hours 602 hirs of volunteer labour, combined with staff efforts in the Duffins Headwaters, contributed to trail maintenance along 165 km of trails, ensuring they are kept in a state of good repair and open for use. Community Learning 104 community learning partnerships were established, hosting a total of 393 event days engaging 23,017 participants. Ontario Climate Consortium Engaged 22 municipalities in Ontario and Quebec to provide one-to-one coaching on climate change adaptation and mitigation and facilitated peer-to- peer learning as part of a coalition of national partners. Girls Can Too Program The Girls Can Too program engaged 50 participants and delivered 1,642 learning hours. Library Pass Program 4,861 visitors used their library cards to access Black Creek Pioneer Village, an 8% increase over 2018. Professional Access Into Employment (PAIL) 44 participants completed the professional training program. 80% gained employment in their field. 40 in -class job search, communication, and technical skills workshops delivered to participants. York Children's Water Festival 2,500 elementary students, 361 teachers, and 200 secondary student volunteers from 39 schools participated in this year's festival, learning about aquatic ecosystems, the hydrologic cycle, and water conservation. f = 5,000 97,448 Visitors to Black Creek Pioneer Village 1�1�1�1�1�1�1�1mm�1�1�1�1�1�1��1�1mm�1�1�1� 1,098,526 Tmm���{,m�mm�m{, t Visitors to TRCA's Conservation Parks mnm�mm�nm��m�nmm�mnnm�mn��mnm�� mmm��nm�n�n��mmm��mmmmm��m�mmnn� TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPORT PROJECTED ACCOMPLISHMENTS (2018 - 2022) Develop a clear and consistent identity and corporate brand UpdateTRCA's Master Plans including our Archaeological Master for TRCA and build TRCA's visibility through formal and Plan and Master Plans for specific Conservation Areas with informal communication channels. new information obtained from relevant reviews and studies. Integrate cultural heritage broadly throughoutTRCA • programming with a focus on fun, learning, and personal stories including those of indigenous community members. Continue to engage the region's diverse communities to tell their stories and recognize their contributions, and develop community events that celebrate cultural heritage. Seek historic designations forTRCAS buildings, as well as 0 new sources of funding for their restoration, re -use, and maintenance, where applicable. Focus on developing information that is accessible and engaging using a variety of mediums, including digital technology. Artifacts Archaeology staff reviewed the conditions of over 650,000 artifacts in their care and updated storage to conform to improved Collections Care Standards. Aboriginal Engagement Archeology staff led 18 consultations with First Nations and Metis communities across the jurisdiction, a 12% increase over 2018. Historic Asset Management $3.2 M was invested in the preservation of heritage buildings and infrastructure at Black Creek Pioneer Village. Nikibii Dawadinna Giigwag 7 Indigenous secondary students learned about post -secondary education and career paths in the fields of Architecture, Landscape Architecture, Indigenous Studies, and Environmental Sciences in 2019. Archaeology Archaeology staff assessed 94 individual projects for archaeological potential, surveyed over 300 ha of land, identified two previously unknown archaeological sites, and collected over 7,800 artifacts in their efforts to protect and preserve heritage resources on TRCA lands. Indigenous Voices 2,331 hours of employment were facilitated through the Nikibii Dawadinna Giigwag program, a participatory employment training program that integrates the voices of Indigenous youth, Elders, and Knowledge Keepers in the planning and design of green infrastructure. New Partnership TRCA completed a Memorandum of Understanding to formalize a unique three-way partnership with York University and Indigenous artists to complete original archival and community-based oral history research on Indigenous peoples living in the Toronto region in the 19th century and to install an artful and interactive exhibit at Black Creek Pioneer Village, slated to open in 2022.Through the year, staff collaborated with these partners to write and submit grant applications to fund the research and restore the heritage building at Black Creek Pioneer Village where the exhibit will be installed. York University completed initial historical research upon which the will be based. Interactive History Exhibit Following consultation with stakeholders and in-depth sector research, TRCA created its first interactive history exhibit to tell the story of the Toronto region at Black Creek Pioneer Village. Phase I opened in May 2019 and was explored by thousands of students, day campers, and families. Humber River 2011 Anniversary 4,080 people engaged as part of TRCA-led activities and events celebrating the Humber River's 201h Anniversary as a Canadian Heritage River. Sugarbush Maple Syrup Festival TRCA hosted the former Minister of Tourism, Culture and Sport, Hon. Michael A.Tibollo, at Kortright Centre for Conservation, where historical Indigenous and pioneer maple syrup production methods were showcased alongside the modern methods of maple syrup production used today. TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPORT i Continue to diversify TRCA's financial capacity by leveraging I Develop a clear and consistent identity and leadership ® government funding to attract private sector funding • voice forTRCA and build TRCA's visibility through the through TRCF. Corporate Branding Strategy, media exposure, events, conferences and partnerships. • Raise the profile of TRCF, by working together to advance priority initiatives. • Establish service rates consistent with other service providers as part of the plan for growing TRCA's fee-for-service work. • Advance new business models to maintain assets and ensure efficient program delivery. 2019 ANNUAL REPORT 0 TORONTO AND REGION CONSERVATION AUTHORITY Acquired Land 116% rental surplus in 2019 from additional grants and easement income on TRCA owned lands. Social Media TRCA now has 20 active social media accounts and a direct audience of over 55,000 people.TRCA saw an 8% increase in webpage views in 2019 and uploaded 32 new videos to TRCA's YouTube page. Building Sustainable Business Models Throughout the 2019 fiscal year, TRCA's Funding and Grants program has facilitated a total of 64 submissions, with a total request value of over $125.7 M. TRCA currently has $19.9 M in grant applications under review, has received notice that $62.3 M has been awarded and $3.7 M has been declined. This providesTRCA with an in -year success rate of 94% as of December 31st 2019. Flood Forecasting and Warning Workshop Facilitated knowledge exchange and partner collaboration between 120 participants from 35 different organizations on topics from effective flood communications to the projected impacts of climate change on lake -based erosion. Lakeview Waterfront Connection Project Through a long term partnership with CVC, the Region of Peel, and the City of Mississauga, TRCA is leading construction work to build a revitalized waterfront along the eastern Mississauga shoreline. TRCA is supporting its partners in their aim to restore and re-create natural coastal habitats, encourage public use of the waterfront, and facilitate sustainable city building. Academic Partnerships 5 short and long-term grants secured in conjunction with 5 academic partners to undertake TRCA's applied research work. Establishing Partnerships TRCA finalized 146 Revenue Agreements. Private Sector Partnership TRCA expanded its Stormwater Management Pond (SWMP) fee-for- service work in 2019, forming a new $0.5 M private -sector partnership with York University and Tennis Canada. TRCA provided specialized expertise and excellent customer service as part of the maintenance and cleanout of the Tennis Canada SWMP, helping improve the quality of water entering Black Creek, by increasing the pond's volume by 640 m3. Monarch Nation TRCA partnered with the Bateman Foundation and Monarch Teacher Network of Canada to develop Monarch Nation, a new national education program engaging children ages 6-12 about species -at -risk. The program is designed to get kids involved in real, hands-on conservation work — from habitat restoration to citizen science. TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPORT Increase collaboration with senior levels of government, Deliver knowledge sharing events to professionals in the academic institutions, private sector and not-for-profit fields of environmental engineering, restoration ecology stakeholders to develop leading-edge sustainability knowledge. and climate change resilience. Continue to demonstrate leading-edge community energy ® efficiency and sustainable design practices inTRCA facilities, including at the Living City Campus at Kortright. Bring together agencies, professional organizations, and academic institutions working on protection and restoration in the jurisdiction to maximize efficiencies and to ensure the best science and data is leveraged in the Undertake pilot collaborations with industry, academic institutions and partners to determine and demonstrate 0 which TRCA data are most useful in supporting sustainable practices, and how best to provide access to that data to achieve more sustainable development. Sustainable Technologies Evaluation Program (STEP) 2,706 participants attended 41 events STEP produced 7 education videos which were viewed 5,388 times as well as 11 e -learning courses that engaged 397 individuals. Guidance Documents Research Knowledge Management (I has led and supported the development of several guidance documents in 2019 to support improved greenspace and urban forest management. These guidance documents include: The State of Large Parks in Ontario's Golden Horseshoe, led by the Green Infrastructure Ontario Coalition and Greenbelt Foundation. TRCA's Urban Forest Monitoring Resource. Tree Planting Prioritization Tools: Theory, User Experiences, and Recommendations for the City of Richmond Hill. Aquatic & Terrestrial Ecosystem Science 4 scientific studies completed, leading to the development of 5 decision support tools for identifying TRCA's aquatic habitat thermal classification and priority areas for aquatic ecosystem conservation under current and future land and climate scenarios. Ontario Climate Consortium Collaboration Delivered 19 collaborative projects to further the reduction of GHG emissions and enhance climate adaptation and resilience within the region. Carruthers Creek Watershed Plan (CCWP) I provided the technical support lead in the development of the CCWP and The Highland Greening Strategy. The support included: 1 Aquatic Impact Assessment Report and Data Layer. 1 Terrestrial Impact Assessment Report and Data Layer. 1 Urban Forest Assessment Report. 3 future land use scenarios data layers including enhanced Natural Heritage Strategy maps and methods memo. 5 technical presentations to Durham and local municipal staffs related to CCWP. Regional Watershed Monitoring Program TRCA collected over 20 M data records this year (9.5% increase) including more than 100,000 biodiversity records. 303 new monitoring sites were established (16% increase). Data and information was presented in 31 documents including reports and technical memos to share this knowledge. In the spring of 2019, Lake Ontario once again saw unprecedented water levels, breaking the 2017 record with a peak height of 76.03 m above sea level on May 29, 2019. While work on long-term solutions continued, response efforts in 2019 involved a cross - divisional Incident Management System structure atTRCKs Emergency Operations Centre to provide both technical forecasting support, as well as to fulfil the City of Toronto's request forflood response activities on the ground. With approximately 1,290 hours of staff time, 350 tonnes of rip -rap were placed along localized erosion scars along a 200 m stretch of the Guild Inn shoreline, 14 pumps and 14 aqua dams were installed. r 112,3 impact reports were tracked with Wel Internal Situation Reports were issued 21 Municipal Partner information reports were issued delivery of programs and projects. ,HORITY TORONTO AND REGION CONSERVATION AUTHORITY wind and wave forecast updates media interviews were given Invest digital technologies which will allow the organization F to better measure and communicateTRCA's value proposition. • 1 Improve and enhance the Centralized Planning and Reporting (CPR) database by developing consistent reporting measures including key performance indicators and targets to measure progress towards strategic outcomes and to report on the impact ofTRCA work. Produce updated Watershed and Living City Report Cards on a regular basis and support community -led reporting to ensure stakeholders and community members understand the environmental health of TRCA watersheds. I Work with industry, government, academic institutions and partners to highlight successful and innovative projects in journals and publications. Freedom of Information Environmental TRCA has completed 63% more Freedom of Information (FOP requests compared to 2018 with 98.08% completed within legislated timelines. Peel Climate Change Performance Indicators TRCA engaged with 60 stakeholders at the Region of Peel and Credit Valley Conservation on the Peel Climate Change Key Performance Indicator project. This project will develop performance measures to track, monitor, and report on the impacts and effectiveness of projects that receive Region of Peel climate change funding. The ability of all three stakeholders to measure the impact of projects using similar measurements will facilitate ongoing management and effective decision-making. This project is scheduled to be completed in 2020. Flood Plain Data 62% of flood plain data (1,234 km) currently meets the service delivery standard of ensuring that data is no more than 10 years old, which is an improvement over the 47% achieved in 2018. HF7 properties inventoried and assessed for trail hazards Assessments (EAs) TRCA reviewed 59 EAs in 2019, a 28% increase over 2018 and issued 114 permits for projects approved through the EA process, a 4.5% increase over 2018. Planning and Permit Applications 720 planning applications and 1,224 permit requests were submitted toTRCA in 2019. Of these requests, 1,192 permits were issued, a 9% increase over 2018. Municipal Collaboration 364 participants were engaged at 35 collaborative sessions related to Municipal Comprehensive Reviews in 2019, informing land use decisions and watershed planning. Watershed Report Completed Phase I of an online watershed reporting platform to easily communicate watershed conditions with partners. Continued to distribute the Watershed Report Cards and Living City Report Card to community groups and partners throughout the jurisdiction. Permits Inspected TRCA inspected 5,489 permits, a 33% increase over 2018. EA and Permit Service Standards The service level standards, 10-30 business days, for environmental assessment and permit reviews, were met 85% of the time, encompassing over 32,000 hours of planning and technical staff time. Regulated Area Mapping 31 % of all Planning and Development webpage views engaged the Regulated Area Search tool to determine if a property is located within TRCA's Regulated Area. This tool allowed users to utilize new more accurate regulatory area screening mapping, that was developed with partner municipalities and though extensive stakeholder input. Annual Audit TRCA's 2018 audited financial statements were issued with a clean auditor's report. 2019 ANNUAL REPORT 0 TORONTO AND REGION CONSERVATION AUTHORITY TORONTO AND REGION CONSERVATION AUTHORITY 0 20'19 ANNUAL REPORT Open TRCA's head office by 2022, which will demonstrate 0 innovative green building practices. I ExpandTRCA's fee-for-service consulting work to help address I Work closely with member municipalities, academic institutions and private industry to monitor, evaluate, and pilot new innovative technologies in TRCA's work. member municipality and partner objectives in a financially Seek input from TRCA staff and support their efforts to sustainable way. 1 0 develop innovations that improve program delivery. • Continue to host knowledge sharing events such as theTRCA and 1 Conduct a staff survey on a regular basis to highlight International Erosion Control Association (TRIECA) Conference. progress on staff related initiatives and to determine opportunities for continuous improvement. Develop user-friendly planning tools that identify how flood risks can be reduced and how ecosystems can be protected r and restored, recognizing urban growth and climate change. Erosion Monitoring TRCA became licensed to complete over 32 km of waterfront flood damage inspections using RPAS (Drone) technology. TRCA gathered video footage with GPS waypoint data for over 9 km of river systems forTRCA's Erosion Monitoring Program which covered over 5.5 ha of land with our Survey Photogrammetry Operations. TRCA also initiated the Drone Bluffs Monitoring Program which will provide detailed spatial analysis of the annual recession of the Bluffs. TRIECA Conference 1,100 professionals attended the two day conference thatTRCA and the Canadian Chapter of the International Erosion and Sediment Control Association co -hosted. Conference themes include stormwater management and erosion and sediment control (including natural channel design) - 42 technical presentations were delivered (21 in each theme) and 64 tradeshow booths were featured. Administrative Office Building The ceremonial groundbreaking for the construction ofTRCA's new administrative office building took place in June. This new building is intended to be one of the most energy-efficient office buildings in North America. Sustainable design features include: • 4 solar chimneys and a solar thermal roof • Waterwalls to reduce energy use • Electric vehicle charging stations • Rainwater harvesting to irrigate a green roof Modernization Migrated a total of 1,190 email accounts to Microsoft Office 365. Implemented the Jira Service Desk solution resulting in enhanced customer service, development of metrics, and tracking of ticket results. Migrated 10 virtual servers to the Azure cloud solution which will support TRCA's corporate sustainability strategy. Migrated 5 business unit applications from SQL Server 2005 to SQL Server 2014 to ensure technology is current and secure. 5,000 daily work reports entered digitally instead of on paper. 1,500 Unique users visiting new trcagauging.ca website, totaling 24,000 page views. Regulation Mapping Update 130 comments collected and applied to generic regulation updates from the public, partner municipalities and TRCA staff which resulted in a more accurate and current regulated area. New regulated area mapping was approved by theTRCA Board in June. Low Impact Development (LID) LID's Treatment Train Tool (LID TTT), a tool to help developers, consultants, municipalities, and landowners understand and implement more sustainable stormwater management planning and design practices in their watersheds was enhanced with advanced hydrology functions, which was downloaded over 1,300 times. Erosion Management Diversified Funding $56 M in federal funding secured in TRCA's 2019 Disaster Mitigation and Adaptation Fund (DMAF) applications. Funding was awarded to the Toronto Region Ravine Erosion Risk Management and Hazard Mitigation Project and the Toronto Waterfront Erosion Hazard Mitigation Project over a 10 year period. Natural Resources Canada (NRCan) In August NRCan announced $2 M in funding forTRCA's new administrative office building, which will support contributions by other levels of government. TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPOR. Prepare new policies, procedures, standards and guidelines Strengthen HR and Corporate Services teams to ensure for howTRCA employees interact with the organization necessary training for staff and to better support employee and customers. performance and wellness. Introduce streamlined methods for communicating Encourage interdisciplinary and interdepartmental teamJon the organization's key successes and areas for projects and plans. improvement, both internally and for stakeholders. CreateaTRCA Succession Plan that identifies future lead Implement a Human Resources Information System (HRIS) to and ensures business continuity. streamline human resources and payroll services. 2010 ANNUAL REPORT ® TORONTO AND REGION CONSERVATION AUTHORITY Performance Development Corporate Policy Program (PDP) 2019 saw the development of a brand-new PDP program anchored in foundational coaching conversations between employees and supervisors. The program has a shared accountability and requires the demonstration ofTRCA's Core Values on a daily basis, aligning our work objectives to the Strategic Plan and divisional priorities and focusing on employee and career development. The program will be automated in TRCA's HRIS for improved user experience and to enable reporting and analytical capabilities surrounding performance, career pathing, and succession development. Health & Safety TRCA achieved lower incident statistics, a 30% decrease in the amount of lost time, and transitioned to a digital case management system for Workplace Safety and Insurance Board. Reportable incidents through the WSIB website allow for the development of programs across divisions, designed to address lagging indicators (such as lost time rates or specific categories of injuries). These programs improveTRCA's workplace health and safety programs, reduce premium costs, and improve safety documentation. Updates 33 new and updated policies and guidelines were approved and went into effect with others being advanced by the interdepartmental Policy Committee. WELL Silver Certification TRCA identified the WELL Building Standard - Level Silver as a key performance target for the new Administration Office Building Project. The WELL Building Standard® is an evidence -based system for measuring, certifying, and monitoring the performance of building features to ensure they positively affect the health and well-being of the building users. WELL is third -party certified by Green Business Certification Inc. (GBCI which administers LEED certification and LEED professional accreditations. Years of Service Awards TRCA held its first Service Recognition Awards Breakfast. This new event recognized the contributions of 112 TRCA staff celebrating 5, 10, 15, 20,25 and 30 years of service with the organization. Pancake Breakfast 358 staff attended the Annual Pancake Breakfast which was held at Kortright Centre for Conservation. Social Committee TRCA's social committee hosted 6 events for staff. Staff also participated in a clothing and toy drive to donate unwrapped toys, books, and winter wear (hats, gloves, socks and t -shirts) to the Jane Finch Early Years Centre. TORONTO AND REGION CONSERVATION AUTHORITY 0- - , I_.-._..0 Develop Master Service Agreements and Fee -For Service Arrangements with member municipalities to help achieve their sustainability objectives. Ensure that updated TRCA plans and strategies are leveraged in amendments to municipal official plans and in provincial and regional infrastructure initiatives. r Publish the Living City Report Card and Watershed Report I Expand the Partners and Project Green Eco -Zone program Cards to provide clear indicators of environmental health 0 to include emerging employment areas in the jurisdiction within the jurisdiction. I subject to partner funding. 2019 ANNUAL REPORT 0 TORONTO AND REGION CONSERVATION AUTHORITY Climate Dataset TRCA developed a climate dataset tool accessible by our partner municipalities that ensures climate change considerations can be incorporated into watershed planning. Emergency Hazard Sites 32 emergency hazard sites were reported to TRCA's partner municipalities to inform budgetary and future workplans. Sharing Data In 2019, TRCA completed a mapping tool for Ecologically Significant Groundwater Recharge Areas(ESGRA) which provides valuable data for updating official plan policies to achieve conformity with provincial policy. TRCA Compensation Protocol TRCA collaborated with Metrolinx to host a workshop for 23 municipalities and 5 Conservation Authorities where Metrolinx rolled out their compensation strategy, confirming thatTRCA's compensation protocol will be used as the basis for natural heritage compensation for all 5 affected Conservation Authorities. Special Flood Advisor TRCA staff hosted a meeting and tour with the Province's Special Flood Advisor followed by a detailed submission and recommendations to inform the Province's report, as well as the Provincial Policy Statement review. TRCA is pleased that our recommendations were reflected in the final report released by the Province. Sustainable Communities TRCA completed an analysis of 104 Region of Peel buildings and identified GHG savings potential of 30%, equivalent to taking 1,000 passenger vehicles off the road for a year. If implemented, the reduction would also reduce utility costs for Region of Peel by $5 M and enable the Region to meet their 2030 target of a 45% reduction in GHG emissions. Official Plans 2019 was a busy year supporting our partner municipalities with a 75% increase in Official Plan reviews. Partners in Project Green TRCA facilitated the completion of 17 water audits, including direct support for BMO, Dextran Products, Pure Foods Meat Solutions, St. Michael's Hospital, Ontario Power Generation, Atlantic Packaging, Urbacon,TWI Foods, and Salvation Army while supporting efforts to reduce salt use on commercial properties through the joint Conservation Authority and industry stakeholders Freshwater Roundtable. Groundwater Recharge Completed a collaborative applied research project engaging 5 external and internal partners to develop TRCA wide Ecologically Significant Groundwater Recharge Areas (ESGRA) data layer, which informs watershed planning requirements. L a k e O n t a r i o TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPORT Challenges FINANCIAL TRCA's expansive jurisdiction will continue to face significant pressures resulting from urbanization, aging infrastructure, extreme weather impacts, climate change effects, invasive species, and other emerging threats. In order to meet these challenges head-on, TRCA will strive to diversify its revenue sources to enhance long-term financial resilience. To this end, TRCA will enhance existing and establish new partnerships with public and private entities to support our ongoing work. As part of this effort, Master Service Agreements and Fee -for -Service Agreements with member municipalities will be updated and developed to help achieve shared sustainability objectives. TRCA will continue to invest in aging infrastructure across TRCA's Conservation Areas and public spaces in order to provide safe, accessible, and functional facilities to the public. Additionally, the funding and grants program will continue to seek out new revenue streams that will alleviate reliance on TRCA's levy and partner municipality capital budgets so that funds can be directed to the areas of greatest need. PROVINCIAL POLICY Changes to the Conservation Authorities Act (CAA) were announced this past year by the Ministry of the Environment, Conservation and Parks. Although details of the upcoming legislative and regulatory changes have not been confirmed, TRCA has been working proactively with partner municipalities and stakeholders to prepare updated Service Level Agreements so we can continue to meet the needs of our partners. TRCA anticipates that legislative and regulatory changes will be announced in 2020, directly impacting the 2021 fiscal year and beyond. TRCA is directly involved in providing input on proposed changes and will continue to provide the expertise needed to help partner municipalities and stakeholders respond to new provincial policy directions that come forward. PEOPLE AND PROPERTY Reducing the risk and potential for costly flooding, pollution, and erosion damage remains a primary objective. TRCA will continue to support efforts by partners and senior levels of government to respond to increasing risks by helping to build infrastructure that is more resilient to flood and erosion hazards, providing expertise in predicting the effects on watersheds and communities, and connecting stakeholders with the knowledge and technologies that they require. Through engagement with local communities, TRCA will increase awareness of the issues facing water resources and the health and well-being of the jurisdiction. Looking forward, TRCA aims to achieve the most appropriate use of TRCA's inventory of lands and facilities while respecting cultural heritage and environmental values, in addition to fostering sustainable citizenship through the celebration of our diverse communities and shared collective history. Priority greenspace and community initiatives of Toronto and Region Conservation Foundation (TRCF), our member municipalities, and partners, such as The Meadoway, Tommy Thompson Park, and Bolton Camp Redevelopment will become a focus moving forward. TRCA will work to update Master Plans, including Master Plans for specific Conservation Areas with new information obtained from relevant reviews and studies recognizing municipal or community efforts to seek historic designations forTRCA's buildings, as well as new sources of funding for their restoration, re -use and maintenance, where applicable. COLLECTIVE IMPACT As the number of organizations engaged in environmental initiatives in the Toronto Region grows, creating more capacity and competition for government resources, there is increasing recognition of the need for regional -scale coordination to evaluate effectiveness. Greater responsibility is also being placed on government agencies to consult and engage more effectively. Measuring our impact with a series of key performance indicators relevant to our work will give the ability to align Conservation Authority initiatives to our partner municipalities priorities. Regular measurement will provide funding justifications and greater rationale for our work across the jurisdiction. Ourfuture focus is on developing partnerships that will monitor, evaluate, and pilot new innovative technologies. Investment in digital technologies will enhance the measurement and communication ofTRCA's value proposition. TRCA will continue to demonstrate leading-edge community energy efficiency and sustainable design practices in TRCA facilities and seize opportunities for integrating more sustainable technologies and sustainable development certifications in our design and construction reviews and work. Using our strength as a convener, and a delivery agent for infrastructure, restoration and monitoring work in sensitive environments, TRCA will increase coordination and the efficient delivery of services across its growing network of organizations, academic institutions, and governments throughout the jurisdiction. 2019 ANNUAL REPORT 0 TORONTO AND REGION CONSERVATION AUTHORYTY TORONTO AND REGION CONSERVATION AUTHORITY 0 2019 ANNUAL REPORT Toronto and Region ConSerVation AUthority Senior leadership learn 2020 1, Chief Executive Officer John MacKenzie I I I I I I I CORPORATE RESTORATION AND PARKS AND EDUCATION DEVELOPMENT POLICY HUMAN SERVICES INFRASTRUCTURE CULTURE AND TRAINING AND ENGINEERING PLANNING RESOURCES Michael Moranne Vacant Darryl SERVICES Laurie Natalie Tolensky McDonnell Director Gray Sameer Nelson Blake Chief Financial and Dmxtor Director Dhalla Director Chief Human Operating Officer Director Resources Officer OUR VISION The quality of life on Earth is being determined in rapidly expanding city regions. Our vision is for a new kind of community — The Living City — where human settlement can flourish forever as part of nature's beauty and diversity. OUR MISSION To protect, conserve and restore natural resources and develop resilient communities through education, the application of science, community engagement, service excellence and collaboration with our partners. OUR CORE VALUES INTEGRITY We are honest, ethical, and professional. COLLABORATION We achieve shared goals through a solution -oriented approach. ACCOUNTABILITY We are responsible for our actions, behaviours and results. RESPECT We are equitable, fair and respectful while recognizing individual contributions and diversity. EXCELLENCE We maintain a high standard of performance and customer service, consistently striving to improve and produce quality work. TORONTO AND REGION CONSERVATION AUTHORITY ® 2019 ANNUAL REPORT v - 2 tl O C C o a Y �O 1 ; - 1 g ---- \ v z $ \ N Y N C W 1 m � e \1 Q aW+ N O vi LL M c � ra ro ~ m Z v O c Y E Y -E c u p v m�¢cv°1; 1 1 O V Y U C _\ O CL N W L IOC 3 0 '- -- w o Y U IJ w m y a N o- 11 ON ¢ w m y = m � 1 1 \ 1 1 1 1 - 1 \ 1 1 \ \ 1 - > d v ut Y L O O 2 I C O C N - E v m i 'a E ✓ �.,� R N H O E J v U v O C m C W m a \fon N W 0 oA 1Y N N O L v a+ W Y o _ N C Y I1 Y v t N => m 0 2 O v E o N 0 U c o x- �� N 0 0 3 � Y N v Y Y V - - E \ - ` C N ` CN N ry R i O C j a LL O ?'v V ¢ p V n q u O D \ N m o� Ice 2'53 2 Toronto and Region ConSerVation AUthority Senior leadership learn 2020 1, Chief Executive Officer John MacKenzie I I I I I I I CORPORATE RESTORATION AND PARKS AND EDUCATION DEVELOPMENT POLICY HUMAN SERVICES INFRASTRUCTURE CULTURE AND TRAINING AND ENGINEERING PLANNING RESOURCES Michael Moranne Vacant Darryl SERVICES Laurie Natalie Tolensky McDonnell Director Gray Sameer Nelson Blake Chief Financial and Dmxtor Director Dhalla Director Chief Human Operating Officer Director Resources Officer OUR VISION The quality of life on Earth is being determined in rapidly expanding city regions. Our vision is for a new kind of community — The Living City — where human settlement can flourish forever as part of nature's beauty and diversity. OUR MISSION To protect, conserve and restore natural resources and develop resilient communities through education, the application of science, community engagement, service excellence and collaboration with our partners. OUR CORE VALUES INTEGRITY We are honest, ethical, and professional. COLLABORATION We achieve shared goals through a solution -oriented approach. ACCOUNTABILITY We are responsible for our actions, behaviours and results. RESPECT We are equitable, fair and respectful while recognizing individual contributions and diversity. EXCELLENCE We maintain a high standard of performance and customer service, consistently striving to improve and produce quality work. TORONTO AND REGION CONSERVATION AUTHORITY ® 2019 ANNUAL REPORT TRCA.CA RES.#A9/20 - OPPORTUNITIES AND CONSIDERATIONS FOR TRAIL DEVELOPMENT AND HABITAT RESTORATION IN INFRASTRUCTURE CORRIDORS The Board of Directors requested a staff report on opportunities and considerations for trail development and habitat restoration in infrastructure corridors in Toronto and Region Conservation Authority's (TRCA) jurisdiction. Moved by: Jack Heath Seconded by: Chris Fonseca WHEREAS staff were requested by the Board of Directors to investigate the potential for hydro corridor and other corridor revitalization opportunities in TRCA's jurisdiction with The Meadoway project being a model; THEREFORE, LET IT BE RESOLVED THAT the staff report on opportunities and considerations for trail development and habitat restoration in infrastructure corridors be received. RES.#A10/20 - AMENDMENT TO THE MAIN MOTION Moved by: Jack Heath Seconded by: Joanne Dies THAT the following be inserted after the last paragraph of the main motion: AND FURTHER THAT municipal partners be circulated a copy of this staff report for information and consideration. THE AMENDMENT WAS CARRIED THE RESULTANT MOTION READS AS FOLLOWS: WHEREAS staff were requested by the Board of Directors to investigate the potential for hydro corridor and other corridor revitalization opportunities in TRCA's jurisdiction with The Meadoway project being a model; THEREFORE, LET IT BE RESOLVED THAT the staff report on opportunities and considerations for trail development and habitat restoration in infrastructure corridors be received. AND FURTHER THAT municipal partners be circulated a copy of this staff report for information and consideration. CARRIED BACKGROUND At Authority Meeting #7/18 held on September 28, 2018 where The Meadoway project was discussed, Resolution #A144/18 included the following: AND FURTHER THAT staff be authorized to investigate the potential for similar hydro and other corridor revitalization opportunities in TRCA's jurisdiction[..], and report back on these discussions. This report brings together the work of TRCA's Trail Strategy for the Greater Toronto Region (Trail Strategy) and knowledge gained through the implementation of The Meadoway project to discuss infrastructure corridor revitalization opportunities along with relaying lessons learned to date. At Board of Directors Meeting #8/19, held on September 27, 2019, Resolution #A157/1, as amended, was approved as follows: WHEREAS it was resolved by the TRCA Board at Meeting #9/18 on November 30, 2018 that the Draft Trail Strategy for the Greater Toronto Region, dated November 2018, be endorsed in principle for the purposes of engaging with external partners to obtain input prior to finalizing the Strategy and Workbook and for informing staff reviews of projects and plans and preliminary budget submissions (RES.#A183/18); WHEREAS it was resolved by the TRCA Board at Meeting #9/18 on November 30, 2018 that staff were requested to report back to the Board of Directors in Q3 2019 for final approval of the Strategy; THEREFORE, LET IT BE RESOLVED THAT the TRCA Trail Strategy for the Greater Toronto Region be approved; THAT TRCA staff be directed to meet with partner municipalities to discuss priority projects, service level agreements, and funding agreements in support of the expansion and management of the regional trail network; THAT TRCA request the Province recognize and build components of the TRCA Trail Strategy for the Greater Toronto Region into the Province's transit and transportation strategies, projects, and provincial land use plans including the Metrolinx Regional Transportation Plan, the Growth Plan for the Greater Golden Horseshoe and official plan update and conformity processes; AND FURTHER THAT TRCA'S trail partners and the Regional Watershed Alliance be so advised. The Trail Strategy sets out the direction for TRCA to work towards achieving its vision of "a complete regional trail network in greenspace and along the Lake Ontario shoreline that connects our growing communities to nature, to culture, and to each other, contributing to active living and enhancing our conservation legacy." It outlines TRCA's plan to complete, expand, manage and celebrate the Greater Toronto Region Trail Network and serves as a framework to protect potential trail alignments. The Trail Strategy acts as a guide for the planning, development and management of these trails, and creates the opportunity for partnership with our member municipalities, provincial and federal agencies, and trail focused groups. The Trail Strategy's Greater Toronto Region Trail Network includes 1,000 kilometres (km) of trails through the Oak Ridges Moraine, the valleys of the Etobicoke, Mimico, Highland, Petticoat and Duffins Creeks, and the major valleys of the Don, Humber and Rouge Rivers; along the Lake Ontario waterfront; and through regional infrastructure corridors, including transit, utility and electric power facility corridors. It also envisions the introduction of blue trails, which are paddling routes on our navigable waterways. The network includes 520 km of trails that are already in place, with 480 km of new trails required to complete the Greater Toronto Region Trail Network. The network is further supported by thousands of kilometres of local trails that provide community connections to the regional network or are recreational destinations in and of themselves. Many of these trails also connect to transit networks and stations to enable enhanced access to greenspaces across the Toronto Region. The Meadoway is identified in the Trail Strategy as a key component of Greater Toronto Region Trail Network. Led by TRCA, in partnership with City of Toronto and The W. Garfield Weston Foundation, The Meadoway Project will transform 16 km (over 200 hectares) of hydro corridor in Scarborough into one of the largest urban linear greenspaces in Canada. Connecting seven watercourses and more than 15 parks across Scarborough, The Meadoway will provide a green, active transportation link between downtown Toronto and Rouge National Urban Park. A multi -use trail will be complimented by high functioning meadow habitat increasing biodiversity and transforming the relationship between the built structure of an urban area and natural spaces. RATIONALE Utility corridors have the potential to be revitalized from barren mowed areas to public spaces. They can connect and promote a healthy natural system, help manage overland flows with naturalized plantings, provide active transportation linkages while reducing carbon emissions and revolutionize how we look at the relationship between the built structure and the natural environment. Trails within infrastructure corridors are a significant component of the Trail Strategy's Greater Toronto Region Trail Network (see Attachment 1). Approximately 182 km of the 480 km (38%) of trail opportunities identified in the Greater Toronto Region Trail Network are within infrastructure corridors. This represents 13 major trail projects across four (4) regional municipalities (Durham, Peel, Toronto and York) and nine (9) local municipalities (Ajax, Brampton, Caledon, King, Markham, Mississauga, Pickering, Richmond Hill and Vaughan). While TRCA's role in the projects identified in the Trail Strategy will vary depending on the project's location, all trail projects will support the Greater Toronto Regional Trail Network and can provide the opportunity to enhance habitats to increase resiliency. There is a long history of trail development in utility corridors in Ontario. However, past efforts have generally been small in scale and fragmented. The "Great Trail" by Trans Canada Trail has utilized hydro corridors and old rail lines to make connections for decades. With land use pressures, particularly in urban areas, utility corridors are becoming key elements of new trail plans. For example, the 100 km loop for the Vaughan Super Trail (2017) integrates pipeline and hydro corridors while placing an emphasis on leveraging opportunities to integrate multi -use trails into planned capital upgrades to transportation routes. The Meadoway project is a TRCA flagship project which can be used as a larger scale blueprint for revitalization of underutilized infrastructure corridors. The project demonstrates that trail development and habitat restoration within a hydro utility corridor is complex but feasible with extensive collaboration. TRCA's work in The Meadoway started with a pilot project referred to as the Scarborough Centre Butterfly Trail. Prior to 2011 this 3.5 km section of the Gatineau Hydro Corridor was a barren 40 hectare (ha) area with non-native grass mown eight (8) times annually. The establishment of native meadow habitat complimenting the multi -use trail had an overwhelmingly positive community response. It proved the concept and inspired the vision for the larger Meadoway initiative. Within the 16 km corridor, 10 km of trail have already been implemented by the City of Toronto. In 2019 TRCA undertook a Municipal Engineer Class Environmental Assessment (EA), Schedule C (pending final approval January 26, 2020) to address the six (6) km of trail 'gaps' in the corridor. During the EA planning process TRCA continued to expand meadow habitat in areas where the trail was already established and launched an education and outreach program. The Meadoway corridor is owned by Infrastructure Ontario (10) on behalf of the Province of Ontario. 10 and Hydro One Networks Inc. (HONI) jointly manage the Provincial Secondary Land Use Program associated with transmission corridors owned by the Ministry of Government and Consumer Services. HONI maintains a statutory easement over these lands and manages them for their primary use, which is the safe transmission of electricity for the province. In order to implement trail or meadow restoration in the corridor, TRCA works with the City of Toronto to prepare an authorization package for HONI detailing the proposed works. Once this plan is approved a temporary access agreement is provided to the City of Toronto specifying the terms of the land use and management. The new parcels/sections for each temporary access agreement are then added to the City of Toronto's Master Park License annually. The Master Park License is renewed every five (5) years. In this situation, the TRCA acts as a third -party leading the planning and implementation of new trail connections along with the planning, implementation and management of new meadow habitat. The City of Toronto has committed to the long-term maintenance of the multi -use trail, management of the overall space as a linear park/public space and payment of all fees associated with The Master Park License. Table 1 overviews some key considerations for hydro corridor revitalization as learnt from The Meadoway experience. It should be noted that each utility corridor will have its own set of considerations based on the land ownership, designation and other factors. This information is being presented as an example only. Table 1: The Meadoway: Key considerations for hydro corridor revitalization. Area Lesson Project Impact/Risk Legal The layered property ownership and management model that . Cost Agreements comes into place for hydro corridor revitalization may require a . Time Memorandum of Understanding (MOU) or other agreements • Project with agencies taking a role in the work who are outside of those termination that are legally bound by the license agreement (10, HONI and the license holder — who is the City of Toronto in the case of The Meadoway). TRCA has previously had MOUs with the City of Toronto for meadow habitat implementation in The Meadoway and will be working to refine a master agreement as new meadow and trail works are implemented. As the Master Park License is currently limited to five (5) year terms, the parties involved assume a risk that, upon expiry, there could be a change in the terms or desires of the landowner to continue with a similar license. Area Lesson Project Impact/Risk Planning and Depending on the activities being contemplated and associated . Cost Approvals impacts and costs, trail development or works in corridors may • Time trigger an EA process. The Meadoway project triggered a Municipal Engineers Class EA, Schedule C because the trail infrastructure costs were anticipated to exceed $9 million. Trails and other infrastructure plans cannot be reviewed formally by HONI until they are at approximately 60% design. This can be challenging as substantial effort and financial resources must be invested prior to formal comments which can lead to multiple submissions and delayed approvals in complex areas. It also does not allow for formal comments from HONI to be integrated in EA planning as this process typically results in conceptual designs at around 30%. II activities in the corridor that involve any disturbance of the land require authorization from HOW Examples include but are not limited to: meadow restoration through agricultural practices, geotechnical boreholes, Stage 2 archaeology, and use of drones for monitoring. Non -permanent structures such as tents or portable toilets for events also require approval. II authorizations from HONI, regardless of the proposed implementation or activity, are subject to a minimum 16 -week review period. Often this can be much lengthier with requests or additional information and resubmissions. In the case of The Meadoway there is also a general timeline of two (2) to four (4) weeks required for the execution of the temporary access agreement from City of Toronto's legal department. Both timelines are key consideration for project schedules. Infrastructure Ontario is now requiring a Stewardship Agreement to be approved as part of any new authorizations on their land as it related to the Safe Harbor Permit requirement under the Endangered Species Act. TRCA is currently working on a submission to meet this new requirement and it will be one of the first applications of its kind. Two conference calls and one in-person meeting with IO and Ministry of the Environment, Conservation and Parks have been undertaken to help all parties work through the process. Municipalities may require an Electric Magnetic Frequency (EMF) Management Plan to be undertaken to allow new public use in or adjacent to hydro corridors. The City of Toronto adopted this policy in 2008 and it applies to plans for new multi- use trails, garden allotment, recreational, or parkland uses in or abutting a hydro corridor. The EMF Management Plan is reviewed by Toronto Public Health. Area Lesson Project Impact/Risk Technical Infrastructure within the corridor is regulated by HONI's Limits Considerations technical requirements and restrictions. Proximity to hydro solutions towers and materials used for any permanent structures like May bridges are a major consideration and can limit opportunities increase in already constrained areas. cost but also may spur Trees or any tall growing natural species are not permitted in innovation hydro corridors because of the potential for growth and and creative interference with hydro towers. This HONI requirement makes solutions the introduction of meadow habitat a perfect fit for revitalization. HONI has a detailed list of acceptable shrub, grasses and wildflower species that can be planted in their corridors. Financial The license holder is responsible for payment of an annual Cost Considerations license fee. In the case of The Meadoway this is 50% of the assessed property value because of its use as "parkland". The City of Toronto (Parks Forestry and Recreation) has assumed these fees for The Meadoway as part of their overall Master Park License with HONI for all applicable lands in the City of Toronto. The City of Toronto's current annual budget is $500,000 with approximately $18,500 of this currently allocated to The Meadoway. 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 7 — Build partnerships and new business models FINANCIAL DETAILS Based on preliminary high-level costing of the proposed trail connections, the total cost to construct the proposed 480 km of trails required to complete the Greater Toronto Region Trail Network identified in the Trails Strategy is $315.4 million, using 2019 costing information (this estimate is accurate to +/- 20 to 30 per cent). Trail construction project costs include planning, design and engineering, permits and agreements, construction and contingencies, and excludes crossings, lighting, engineering features, site servicing, trail amenities, and additional habitat restoration or other community benefits. The Trail Strategy provides an estimate of $588.09 per linear metre, using 2019 costing information, for trail construction costs, including planning, design and engineering, permits and agreements, construction and contingencies. This excludes crossings, lighting, engineering features, site servicing, trail amenities, and additional habitat restoration or other community benefits. With approximately 182,000 linear metres of utility corridor identified for development as part of the Greater Toronto Region Trail Network in the Trail Strategy it can be assumed that trail construction costs would be in the order of magnitude of over $107 million. The Meadoway was able to advance from a pilot to a 16 km initiative with a generous donation of $10 million from The W. Garfield Weston Foundation for Phase 1 of the project (2018 — 2020). The project framework can be used as an example of financial considerations associated with the revitalization of utility corridors. Table 2 outlines costs based on precedents set in 2018 and 2019 for The Meadoway and implementation estimates from the Trail Strategy. Table 2; Project costs associated with The Meadoway prosect. Item Cost Notes License Agreement —$1,020/ha per year It is difficult to find funds if the cost is not Fees absorbed by the municipality. Class Environmental —$650,000 Funds for planning can be difficult to secure Assessment for a 1 -year process as many grant programs are looking for Municipal Class EA, implementation -ready capital projects. Schedule C Multi -use Trail —$588.09 There are usually municipal, provincial and Design and per linear metre* federal funding opportunities available if there Implementation is a significant municipal cost sharing component and the planning and design is advanced. Meadow Habitat —$95,000/ha over Meadow habitat establishment takes a Implementation three years minimum of three years. Some grant programs exist but tend to be smaller in value. Meadow —$10,000/ha per year This activity is required every three years at Maintenance and minimum. It is difficult to find funding Adaptive opportunities for this type of Management operational/maintenance activity. Environmental —$20,000/ha per year Costs decrease to —$6,000/year once the Monitoring program is established in year one. Some opportunities to secure funds from grant programs exist. Education and —$500,000/year This can be scaled to desired level. Some Outreach Program opportunities to secure funds from grant programs exist. Public Relations and —$500,000/year This can be scaled to desired level. Some Communications opportunities to secure funds from grant programs exist. * Includes trail planning, design and engineering, permits and agreements, construction and contingencies, and excludes crossings, lighting, engineering features, site servicing, trail amenities and additional habitat restoration or other community benefits. Financial resilience to move trail projects forward will require a range of eligible funding sources as well as leveraging the revenue -generating potential of trails and related facilities. TRCA is using the Trail Strategy to collaborate with municipal, provincial and federal colleagues, non- governmental organizations, trail and community leaders, and the development industry to acquire, protect and enhance the Greater Toronto Regional Trail Network and associated greenspaces. Funding sources will include all traditional funding sources and support, including the levy process, service agreements, mutually beneficial partnerships with municipalities, federal, provincial and municipal funding programs, the development process, and development and management agreements, as well as other partnership projects with trail and community organizations. DETAILS OF WORK TO BE DONE • In support of the Trail Strategy, TRCA will continue to meet with municipal partners to discuss existing and future trail projects (including those in utility corridors), coordinate implementation plans, seek opportunities for partnership, secure land and easements, and address trail ownership and management. Initial meetings with local and regional municipalities are expected to be completed in the first quarter of 2020. • TRCA will continue to request funding support from senior levels of government as part of ongoing budget processes and as a means of helping governments achieve their transportation related and environmental objectives. • Meetings with other trail partners and/or landowners such the provincial ministries and agencies and utility companies to discuss opportunities that span multiple municipalities will be undertaken after initial meetings with local and regional municipalities are completed. This is expected to begin in the second quarter of 2020. • TRCA will continue to concentrate efforts on the completion of The Meadoway so that the 16 km corridor can become a fully implemented model for future utility corridor revitalization. The focus for 2020 will be: the design and construction of the Highland Creek connection; detailed design of the remaining two trail gaps; completion of a wayfinding plan and implementation of an associated pilot site; expansion of The Meadoway School program; implementation of a Communications Strategy; and securement of additional funds to leverage The W. Garfield Weston Foundation funds to advance the project. Report prepared by: Deanna Cheriton, extension 5204, Lisa Turnbull, extension 5645 Emails: deanna.cheriton(dtrca.ca, lisa.turnbull0trca.ca For Information contact: Ralph Toninger, extension 5366, Lisa Turnbull, extension 5645 Emails: ralph.toninner(iltrca.ca or Iisa.turnbullCa)-trca.ca Date: January 10, 2020 Attachments: 1 Attachment 1: Infrastructure Corridor Trail Opportunities in the Greater Toronto Region Trail Network MONO L S I M C O E ol= AURORA x1 c MILLS Za tF StMC_O_E_-------- ------ _______----------------------- MONO _51MCOE �j ---� �-..-v----------- � -----Jv------ ----- x'' --- I voRR W H I T C H U R C H- STOUFFVILLE PALGRAWDRE RIDGES TRAIL` Hills of the Headwaters °.. 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IL S d :",..•.....•...• �� .�•• Existing trail RE YORK (%� p?' ` •. •... 401 : FOREST HILL1✓P C v'••' ••• T 7 R °rJ N T O rks o` Proposed corridor troll aol 4p3 .• / Ef •Forks of Scarborough oScarborough .SPP, 42: ° .��,°° Bluffs -•.o�•,'IC ISLINGTON •'the Don••••.•..•,• - •I•:.S�PP ..... Proposed trail R N PI .... -� •.n•...... •.;0. pN..........«.«.• • ••i\ •� •....... oI.NEOPTX B •P° p.•.1 I , ••• mE `elves EAST YORK ••'� •...A, Proposed blue trail Humber'o 4ArP •�t Parklands+o° o ♦:�••` ❑ TRCA jurisdiction ,..... y. / NU.yq �..•• +a'E'• ••G OAPPauRFR°MF . MIMICS)IS ■ TRCA owned or managed property '� •++°° «'••.a••''• •• =Q Rouge National M I S S I S S A U G A Er°Ncor'�••'••• ■ •TOronto ° Urban Park Harbour N Greenbelt HALTON _:, 5 0 2 4 6 8 10 km e RES.#A11/20 - 2020 TRCA EVENTS SUMMARY Report outlining the 2020 schedule of major events, including TRCA led and third -party events taking place on TRCA properties. Moved by: Linda Jackson Seconded by: Joanne Dies IT IS RECOMMENDED THAT the 2020 TRCA Events Summary report be received; AND FURTHER THAT MPs, MPPs and municipal elected officials be invited to participate in these major events at the earliest opportunity. CARRIED BACKGROUND Events promote community involvement and recreation in TRCA's natural spaces while generating diversified revenue that supports TRCA's program delivery and financial sustainability. Many events are conducted at the request of, or in partnership with, TRCA's community industry, and municipal partners. The Marketing and Events business unit provides strategic direction and assistance to all TRCA divisions as required, to stage or participate in successful events, and takes the lead in oversight of TRCA's signature, fundraising and internal events. Staff are currently developing corporate event policies and procedures to aid staff and to formalize a corporate -wide approach and standards for the initiation, planning, and implementation of events hosted by TRCA. While TRCA produces a wide range of events, it also contracts space out to external partners to produce events, outlined in Attachment 1 under third party events. Attachment 1 lists the events taking place in 2020 and categorizes them into six types of events as follows: Signature events are TRCA staff -led events that have been designated by the CEO as being of special significance to TRCA, including but not limited to, events with a higher level of complexity; a high reputational risk; that are large in scale; work within a capital budget; and/or have an estimated attendance of more than 500 attendees. These are also denoted with a (S) in the following Schedule of Events. Fundraising events include events that have been designated to raise funds in support of TRCA's programs and initiatives. These events engage sponsors and flow through the Toronto and Region Conservation Foundation (TRCF). Celebration events includes events that bring the community together for an extraordinary experience or occasion. Industry/Business events include events that showcase TRCA's leadership in a specific area, are knowledge sharing, and/or bring together industry professionals for networking opportunities. Internal events include events created for TRCA staff. Third Party events include events that are coordinated and implemented by external partners. These partners will enter into an agreement with TRCA to reserve space at one of our Conservation Areas where they will deliver their event. Third party events are revenue generating. Some events can be both a signature event and an event in another category. For example, the TRIECA conference is an industry business event but is a signature event in that it is projected to include over 1000 attendees. 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 7 — Build partnerships and new business models Report prepared by: Sabrina Minnella, extension 5736 Emails: sabrina.minnella(aDtrca.ca For Information contact: Sabrina Minnella, extension 5736 Emails: sabrina.minnella(aDtrca.ca Date: February 6, 2020 Attachments: 1 Attachment 1: 2020 TRCA Schedule of Events Toronto and Region Conservation Authority 2020 TRCA Schedule of Events Signature Sugarbush Maple Syrup Festival March 14 — April 12 at Kortright Centre and Bruce's Mill Conservation Area Fundraising Living City Environmental Dinner (S) — Toronto and Region Conservation Foundation November 5 Celebration Spring Bird Festival May 9 at Tommy Thompson Park Doors Open May 23 and 24 at Black Creek Pioneer Village Bike the Creek June 13 at Jim Archdekin Recreation Centre in Brampton Caledon Canada Day July 1 at Albion Hills Conservation Area Flight of the Monarch Day and Butterfly Festival (S) August 22 at Tommy Thompson Park Harvest Festival September 19 at Black Creek Pioneer Village Fall Fair September 20 at Black Creek Pioneer Village Meadoway Event* Fall Humber by Canoe* Summer/Fall Magical Christmas Forest (S) November 27, 28, 29, and December 3, 4, 5, 6, 10, 11, 12, 13, 16, 17, 18, 19, 20, 23 at Kortright Centre Christmas by Lamplight (S) December 5, 12, and 19 at Black Creek Pioneer Village T: 416.661.6600 1 F: 416.661.6898 1 info@trca.on.ca 1 101 Exchange Avenue, Vaughan, ON L4K SR6 I www.trca.ca Industry/Business TRIECA Conference (S) March 25 and 26 at Pearson Convention Centre Partners in Project Green: Spring Networking* Spring Partners in Project Green: Forum* Fall Ontario Climate Consortium Symposium* Fall Intemal TRCA Service Recognition Awards September 18 TRCA Staff Pancake Breakfast* December Third Party York Region Water Festival presented by The Regional Municipality of York May 12, 13 and 14 at Bruce's Mill Conservation Area Peel Children's Water Festival presented by The Regional Municipality of Peel May 21 — 28 at Heart Lake Conservation Area 24 -Hours of Summer Solstice presented by Chico Racing June 19, 20 and 21 at Albion Hills Conservation Area MEC Trail Run presented by Mountain Equipment Co-operative July 18 at Kortright Centre Rastafest presented by Rastafest Inc. August 15 at Black Creek Pioneer Village — North Property Afro-Caribbean Festival presented by Moksha Canada Foundation August 22 and 23 at Black Creek Pioneer Village — North Property Mud Hero Toronto presented by 365 Sports Inc. August 22 and 23 at Albion Hills Conservation Area Mud Girl Toronto Run presented by Sport Era Inc. September 12 (Park location to be confirmed) One Walk presented by Princess Margaret Cancer Centre September 12 at Boyd Conservation Area *Date to be confirmed. For more information, please contact Sabrina Minnella at Sabrina.minnellaatrca.ca. (S) Signature Event Toronto and Region Conservation Authority 1 2 MATERIAL FROM EXECUTIVE COMMITTEE MEETING #11/19, HELD ON FEBRUARY 7, 2020 Meeting Minutes Link Section I — Items for Board of Directors Action RES.#Al2/20 - VOLUNTARY PROJECT REVIEW Summary report on the Voluntary Project Review of works undertaken by organizations exempt from Ontario Regulation 166/06, as amended — Regulation of Development, Interference with Wetlands and Alteration to Shorelines and Watercourses, through Voluntary Project Review letters issued during 2018 (Executive Committee RES.#8139/19). Moved by: Gino Rosati Seconded by: Cynthia Lai THAT the summary report on the Voluntary Project Review be received; AND FURTHER THAT Toronto and Region Conservation Authority (TRCA) staff be directed to continue to work with Crown corporations undertaking environmental assessments for infrastructure projects who are exempt from permits under Section 28 of the Conservation Authorities Act to ensure that the five tests of Ontario Regulation 166/06, as amended, control of flooding, erosion, pollution, conservation of land and dynamic beaches, are addressed during the detailed design stage of these projects. CARRIED Section III — Items for the Information of the Board RES.#A13/20 - 2020 GENERAL AND CAPITAL LEVY UPDATE An update on TRCA's preliminary 2020 General and Capital levies for informational purposes (Executive Committee RES.#8140/19). Moved by: Gordon Highet Seconded by: Cynthia Lai IT IS RECOMMENDED THAT the preliminary 2020 General and Capital Levy Update be received. CARRIED RES.#A14/20 - 2020 UNFUNDED PRIORITIES Receipt of Toronto and Region Conservation Authority's (TRCA) list of 2020 Unfunded Priorities for informational purposes (Executive Committee amended RES. #8141/19). Moved by: Steve Pellegrini Seconded by: Ronald Chopowick IT IS RECOMMENDED THAT the list of 2020 Unfunded Priorities be received; AND FURTHER THAT since the proposed site for the Toronto Wildlife Centre (TWC) is no longer under Toronto and Region Conservation Authority's ownership, TRCA staff be instructed to remove TWC from the List of Unfunded Priorities. CARRIED RES.#A15/20 - 2019 YEAR END FUNDING AND GRANTS UPDATE To provide a year-end summary to the Funding and Grants program and to highlight the success rate for 2019 (Executive Committee RES.#8143/19). Moved by: Gordon Highet Seconded by: Cynthia Lai IT IS RECOMMENDED THAT the year-end Funding and Grants Program update for 2019, be received. CARRIED RES.#A16/20 - Q4 2019 COMMUNICATIONS SUMMARY Information report regarding Toronto and Region Conservation Authority's (TRCA) corporate media communication activities during the fourth quarter of 2019 (October — December) (Executive Committee RES.#8144/19). Moved by: Gordon Highet Seconded by: Cynthia Lai IT IS RECOMMENDED THAT the 04 2019 Communications Summary report be received. CARRIED RES.#A17/20 - MULTI -STAKEHOLDER CONSULTATION ON CONSERVATION AUTHORITIES Update on the Ministry of Environment, Conservation and Parks' (MECP) multi -stakeholder engagement sessions on conservation authorities to inform the forthcoming enabling regulations associated with the amended Conservation Authorities Act (Executive Committee RES.#8145/19). Moved by: Paul Ainslie Seconded by: Kevin Ashe IT IS RECOMMENDED THAT the update on the Ministry of Environment, Conservation and Parks' multi -stakeholder engagement sessions on conservation authorities be received. CARRIED Section IV - Ontario Regulation 166/06, As Amended RES.#A18/20 - ONTARIO REGULATION 166/06, AS AMENDED (Executive Committee RES. #8146/19 and RES. #8147/19). Moved by: Kevin Ashe Seconded by: Steve Pellegrini THAT item 11.3 - Section IV — Ontario Regulation 166/16, as amended, contained in Executive Committee Minutes #11/19, held on February 7, 2020, be received. CARRIED Member Motions RES.#A19/20 - MEMBER MOTION (Executive Committee RES.#8150/19). Moved by: Paul Ainslie Seconded by: Ronald Chopowick THAT the Toronto Region Conservation Authority include funding to plan for the design and implementation process to complete a Military Trail Multi -Use Trail to Centennial College Progress Campus in the 2020 budget process. AND FURTHER THAT Toronto Region Conservation Authority staff report back to the Board of Directors at the scheduled April 24, 2020 Board of Directors meeting on the progress to restore connections and bridges between the Centennial College Progress Campus and Military Trail Road to create a multi -use trail including the funding required for the project. CARRIED ADJOURNMENT ON MOTION by Joanne Dies, the meeting adjourned at 10:33 am, on February 21, 2020. Jennifer Innis Chair /am John MacKenzie Secretary -Treasurer