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
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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
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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
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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