HomeMy WebLinkAboutOperating and Capital Budget and 1999-2001 Business Plan 1999
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, VTHE TORONTO AND REGION CONSERVATION AUTHORITY
1999 OPERATING AND CAPITAL BUDGET
AND
1999 - 2001 BUSINESS PLAN
AS APPROVED BY
THE TORONTO AND REGION CONSER,VATION AUTHORITY
APRIL 30, 1999
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WORKING TOGET~ER FOR TOMORROW'S GREEi\lSPACE
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'THE TORONTO AND REGION CONSERVATION AUTHORITY
': ' 5 8horeham Drive, Downsview, Ontario iV'3N 184 (416) 661-6600 FAA 661-6898 http.//wwwlrca.on.ca
1999 BUDGET, OPERATING AND CAPITAL
CHIEF ADMINISTRATIVE OFFICER'S COMMENTS
Historv of the Business Plan Approach
In October of 1996, the Authority approved the 1997-1999 Business Plan which set out a
comprehensive, long range view of the Authority's businesses. The Business Plan defined
fifteen business components covering all aspects of our work and setting out three year
targets for revenue and expenditures.
In creating the Business Plan, the Authority is assuring its funding partners that we can:
. deliver the services and programs to meet the needs and expectations of all
watershed residents;
. make the best possible use of limited financial and human resources, and preserve,
protect and enhance our public assets.
The process we followed in developing the Business Plan identified our core businesses,
looked at alternative delivery mechanisms, determined potential new revenue sources and
encouraged the development of new partnerships. The Business Plan set some key
strategies which would:
. support our core businesses
. set self sufficiency goals for various programs
. set specific revenue targets where applicable
a ensure that all programs would be delivered in an effective and efficient manner
The Business Plan relied on continuing Municipal partner support. This support has been
given for the first two years of the Plan and continues to an even greater extent in 1999.
This support reflects the important work the Authority does and the value that is placed on
our work by the general public and our municipalities.
1999 Budget. Operating and Capital
The 1999 Budget implements the final year of the 1997 - 1999 Business Plan as described
above. By the end of 1999, we will have successfully implemented the cost reductions
and met the revenue targets established in 1997 and refined as we gained experience over
the past two years. One area of the Business Plan where our revenue targets have not been
met is Black Creek Pioneer Village. The 1999 budget identifies the development of a new
strategic plan for the Village which will include programming,
marketing and retail sales initiatives as well as the development of a major maintenance
plan which will begin to deal with the deteriorating infrastructure. Any implications for the
implementation of these plans will be addressed in the year 2000 budget.
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Apart from the financial targets contained in the Business Plan, there was a commitment
made to ensure that our primary business, that of Watershed Management, would take
priority and we would begin to shift resources to support our activities in this area. We have
met this commitment and we are continuing to expand the programs and s~rvices
delivered under our watershed management mandate. We will continue to grow this part of'
our work over the next three year business plan. Having met our targets on the recreation
side through innovative programming, new activities and good management, we will be
planning to continue our revenue growth in these areas over the next three years as well.
Our Business Plan identified an increase in our fundraising capabilities and we have taken
steps to deliver on this commitment as well. Our Foundation will continue to increase their
annual fund raising targets through some new and innovative programs. The Foundation
will play an important part in our strategies for the future.
A reduction in provincial support of about $100,000 was not anticipated in the preparation
of our preliminary budget estimates, however we have made the necessary adjustments to
meet this large reduction. We will be initiating discussions with the province during this
year to try to bring some consistency to their funding and to improve the timing of their
budget allocations. .
1999 is the final year in our commitment to a three year operating budget reduction 'to the
City of Toronto which has resulted in a total reduction to the City of approximately one
million dollars. It is our expectation that there will be no further cuts to our operating
budget for 2000. Although the City has reduced our operating budget over the past three
years as part of their overall plan to meet their financial problems, they have continued to
support and grow our Capital program for projects under the Waterfront Plan, Erosion
Control Project, and the Remedial Action Plan Project.
The 1999 budget has included a $200,000 capital allocation from each of the Regions of
Peel and York which is an increase over the 1998 allocation. This capital funding will allow
us to implement some very important projects to improve the aquatic and terrestrial
habitats within the Regions' watersheds. This is very good news for us and demonstrates
great support for our work from our Regional Municipal partners.
Staff have not had any increase in their salaries and wages since 1992. In fact for three of
these years they have endured a salary reduction. The 1999 budget provides for a modest
1.5% increase in salaries and wages.
Finally with the success of our Three Year Business Plan 1997 - 1999, we will be
developing a new plan for the next three years. This new plan will provide the vision for us
into the new millennium. Staff will be working over the next few months to put this new plan
together as it will also form the basis for our 2000 preliminary budget deliberations.
COMPARISON OF REVENUE SOURCES 1993 - 1999 1
AFTER IMPLEMENTATION OF 1997 - 1999 BUSINESS PLAN
I 1993 , r=~,:~~=J
$8,599 (40.3%)
MUNICIPAL LEVY
$936 (4.8%)
$3,593 (16.9%) GRANT
GRANT -
$9,140 (42.8%)
REVENUE
$11,323 (57.5%)
REVENUE
I 1998 I ~]
$7,115 (36,6%) $6,819 (33.2%)
MUNICIPAL LEVY $627 (3.0%) MUNICIPAL LEVY
/ GRANT
$13,118 (63.8%)
REVENUE
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TABLE OF CONTENTS
SECTION I Page
1999 Budget 1
1999 Municipal Levy
Operating and Capital Comments 3
Basis of Apportionment Municipal Levy 1999 6
1999 Levy Apportionment 8
Organization Chart 11
Complement 12
1999 - 2001 Business Plan Financial Summary 13
SECTION II
1999 - 2001 Business Plan
I
II . Working Together for Tomorrow's Greenspace I
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SECTiON i
Working Toge'ther for Tomorrow's Greenspace
Page 1 of 2 !t\
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TORONTO AND REGION CONSERVA TlON AUTHORITY "
--DR
1999 OPERA TlNG & CAPITAL BUDGET IN BUSINESS PLAN FORMA T .....
--
.-~ -------------.--- CWt
OPERA TING 1998 Budget _ 1999 Budget p 1998 Actual ~
--
BUSltlESS COMPDtlEtns Gross Program OIlier lIet. Levy! Gross Program Ocher Ner: Levy/ Nee: Levyl
99/98 Gross Program Other :.0
& ACTIVITIES _Expendllu~ Revenue Sources Grant Expendirures Revenue Sources G ranr Net Change xpelld/ture Re"'enu~ Sources Grant
--- ---- -- ,- --r---r--
I I I I S S S I I I I ..D
W~ rE~EQ..t1EALIli
WAI!;RS!:jED EhAWJJUQ
1) Watershed Strategies 778,000 195000 583 000 1,057,300 375,200 682,100 99,100 758857 67,840 146,484 54-1.533
2) Resource Monllorlng 846,200 50,000 50,000 746200 872,100 100,000 772,100 25,900 928,765 156,812 67,264 704,689
3) Education
, a) ConselVatlon Fletd Centres \,872,\00 1,385,600 527 700 {4.12OO 2,100,500 1,420,800 560,900 118,800 160,000 \ ,893,923 1,409,M7 496,947 (12,871
b) Kortright Centre 1,208,700 726,300 75500 406 900 1,338,800 869,400 16,000 453,400 46,500 1,341781 743,970 4,994 592816
4) Flood Warning 236,000 236,000 214,700 214,700 (21,300) 171,985 1,339 170,646
4,941,000 2,161,900 848,200 1,930,900 5,583,400 2,290,200 1,052,100 2,241,100 310,200 5,095,311 2,378,469 717,029 1,999,813
~!;.ELAt:illltlG SERVICES
5) AdVISOry I Technical Clearance 618,300 300 000 318,300 569,850 300,000 269,850 (48,450) 725 832 132,891 (0) 592,942
b) Permlltlng/Compliance MOnitOring 806,800 200,000 606 800 809,450 200,000 609,450 2,650 629,208 262,908 (D) 366,300
1,425,100 500,000 925,100 1,379,300 500,000 879,300 (45,800) 1,355,040 395,799 (0) 959,241
-
B!;Q!;U!;MI]QU
6) Project DeSign & Implementation 1,187,600 432500 400,600 354,500 1,339,600 500,900 411,600 427,100 72,600 1,359,882 332,459 753,071 274,351
1,187,600 432,500 400 600 354,500 1,339,600 500,900 411,600 427,100 72,600 1,359,882 332.459 753,071 274,351
--
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Land Management
8) Property SelVlces 874,500 874,500 676,000 75,000 601,000 (273,500) 780,033 2,650 1,114 776,269
9) CA Land Management 582 100 582,100 595,400 595,400 13,300 600,878 10,851 1,605 588,422
10) Water Management Structures 101600 101,600 110,700 110,700 9,100 105,773 105,773
11) BCPV Infrastructure 875000 7,500 867,500 875,000 875,000 7,500 891814 24,314 867,500
12) BUSiness Development 706 700 1,158,000 (451 300 747,700 1,315,000 (567,300 (116,000) 7'3,87< 1,189,297 (0) (<45,423
3,139 900 1,165,500 1,974,400 3,004,800 1,315,000 75,000 1,614,800 (359,600) 3,122,372 1,202,797 27,032 1,892,5'2
-
Wed [J;B~t1ED EXPERIE1!.g
13) Recreation Programs 2,769,200 2,458,600 (01 310,600 2,825,500 2,657,500 0 168,000 (142,600) 2,721,830 2,490,'57 ',198 227,175
14) BCPV PfOgrams 3 123,800 2,566,300 203,000 354,500 3,541,900 2,745,300 371,500 425,100 70,600 3,186,985 2,'39,357 208,703 538,925
b) Marketing & Development Inlalives 12,000 322,100 (310,100 501,100 (501,100 (191,000) 24,133 (24,133
5,905,000 5,024,900 525 100 355,000 6,367,400 5,402,800 872,600 92,000 (263,000) 5,908,815 4,929,814 237,033 741,967
Vehicle & EqUipment (Net) 0 0 (0) 0 (36,700) (36,700) 0 127,351 0 127,350 1
151 CORPORATE SERVICES
a) Management SeMces 513,900 513,900 406,500 406,500 (107,400) '07,545 27' 407,271
b) Corporate Secreta"at 177,900 177,900 160,300 160,300 (17,600) 178,868 178,868
c) Development Office 242,000 242,000 269,900 269,900 285,208 285,208 0
d) Communlcalions 352,300 352.300 341,500 341,500 (10,800) 292,132 '2 292,090
e) Human Resources / Safety 235 700 11,000 224 700 249,400 249,400 24,700 228 363 38 , 228,325
t) Office SeMces 536 800 536,800 535,500 535,500 (1,300) 516,049 1,144 1,309 513,596
g) Informalion Technology 249,500 249,500 464,300 215,000 249,300 (200) 268 093 13,163 254,930
h) Financial Services 485,800 250,000 235,800 498,900 250,000 248,900 13,100 487.~~_ 351,028 __136,342
2.793,900 250,000 253,000 2,290,900 2,926,300 250,000 484,900 2,191,400 {~ 2,663,629 365689 286,517 2,011,<23
Corporate Se,,;ces % of Total Budget 7 lOA. 139016 76% 146% ~-=--=--=---==.=-=-.~~~
OPERATING TOTAL 19,392,500 9,534 800 1,026 900 7,830,800 20,564,100 10,258,900 2,859,500 7,445,700 ~385,100 19,6~2,399 9 605,029 2,148,033 7,879,338
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MI-iR Transfer Payment 715,900 626,800 (89,100) 716184
Rouge Park Le\'Y 251,615 167,743 83 872 251,615 167,743 83,872 0
MUnicipal Levy 7,114,900 6,818,900 (296,000) 7,126,342
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Operalmg Deficit I (Surplus) -
Page 2 of 2
TORONTO AND REGION CONSER VA TlON AUTHORI TY
1999 OPERA TlNG & CAPITAL BUDGET IN BUSINESS PLAN FORMA T
CAPITAL 1998 Budget 1999 Budget 1998 Actual
BUSINESS COMPONEIHS GlOSS prugram Other Net: Le..yl Gross Program Other Net: Levy/ 99/9B ~ Gross Program Other Net Levyl
-- & ACTIVITIES Expend/lUres Revenue Sources Grant Expendirures Revenue Source5 Grallr Uet Change 'Expenditure Revenue Sources Grant
I I I I $ $ S S $ s I I I
~Bl~EhAtltl!t:jQ
1) Watershed Strategies ( Waterfront) 84600 84,600 77 ,600 77 ,600 (7,000) 76,891 20 76,871
2) Resource Monltonng (Waterfront) 121900 121,900 121,200 121,200 (700) 129,252 129,252
REG~EMlIQt:j
6) Regenerallon Capital Projects
Waterfront Regeneration 3,464427 50 000 910,077 2 504 350 2,448,900 100,000 562,200 1,786,700 2,104,68' 344,192 138,529 I 621 963
Port Unron Watefront Improvement 3,000,000 2,000,000 1,000,000
Et~blcoke I;\olel Stnp 2100 000 1 050 000 1,050,000 2,200,000 1,100,000 1,100,000 1,192,286 180,480 557,307 454,499
Toronto RAP 1491900 663,000 828,900 1,143,000 205,200 937,800 1,101,005 3,333 510,509 587 163
Peel RAP 400,000 200,000 200,000
Yark RAP 400,000 200,000 200,000
Valley & Shoreline Regen 1 801 900 250,000 1,551,900 1,682,000 432,000 1,250,000 1.631.984 345,699 1,286,286
Flood Control
Taronto Islands 937 937
Brrckworks 188 000 188,000 75,000 75,000 147,984 141,367 6,617 (0
Arsenal Lands Remediation 4,800000 2 500,000 2,300,000 1,100,000 115,000 985,000 1358,816 189,349 1,169,467
13 846,227 50,000 5,561,077 8235,150 12,448,900 100,000 4,889,400 7,459,500 (775,649) 7,537,696 858.721 1,559,596 5,119,379
7) Land Acqulslllons & Disposals 4 650,000 3,250,000 1 400,000 4,650,000 4,000,000 650,000 3,135,128 3,135,129 (1
WAIfflSHED EXPER/~
Public Use Infrastructure Projects 335,000 167,500 167,500 282,000 141,200 140,800 (26,700) 329,859 1,774 175515 148,570
Kortnght Livlflg Machine 800,000 800,000 50,000 250,000 (200,000 (200,000) 930,057 406,847 523,210
gQBPORA TE SERVICES
Administrative Office 200,000 50,000 150,000 150,000 150,000 158,185 __~__ 158,185
CAPIT AL TOTAL 20,037.727 3,350 000 8078,577 - 8,609,150 17,779,700 4100000 6,080,600 7 ,599, 1 00 (1,010,050 12,297,068 860,515 5,281,088 6,155,466
I.1NR Transfer Payment 850 000 180,750 (669,250) 192,279
Municipal Levy 7.759,150 --- 7,618,350 -- (140,800) ,__,__.2,~
--- (200,000)
Capital Deficit / (Surplus) 0 _--1200.~~~~ 525,924 .J........
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1999 MUNICIPAL LEVY
The municipal share of expenditures included in the 1999 operating budget comprises the general levy on the member municipalities. The
general levy is apportioned on the basis of discounted equalized assessment, with the necessary adjustments to bring the levy in at the amount
approved by each participatlllQ member, As a result of the changes to the taxation of property in Ontario, relevant assessment data is not
available for 1999, A regulation approved by the Province directs Conservation authorities to continue using discounted equalized assessment
figures applicahle for 1997, It is anticipated that, through Conservation Ontario, the Province will have available in 1999 the applicable
assessment figures which may form the baSIS for levy apportionments in 2000 and beyond,
As required by the Conservation Authorities Act, the levy attributable to administration costs is distributed on the basis of discounted equalized
assessment. Further, regulations require conservation authorities to levy an amount equal to the level of provincial grants, known as the
"rnatchlllg levy", As of April 1, 1999 the Provlllce had not officially announced the 1999 grant allocations, The budget assumes these grants
will total $807,560 and, therefore, the matching levy has been tentatively set at this amount.
Also, the RegIOnal Municipalities of Durham, Peel and York are levied an amount equal to 100% of the 1998 taxes paid by the Authority on
revenue-producing properties within these municipalities, Withlll the City of Toronto, Authority lands are not subject to taxation and
conseguently, no tax adjustment is made.
An amount of $83,872 (shown on page 81 is included on behalf of the Rouge Park Alliance, of which the Authority is a member, as part of
an agreement with the contributing muniCipalities,
In 1988, the Authority approved a new arrangement to distribute the municipal recreation levy among the four major member municipalities,
This arrangement affects the municipal levy for the development, operation and maintenance of Conservation Areas, Black Creek Pioneer
Village and the Kortright Centre for Conservation, The arrangement makes use of the traditional measure of ability to pay, discounted
equalized assessment, and introduces a new measure of usage which is indicated by visitor origin statistics, In recent years the growth in
revenues associated with these program areas has eliminated the requirement to raise levy specifically for programming needs and as a result
the "recreation levy" formula has been rendered redundant.
The municipal share of expenditures on Authority capital projects is financed as a capital levy on member municipalities as designated in
specific projects, The municipalities individually determine whether they Will raise the levy from capital or current funds and to what extent
the levy is raised from a local municipality, Projects which require municipal levy are described below:
Page 4
1999 MUNICIPAL LEVY - CAPITAL
Greenspace Protection and Acquisition Project, 1996 - 2000
This project is the continuation of the Greenspace Protection and Acquisition Project, 1993 - 1995, In 1995, the Authority approved a 5-year
$1,500,000, ($ 300,000 annually) project. Municipal funding IS apportioned on the basis of City of Toronto at 50%, with the balance shared
by Peel, York and Durham, using discounted equalized assessment based pro rata shares, In view of the fiscal environment, no municipal
funding is being sought in 1999 and the $2,000,000 budgeted expenditure will be funded from land sale revenues and other non levy sources.
Lake Ontario Waterfront Regeneration Project in the City of Toronto, 1995 - 1999
This project was adopted by the Authority in 1994 at an annual spending level of $4,000,000 with total proiect expenditures planned at
$20,000,000 over the five-year life of the project. The Ministry of Natural Resources and the City of Toronto (formerly Metropolitan Tarant_a),
the benefitting municipality, have approved the proJect. While the Ministry has not funded the project since 1996, the City has continued with
Its financial commitment. Expenditures of $2,450,000 have been budgeted for 1999 based on the assumption that staff are successful in
accessing grants from other provincial and federal programs,
Project for Valley and Shoreline Regeneration in the City of Toronto, 1997 - 2001
The 1997 - 2001 Valley and Shoreline RegeneratIOn Project consolidates all similar remedial works on the waterfront and river valleys, The
Authority adopted the project in 1997 at a gross expenditure level of $1,200,000 (excluding amounts spent from provincial grants and other
non levy sourcesl for each of the five years and to designate the City of Toronto as the benefitting municipality, Gross expenditures in 1999
are $1,680,000, which assumes that $332,000 of Provincial funding will be available as well as a further $100 thousand from other non-levy
sources,
Remedial Action Plan (RAP) Implementation Project. 1995 - 1999 Within the City of Toronto
This project was approved In 1995, The Project supports regeneration efforts of erosion and sediment control, as well as habitat enhancement
and creation, The City of Toronto is designated as the benefitting municipality, The 1999 levy contribution is $630,000, The annual project
expenditure level was originally set at $1,500,000, However, as a result of reduced funding from the Province this target may not be
achievable, The City of Toronto levy is matched with federal, provincial, donations and other sources of funding,
Natural Heritage Restoration Projects, Peel and York, 1999 - 2003
These projects call for a minimum level of annual expenditures of $400,000 each for the Regional Municipalities of Peel and York, over the
period 1999 to 2003, The municipal levy is $200,000 per municipality, The project calls for matching non levy contribution, as "':\,,! ~
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a minimum, It is antiCipated that these projects will be approved by the respective councils, as part of the 1999 budget process, '"'Xi"
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1999 MUNICIPAL LEVY - CAPITAL CONT'D Page 5 :j-
Public Use Infrastructure Project. 1999
-f\
The 1999 budget provides $282,000 for conservation area, heritage and education development projects, The municipal share, set at 50%,
has been provided for in the capital levy,
Project for Etobicoke Motel Strip Waterfront Park (Revised March 1993)
The Etoblcoke Secondary Plan was approved by the Ontario Municipal Board in 1992, The OMB decision, which was ratified by Cabinet,
named the Authority as the "implementing agency" for the public amenities scheme. The OMB and Cabinet also ordered that there be a more
equitable sharing of costs on the basis of the regional significance of the project. Following the OMB decision, staff proposed amendments to
the original project. Phase 1 of the amended project requires fundlflg of $8,350,000 for land acquisition, master planning, fill and shoreline
protection and for the fish compensatIOn plan, The public amenity scheme was commenced in 1996 and is scheduled for completion in 1988,
although the timing and amount of payments under expropriation proceedlflgs are still to be determined. The funding formula, under the
project, requires equal sharing of costs by the Province, the former City of Etobicoke and the Authority, The Authority's share is funded
equally by the Province of Ontario and the City of Toronto, In 1999, $2,200,000 is budgeted.
Arsenal Lands Remediation ( Project for the Acquisition of the Canada Post Property)
The project requires total funding of $18,000,000 which has been raised on the following basis:
· 50% Province of Ontario ($9,000,000)
· 25% City of Toronto ($4,500,000)
. 25 % Regional Municipality of Peel ($4,500,000)
All of the Provincial funding and some municipal funds have been applied towards the acquisition of the property which was completed in
1992, In 1999, the project will be completed and the balance of funding, $985,000 will be spent on site remediation. A further $115,000
will be provided by the Canada Post Corporation pursuant to the original acquisition agreement.
The Port Union Waterfront Improvement Project. Phase I, 1999 - 2000
This project calls for $6,000,000 in total expenditures divided equally between the Province, federal government and the City of Toronto, The City
has approved the project and has provided its share, $2,000,000 in its capital works estimates for 1999 and 2000, The provincial approval is
pending the results of the EA process, to be completed by mid year, The Federal share is sought under an application to the Millennium Fund,
Page 6
THE TORONTO AND REGION CONSERVATION AUTHORITY
BASIS OF APPORTIONMENT - MUNICIPAL LEVY -1999
BASED ON 1997 DISCOUNTED EQUALIZED ASSESSMENT FIGURES" ~
MUNICIPALITY DISCOUNTED % OF DISCOUNTED TOTAL POPULATION
EQUALIZED MUNICIPALITY EQUALIZED POPU LA nON IN
ASSESSMENT IN AUTHORITY ASSESSMENT AUTHORITY
IN WATERSHED
$(000'5) $(000'5)
Township of Adjala-Tosorontio 285,557 4 11,422 8,896 356
Durham, Regional Municipality of 6,217,810 . 5,186,322 144,259 120,598
City of Toronto 139,339,660 100 139,339,660 2,183,655 2,183,655
Mono Township 322,788 5 16,139 5,980 299
Peel, Regional Municipality of 48,454,236 . 20,392,155 753,116 327,482
York, Regional Municipality of 37,072,522 . 33,389,612 419,540 369,733
231,692,574 198,335,311 3,515,446 3, 002,123
ANAL YS!S OF REGIONAL MUNICIPALITIES.
Durham, Regional Municipality of
Ajax, Town of 2,329,748 86 2,003,584 58,854 50,614
Pickering, Town of 3,215,799 95 3,055,009 70,733 67,196
Uxbridge Township 672,263 19 127,730 14,672 2,788
6,217,810 5,186,322 144,259 120,598
Peel, Regional Municipality of
Brampton, City 13,044,025 63 8,217,736 236,319 148,881
Mississauga, City of 33,187,259 33 10,951,796 480,170 158,456
Caledon, Town of 2,222,953 55 1,222,624 36,627 20,145
48,454,236 20,392,155 753,116 327,482.
York, Regional Municipality of
Aurora, Town of 2,135,601 4 85,424 30,392 1,216
Markham, Town of 12,879,438 100 12,879,438 151,518 151,518
Richmond Hill, Town of 7,022,340 99 6,952,117 85,970 85,110
Vaughan, Town of 12,245,285 100 12,245,285 116,360 116,360
Whitchurch-Stouffville, Town of 1,404,421 43 603,901 17,796 7,652
King Township 1,385,437 . 45 623,447 17,504 ---~~
3L072,522 33,389,612 419,540 369,733
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THE TORONTO AND REGION CONSERVATION AUTHORITY .&,J.
1999 LEVY APPORTIONMENT
< __m_m GENERAL LEVY mmnn>
DISCOUNTED NON- RECREATION -
EQUALIZED RECREATION OPERATION &
MUNICIPALITY ASSESSMENT PROPORTIONATE MAINTENANCE,
IN WATERSHED FACTOR DEVELOPMENT
$(OOO's)
ADJALA-TOSORONTIO 11,422 0.00576% 0.00576%
DURHAM
Ajax 2,003,584
Pickering 3,055,009
Uxbridge 1.27,730
5,186,322 2.61493% 3.19956%
CITY OF TORONTO 139,339,660 70.25459% 60,69156%
MONO 16,139 0.00814% 0.00814%
PEEL
Brampton 8,217,736
Mississauga 10,951,796
Caledon 1,222.624
20,392,155 10.28166% 16.29773%
YORK
Aurora 85,424
Markham 12,879,438
Richmond 6,952.117
Vaughan 12,245,285
Whitchurch - Stouftville 603,901
King 623,447
33,389,612 16.83493% 19.79725%
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198,335,311 __ ~OOOOOJ-,,--~OO,OOOOOo/~,
Page 8
TORONTO AND REGION CONSERVATION AUTHORITY
APPORTIONMENT OF 1999 LEVIES
GENERAL PROGRAMS & CAPITAL PROJECTS SUMMARY
< __mOm 1999 GENERAL LEVY --------- 1999 1999 1998 1998
LEVY TOTAL CAPIT AL GRAND OPERATING Operating GRAND
EXCLUDING TAX GENERAL PROJECTS TOTAL ROUGE LEVY INCL. Change TOTAL
TAX ADJ ADJUST, LEVY ( Page 4 ) LEVY PARK tr AX ADJUST 99/98 LEVY
-
$ $ $ $ $ $ $ ,% $
ADJALA- TOSORONTIO 401 401 11 412 5 401 0 0.0% 417
DURHAM 249,563 35,381 284,944 - 53,989 338,933 2,193 284,944 0 0.0% 341,126
TORONTO 3,998,262 3,998,262 4,993,000 8,991,262 58,924 4,294,262 (296,000) -6.9% 9,107,846
MONO 564 564 9 S73 7 564 0 0.0% 580
PEEL 1,146,991 28,704 1,175,695 227,300 1,402,995 8,623 1,175,695 0 0.0% 1,211,618
YORK 1,326,620 32,414 1,359,034 233,161 1',592,195 14,120 1,359,034 0 0.0% 1 !406,315
6,722,400 96,500 6,818,900 5,507,470 12,326,370 83,872 7,114,900 (296,000) -4,2% 12,067,902
LEVIES ON HAND 2,110,920 2,110,920 3,090,020
0 0 0
------------.-- --- ~---
6,722,400 96,500 6,818,900 7,618,390 14,437,290 83,872 7,114,900 (296,000) -4.2% 15,157,922
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TORONTO AND REGION CONSERVATION AUTHORITY
APPORTIONMENT OF 1999 CAPITAL PROJECT LEVIES
ARSENAL WATERFRONT PORT ETOBICOKE VALLEY & REMEDIAL PUBLIC
LA N D S REGENERATION UNION MOTEL SHORELINE ACTION USE INFRA. TOTAL
MUNICIPALITY REMEDIATION PROJECT WATERFRONT STRIP REGENERATION PLANS STRUCTURE
---.
$ $ $ $ $ $ $
ADJALA-TOSORONTIO 11 11
DURHAM 4'8,630 5,359 53,989
TORONTO 0 1,355,000 1,000,qoo 733,000 1,200,000 630,000 75,000 4,993,000
(See Note)
MONO 9 9
PEEL 200,000 27,300 227,300
YORK 200,000 33,161 233,161
-
LEVY INVOICED 0 1,403,630 1,000,000 733,000 1,200,000 1,030,000 140,,840 5,507,470
LEVIES
ON HAND 985,000 431,870 367,000 44,250 282,800 2,110,920
0
RECEIVABLE 0
-
LEVY BUDGET 985,000 1 ,835,500 1,000,000 1,100,000 1 ,244 ,250 1,312,800 140,800 7,618,390
OTHER FUNDING 115,000 2,662,200 1,000,000 1,100,000 432,000 605,200 141 ,200 6,130,600
PROVINCIAL 0 150,000 1,000,000 0 5,750 -_._--~~_______ _ ~_~~QJ~Q.
TOTAL COST 1,100,000 4,647,700 3,000,000 2,200,000 1,682,000 1,943,000 282,000 14,929,740
------ -----~----
---...------------- ----
Note, The Toronto figure includes $733 thousand to be contllbuted by the former City of Etoblcoke,
Page 10
TORONTO AND REGION CONSERVATION AUTHORITY
APPORTIONMENT OF 1999 LEVIES
MATCHING* AND NON-MATCHING FORMAT
-----
------------ OPERATING LEVY ----------------- --------- CAP IT AL LEVY -------- TOTAL
MA TCHING* NON-MATCHING TOTAL MA TCHING* NON-MATCHING LEVY
$ $ $ $ $ $
ADJALA-TOSORONTIO 36 365 401 11 412
DURHAM 16,390 268,554 284,944 53,989 338,933
H,............ ~.. - . -.... -
TORONTO 440,357 3,557,905 ' 3 998 262 ) 180,750 \:4,812,250 ) 8,991,262
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MONO 51 513 564 9 573
PEEL 64,445 1,111,250 1,175,695 \...-/ 227,300 V
1,402,995
YORK 105,521 1,253,513 1,359,034 v 233,161 ./' 1,592,195
626,800 6,192,100 6 818 900 180.750 5,326.J20 12,32EL370
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AUTHORITY STAFF STRUCTURE ~~.
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FOUNDATION OF
GREATER TORONTO
EXECUTIVE COMMITTEE
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CHIEF ADMINISTRATIVE
OFFICER! ,
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SECRETARY-TREASURER ,
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DIRECTOR, r~ DIRECTOR, []RECTOR, DIRECTOR,
FINANCE & BUSINESS WATERSHED CORPORATE MARKETING AND
DEVELOPMENT MANAGEMENT SERVICES DEVELOPMENT
* Budget & Accounting * Watershed Specialists * Communications * Market Positioning
* Business Development " Plan Review " Education " Revenue Development
" Propeliy I Asset Management " Environmental Services " \-luman Resources
" Black Creek Pioneer Villagel " Resource SCience " Corporate and Customer
* Information Systems " Conservation Areas
" Enforcement
02/98
Page 12
THE TORONTO AND REGION CONSERVATION AUTHORITY
HUMAN RESOURCES MANAGEMENT
FULL TIME COMPLEMENT
1994 1998 Vacancies as of Jan. 1, 1999
Approved Approved Dec. 31,1998 Less Vacancies
Complement Complement
CAO's Office 20 28 1 27
Finance and Business 74 63 9 54
Development
Watershed Management 133 138 29 109
Marketing & Development 27 13 3 10
TOTAL 254 242 42 200
FULL TIME EQUIVALENTS
(Based on 1,900 hours per year)
1990 1994 1995 1996 1997 1998
431 374 374 359 358 371
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TORONTO AND REGION CONSER VA TlON AUTHORITY '" ~
1999 OPERA TlNG & CAPITAL BUDGET AND 2000-2001 ESTlMA TES IN BUSINESS PLAN FORMA T ~ ~~
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OPERATING __ 1999 Budget 2000 Projected Estimates 2001 Projected Estimates -D
BUSI/IESS COMPONErns Gross Program Orher Net: Lel'yl Gross Program Other Net Levy/ Gross Progrom Ortler /let. Levyl
& ACTIVITIES Expendirures Revenue Sources Gram EApendfwres Rt!venue Sources Grane Expend/tures Revenue Sources Grant
-- $ $ $ $ -
I I I I I I I I
WArrBSHED tiEA1IH
ViP" ITB~l:!f!LflAlill!~Q
1) Watershed Strategies 1,057,300 375,200 682,100 1 297 300 425,200 872 100 1,447,300 425,200 1,022,100
2) Resource ',lonltonng 872,100 100,000 772,100 972 100 100,000 872 100 972,100 100,000 872 100
3) Education
a) Conservation Fletd Centres 2,100,500 1,420,800 560,900 118,800 2,100,500 1,420800 11B BOO 2,100,500 1,420,800 118,800
b) Kortnght Centre 1,338,800 869,400 16,000 453,400 1,338,800 e46,BOO 8,500 453400 1,338,800 862,400 23,000 453,400
4) Flood Warning 214,700 214,700 214.700 214.700 214.700 2104,700
5,583,400 2,290,200 1,052,100 2,241,100 5,923400 2,367 600 433 700 2,531,100 6,073,400 2,383,200 448,200 2,681,100
h8l1D USE PLANNING SEBYlQ~
5) AdVISOry I Technical Clearance 569,850 300,000 269,850 659,850 300 000 359 850 659,850 300,000 359,850
b) Perm'ltlng/Comptlance Monilonng 809,450 200,000 609,450 824,450 200,000 624,450 824,450 200,000 624,450
1,379,300 500,000 879,300 1,48',300 500,000 984,300 1,484,300 500,000 98000
E1E;:Q~IlQtl
6) Prolect DeSign & Implementat,on 1,339,600 500,900 411,600 427,100 1.339,600 512,500 400,000 427,100 1,339,600 512,500 400,000 427,100
1,339,600 500,900 411,600 427,100 1,339,600 512,500 400,000 427,100 1.339,600 512,500 '00,000 427,100
MANAG EMENLQE.E1!IllJC ASSETS
Land Management
8) property Services 676,000 75,000 601,000 666,500 666,500 676,500 676,500
9) CA Land Management 595,400 595,400 595,400 595,400 595,400 595,'00
10) Water Management Structures 110,700 110,700 110.700 110.700 110,700 110,700
11) BCPV Infrastructure 875,000 875,000 875,000 875,000 875,000 875,000
12) BUSiness Development 747,700' 1,315,000 (567,300 746,900 1,'82,000 (735,100 714,900 1,497,000 (782,100
3,004,800 1,315,000 75,000 1,614,800 2,994,500 1,482,000 1,512,500 2,972,500 1,'97,000 1,475,500
WArEfiSf1ECLEXPERIENCE
13) RecreatIOn Programs 2,825,500 2,657,500 0 168,000 2,825,500 2,657 500 168,000 2,825,500 2,657,500 168,000
14) BCPV Programs 3,541,900 2,745,300 371,500 425,100 3,591,900 3,023,300 268,500 300 100 3,641,900 J 19a,300 268 500 175,100
b) Markellng & Development Inlat,ves 501,100 (501, 1 OO~ 596,100 t596,100 596,100 (596,100
6,367,400 5,402,800 872,600 92,000 6,417,400 5,680,800 86',600 (128,000 6,467,400 5,855,800 86',600 (253,000
Vehicle & EqUipment (Net) (36,700) (36,700) 0 (36.700) (36,700) 0 (36.700) (36,700) 0
1---'
15) CORPORATE SERVICES
a) Management Serv,ces 406,500 406,500 408,900 408,900 410,800 410,800
b) Corporate Secret anal 160,300 160,300 170,900 170,900 172.700 172,700
c) Development Office 269,900 269,900 271,700 271,700 272,700 272,700
d) CommUnications 341,500 341,500 341,500 341,500 341,500 341,500
e) Human Resources I Safely 249,400 249,400 2'3,'00 243,400 243 400 243,400
f) Office Services 535,500 535,500 553,500 553,500 559,000 559,000
g) Information Technology 464,300 215,000 249,300 154,900 154,900 156,300 156,300
h) Financial Services 498,900 250,000 248,900 495,600 250,000 245,600 '97,000 250,000 241,000
2,926,300 250,000 484,900 2,191,400 --
2,610,400 521,700 - 2,118,700 2,653,400 ____~2,700 _~~
Corporate Services % of TOlal Budget 7 S'Al H6% 75% - 15.6% 83% 172%
-------
OPERATING TOTAL 20,564,100 10,258,900 2 859,500 7 445,700 20,762,900 10,542900 2 183,300 7,4'5,700 20,953 900 10,7'8500 2,198,800 7.445.7~O
MNR Transfer Payment 626,800 626 800 626,800
Rouge Park Levy 251 ti I 0 167,743 83,872 251615 167.743 83,872 251,615 167.743 83,872
MUniCipal Levy -- _~8,9QQ. 6,818,900 ------- ------- - - - ~~!~:~~
-- -- --------~----- - - - ---0
Operating Deficit I (Surplus) 0 0
-- - - ---- -- --------- - -- -- .--.- ,---- --
Page 14
TORONTO AND REGION CONSERVA T/ON AUTflORITY
1999 OPERA T/NG & CAPITAL BUDGET IN BUSINESS PLAN FORMA T
--------- --
___ CAPITAL '1999 Budget 2000 Projected Estimates ---::--_2001 ProjectedEstimates
BUSINESS COMPONENTS Gross Program Ot/ler Net: Levy/ Gross Program Ol/ler Nel, Levy! Gross Program Olher Nel. L..y!
& ACTIVITIES Exeendirures Revenue Sources Gralll E:.-pendlwrcs Revenue Sources Gram Expenditures Revenue Sources Grant
$ $ $ $ I I I I I I I I
't:!.AI~~!.8UUltill
1) Walershed Stralegles ( Waterfront) 77 ,600 77 ,600 77,600 77,600 77,600 77,600
2) Resource MOnltoflng (VVaterfront) 121,200 121,200 121,200 121,200 121,200 121,200
BJillliliffiAIJQU
6) Regeneration Capital Projects
Waterfront Regeneration 2,448,900 100,000 562,200 1,786,700 2,395,000 100,000 2,295,000 2,100,000 100,000 2,000,000
Port Union Watefrontlmprovement 3,000,000 2,000,000 1,000,000 3,000,000 2,000,000 1,000,000
Etoblcoke Motel Stflp 2,200,000 1,100,000 1,100,000
Toronto RAP 1,143,000 205,200 937,800 1,000000 500,000 500,000 1,000,000 500,000 500000
Peet RAP 400,000 200,000 200,000 400,000 200,000 200,000 400,000 200,000 200,000
York RAP 400,000 200,000 200,000 400,000 200,000 200000 400,000 200,000 200000
Valley & Shoreline Regen 1,682,000 432,000 1,250,000 1,200,000 1,200,000 1,200,000 1,200,000
Flood Conlrol 500,000 500,000 600,000 600,000
Toronto Islands
BflckvlOrks 75,000 75,000
Arsenal Lands RemedlalJon 1,100,000 115,000 985,000
12,448,900 100,000 4,889,400 7,459,500 8,995,000 100,01)0 2,900,000 5,995,000 5,700,000 100,000 9Oll,OOO 4,700,000
7) Land Acqulslt'ons & Disposals 4,650,000 4,000,000 650,000 4,650,000 3,000,000 1,650,000 4,650000 3,000,000 1,650,000
MIEBSH~t;BIEt1J&.
Public Use Infrastructure Projects 282,000 141,200 140,800 282,000 "',200 140,800 282,000 141,200 140800
Kortrightlivlng Machine 50,000 250,000 (200,000j 150,000 350 000 (200,000 50000 150,000 1100,000
CORPORA~SEma~
Administrative Office 150,000 150,000 50,000 50,(0)0 50,000 50,000 ___
CAPITAL TOTAL 1?,779,ZOO 4,100,000 6,080,600 7,599,100 14,325,800 3,150,000 5,041,200 6,134,600 10,930800 3,150,000 ?,841,200 4,939600
MNR Transfer Payment 180,750 300,000 300,000
MUnlClpalLevy 7,618,350 6,034,600 ______________4~9,601l .~ .,.
Capital Deficit I (Surplus) (200,000) _ __..!~~ ___ _ __ ___ ______~~o,ooo -'1'/"
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SECTION II
Working' Together for Tomorrow's Greenspace I
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THE TORONTO AND REGION CONSERVATION AUTHORITY
BUSINESS PLAN 1999 - 2001
T ABLE OF CONTENTS
WATERSHED PLANNING:
1, WATERSHED STRATEGIES, , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , 1 '
2, RESOURCE MONITORING, , . , , , , , , , , , , , , , . , , , , . , , , , , , , , , , , , " ""'" 5
3, EDUCATION SERVICES, , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , 8
4, FLOOD WARNING/CONTROL """."""""""""""""""", 11
LAND USE PLANNING SERVICES:
5, PLANNING ADVISORYfTECHNICAL CLEARANCE/PERMITTING/COMPLIANCE
MONITORING, , , , , , , , , , , , , , . , , , , , , , , , , , , , , , , , , , , , , , , , , . , , , , , , , , , , , , 13
REGENERATION:
6, PLANNING & IMPLEMENTATION (INCLUDES CAPITAL) '" , , , ,,",' " " , , ,16
7, LAND ACQUISITION AND DISPOSALS ,""""",",',"""',',,',", 1 9
MANAGEMENT OF PUBLIC ASSETS:
8, PROPERTY SERVICES ",,"",",',',"',"","",',",',",""', 22
9, CA LAND MANAGEMENT , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , . , , , , , , , , , 24
10, WATER MANAGEMENT STRUCTURES, , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , 26
11, BCPV INFRASTRUCTURE, , , , , , " """"""""""""""','," 27
12, BUSINESS DEVELOPMENT " , , , , , , , , , , , , , , , , , , , , , , , , ' , , , , . , , , , " '" 28
WATERSHED EXPERIENCE:
13, RECREATION - CONSERVATION AREAS (With an Appendix) ",,"',"'" 31
14, BLACK CREEK PIONEER VILLAGE: PUBLIC USE PROGRAMS ","',,','" 33
CORPORATE SERVICE:
15, CORPORATE SERVICES, , , ' , , " """"""""""""""""",,36
15b, APPENDIX- DEVELOPMENT, MARKETING, AND CORPORATE
COMMUNICATIONS """"""""""""""""""""""",,39
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WATERSHED PLANNING
1. WATERSHED STRATEGIES
BUSINESS UNIT GOAL STATEMENT
Watershed strategies are customized management frameworks developed to
provide a rational approach to natural systems protection and restoration, public
education, recreation and cultural and heritage planning. Specific studies and
plans are undertaken leading directly to resource management activities including
habitat restoration, water quality improvements and related issues. Watershed
communit awareness ro rams are inte ral to strate im lementation.
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999/2001
Watershed Plans normally proceed through 3 Phases over a 2-3 year time frame:
Phase 1: State of the Watershed (SOW) Report
Phase 2: Strategy Development & Endorsement
Phase 3: Implementation and Refinement
Our goals are: to complete Watershed strategies for all major watersheds and the lake
Ontario shore area by the year 2001; to develop a periormance based monitoring
system based on ecosystem targets in support of the TRCA's implementation role in the
Toronto Remedial Action Plan; to provide strategic support to regional and local
municipalities in natural system planning and management including the Oak Ridges
Moraine, These strategies/initiatives recognize the environment as the basis for human
life and economic activity and seek to integrate the cultural and economic conditions of
the GTA in a manner that prevents further degradation of this environment and restores
the essential environmental capital of the region,
1999 2000 2001
Don Phase 3 Phase 3 Phase 3
Humber Phase 3 Phase 3 Phase 3
Etob-Mimico Phase 2 Phase 2 Phase 2-3
Highland Phase 1-2 Phase 2 Phase 3
Rouge Phase 3 Phase 3' Phase 3
Duffins & carruther's Phase 1 Phase 2 Phase 3
Waterfront Phase 1-2 Phase 2-3 Ph as e 3
(Including Petticoat ck.)
Oak Ridges Phase 1-2 Phase 3 Phase 3
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1999: Humber: Implementation of Legacy, development of a Humber Report Card, preparation
for designation of Heritage' River designation, implementation of community action sites,
completion of Fisheries Management Plan
Don: Implementation of Forty Steps, address targets in 'Turning the Corner, the Don
Report Card', implementation of community action sites, development action site,
development of a natural heritage strategy, watershed monitoring
Etobicoke-Mimico, formation of Task Force and strategy initiation, completion of Fisheriec
Management Plan
Highland. Completion of State of Watershed Report, Fisheries Management Plan, initiate
strategy development in partnership with City of Toronto
Waterfront including Petticoat Creek: Establish Waterfront Alliance, update integrated
shoreline management plans, concept site implementation
Duffins & Carruther's Creeks: Initiate development of a Watershed Strategy including
formation of a stakeholder committee and compilation of background studies,
Oak Ridges: Develop management strategy for the Oak Ridges Moraine, including
actions to protect significant features including groundwater and natural heritage
resources,
SERViCE LEVELS:
1999: new initiatives on the Oak Ridges Moraine, Highland" Duffins, and the EtobicokejMimico
Watersheds built mostly around new sources of funding, Work continues at a moderately
expanded pace on the Don, Humber, and the Waterfront.
2000-2001: At end of 3 years the Highland, EtobicokejMimico, Lake Ontario Waterfront and
Duffins and Oak Ridges Moraine strategies will be complete and in implementation phase,
The implementation activity will depend in part on the success of the Authority in
developing partnerships and alternative funding as shown, Increased staff time will be
directed at partnership development and securing funds for projects,
On-going reVisions take place within the context of implementation,
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FINANCIAL PROJECTIONS
Watershed Strategies 1998 1998 actual 1999 2000 2001
Don Strateqy- Expenditures 286,100 I 273.986 300.100 I 340,100 340,100
Federal, Municipal, Provincial, or donations 60,0001 67,695 60,0001 60,0001 60,000
Net Grant/Levy requirement 226,100 206,291 240,100 280,100 280,100
Humber Strategy- Expenditures 277 .200 308,517 305.100 355,100 380,100
Federal, Municipal, ProVlnclal, or donations 60,0001 95,488 60,0001 60,000 60,000
Net Grant/Levy requirement 217,200 213,0291 245,100 295,1001 320,100
Etobicoke-Mimlco - Expenditures 80,000 56,534 182,100 207,100 232,100
Federal, MuniCipal, ProVlncial, or donations 30,0001 6,674 110,200 110,200 110,200
Net Grant/Levy requirement 50,000 49,860 71,900 96,9001 121,900
Highland Cr\<- Expenditures 109,700 84,417 120,000 145,000 145,000
Federal, Municipal, ProVlnclal, or donations 20,000 9,063 20,000 20,000 20,000
Net Grant/Levy requirement 89,700 75,353 100,000 125,000 125,000
Rouge Strategy-cxpenditures 6,215
Federal, MuniCipal, ProVlnclal, or donations 6,215
Grant/Levy requirement 0 0 0 0 0
Duffins Strategy-cxpenditures 25,000 29,189 50,000 100,000 150.000
Other Provincial funding 25,000 29,189 25,000 25,000 25,000
Grant/Levy requirement 0 0 25,000 75,000 125,000
Oak Ridges Mora ine-cx penditures 100,000 150,000 200,000
CFGT 100,000 150,000 150,000
Grant/Levy reqUIrement 01 0 0 0 50,000
Portion in Waterfront Capital - Expenditures 84,600 76,891 77,600 77,600 77.600
Remedial Action Plan funding 0 0 0
Other Federal funding 0
Other Municipal, ProVlncial, or donations I 0 20 0 0 0
Capital Grant/Levy requirement 84,600 76,871 77,600 77,600 77,600
lTotal Operatinq Expenses 778,000 758,857 1,057,300 1,297,300 1,447,300
lTotal Capital Expenses 84,600 76,891 77,600 77 ,600 77,600
Ope ra ting -Le vy/Grant 583,000 544,533 682,100 872,100 1,022,100
Capita l-Levy/Gra nt 84,600 I 76,871 77,600 77,600 77.600
PROGRAM MEASURES
. Establishment of four new watershed task forces
. Continuation of Don and Humber watershed alliances
. Increased number of regeneration projects within watersheds
. Increased revenues from non levy/grant sources
. Measurable shift in understanding and stewardship
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BENCHMARKING
A major emphasis is to complete the identification of healthy watershed indicators for the nine
major watersheds, the Lake Ontario waterfront, and the Oak Ridges Moraine by 2001, These
benchmarks seek to integrate environment, society including human health and economy and
will be comparable to similar efforts throughout the Great Lakes Basin, In turn, these
benchmarks serve as a basis for establishing targets for the future and will be available to
determine environmental protection, recovery of ecological integrity, and cost efficiency,
IMPLEMENTATION / INTERGRATION ISSUES
Watershed strategies build on,the technical and resource capability of all sections within the
TRCA.
Heavy reliance is placed on the Resource Science Section to provide the science, recreational
and cultural heritage base (including GIS) for the development of the watershed strategies, The
implementation phase continues to rely on this section for target setting, research and deSign
advice,
Increasing emphasis will be placed on the role of the Education Section to raise the awareness
and understanding of the environmental issues,
TIle Development Services Section implement Watershed strategies on a daily basis addreSSing
the protection of the resources and identifying opportunities to provide for recovery of ecological
integrity,
The Development and Marketing Division develops the corporate sponsorship (financial
resources) and provides specific marketing assistance for various campaigns,
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WATERSHED PLANNING ,
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2. RESOURCE MONITORING I
BUSINESS UNIT / GOAL STATEMENT
Provide technical expertise in the identification, interpretation and management of natural
resource, interests of the Authority including Natural Hazards, Water Resources, Natural Heritage
Resources, Advance the development of scientific knowledge to facilitate better protection and
management of watershed resources, Provide accurate up-to-date resource information to
internal and external clients for decision making, program development, and project
implementation,
Technical expertise is fundamental in assisting our municipalities and community partners,
Accurate and current data is essential to ensure watershed management decisions, programs
and projects are developed effectively and in conjunction with other agencies,
STRATEGIC DIRECTIONS I PRIORITY ISSUES FOR 1999 -2001
Recent initiatives by the Authority have accelerated the need for technical expertise, analysis and
interpretation, The Authority's partnership agreements and streamlining efforts with our
municipal partners require accurate information and analysis to represent municipal interests
that have been delegated by the Province, Increased planning requirements for Authority lands
and the development of management plans is a priority activity,
The Authority, under the RAP Memorandum of Understanding, is developing a watershed
monitoring program to better define the health of our watersheds as well as developing Natural
Heritage Strategies for each of the watersheds,
Groundwater concerns in the Oak Ridges Moraine has prompted the Authority to take a
proactive role in working with municipal partners to develop groundwater management
strategies In our jurisdiction,
SERVICE LEVELS
. Respond to request for resource information to assist in the development of projects for
regeneration, watershed strategy development, property management.
. Provide solutions oriented analysis and recommendations related to resource information
to advance the protection and management of natural resource features,
. Increase services to external partners in the development of management strategies for
groundwater and natural heritage resources,
1999: Increased emphasis and funding has allocated to watershed monitoring activities
to better identify the health of our watersheds and set targets for future
management and protection, This has been identified in the Ecology section of
the Resource Monitoring budget.
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Natural Heritage Strategy development will be accelerated for watersheds such as
the Don Humber, Etobicoke, Mimico in 1999 and reflects an increase in the
Ecology component of the budget.
Revenues identified in the 1998 budget have moved to Special Project budgets
and have re,sulted in a decrease in Resource Management Planning and
Information Management.
2000 - 2001 Natural Heritage Strategy development activities will increase for 2000 - 2001,
Protection of Groundwater Resources will continue with increased emphasis on
the development of groundwater strategies,
FINANCIAL PROJECTIONS
Resource Inventory - Operating 1998 1998 actual 1999 2000 2001
Resource Management Plannrng 137,000 200,327 79,500 79,500 79,500
Ecology 139,200 141,234 260,900 300,900 300,900
En'o1ro Enqmeenng 200,400 238,242 203,700 253,700 253,700
Information Management 234,200 202,720 197,100 207,100 207,100
Adminlsirailon 135,4001 146.241 130,9001 130,900 130,900
otal Expenditures 846,2001 928,765 872,100 972,100 972,100
Program Re\€nue I Other 50,000 224,076 100,000 100,000 100,000
Special Project 50,000 0 0 0 0
Grant/Le-.y ReqUired r46,200 704,689 ff2,100 8r2,100 872,100
Resource Inventory - Capital 1998 1998 actual I 1999 I 2000 2001
Staff 101,900 93,6531 101,2001 101,200 101,200
Ser\lces 20,000 35,5981' 20,0001 20,000 20,000
0 01 01 0 0
otal Expenditures 121,900 129,2521 121,2001 121,200 121,200
Re\enue 1 I
Grant/Le-.y ReqUired 121,900 129,2521 121,2001 121,200 121,200
PROGRAM MEASURES
. Continued support of Authority programs and the development of effective partnerships
with external agencies and groups,
. Reliance on the Authority for technical expertise In areas of natural heritage
management, floodplain management, stormwater management.
. Reliance on the Authority for resource identification and recommendations on
implications and opportunities,
. Accurate up-to-date resource information in a format compatible for use by external
users,
BENCHMARKING
Municipal partners continue to rely on the services provided by Resource Monitoring activities,
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Recent agreements and partnership agreements underscore the support for provision of
technical expertise and resource in.formation management. Cost effectiveness is the basis for
the continued suppoPl:, Future benchmarking may compare service provided by the private
sector.
IMPLEMENTATION AND INTEGRATION ISSUES
Resource monitoring services are core to Authority programs and projects.
Resource information management provides accurate data to support the efforts of Development
Services in reviewing development applications for informed decision making as well as
information for the Management of Authority lands and Property Section activities,
Resource information management, combined with technical expertise supports watershed
strategy development and implementation activities such as regeneration projects and
community action sites,
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3. EDUCATION SERVICES
BUSINESS UNIT GOAL STATEMENT / DESCRIPTION
Conservation education,
. engenders support for conservation in general, as well as specific support for the Authority and its
watershed management activities by developing a knowledgable community and encouraging
Individual actions aimed at conserving natural heritage resources,
. is an integral component of the cUrriculum, There is a need and a demand for this kind of
programming and we are the logical providers,
. provides enriching opportunities for learning in a natural setting for students and residents,
particularly from the urban core,
The Authority brings conservation education to children attending elementary and
secondary schools within and adjacent to its watersheds, A variety of programs, linked to
the new Provincial Curriculum expectations, are delivered at four residential field centres,
at the Kortright Centre, and directly in the schools through "Watershed on Wheels" and
"RAP on Wheels" programs, Two of the four field centres are operated under a long-
standing formal agreement with three district school boards, The remaining two centres
are operated strictly on a user-fee basis, but also share their outdoor classrooms and
some services, through lease agreements, with other district board-operated facilities, All
programs are generally linked to the Authority's watershed health initiatives, while others
are specifically tied to TRCA projects eg, the deliverables flowing from the RAP
agreement. All centres and programs are available for a charge to youth groups and
adult groups when not in use by schools, Several new education program initiatives,
primarily flowing from the watershed strategies, are at various stages of development and
implementation,
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
. A major review of the Authority's education programs and services has been started, A
manager has been brought in to lead this review which is reflected in the 1999
expenditures,
. The development of a new financial strategy is a key outcome of this review; however, it
is too early to incorporate revenue and expenditure changes that will result.
. A review of the Kortright Centre for Conservation is nearing completion and over the next
two years new programming and exhibits will be implemented,
SERVICE LEVEL INFORMATION
Attendance levels: 1998 1998 Actual 1999 2000 2001
Kortrig ht: 150,000 119,933 140,000 150,000 150,000
Field Centres 36,000 39,123 36,000 36,000 36,000
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. Full attendance (school days completely booked) is projected at each of the four field
centres,
. Two summer credit programs at the Boyd FC (Archeology) and Lake St. George FC
(Environmental Science) are projected to continue,
. Weekend bookings from January to June are projected at approximately 65% capacity at
all four field centres, From September to December they are projected at approximately
50% capacity except at the Albion Hills FC which has been projected at 70%, These
service projections are consistent with 1998 actuals,
. Summer bookings (July/August) are projected at approximately 80% capacity at the Lake
S1. George and Albion Hills FC's, whereas no bookings are projected at Boyd and
Claremont, These service projections are consistent with 1998 actuals,
. WOW/RAP program bookings are projected to reach 6600 students in 1999 which is
twice the number of students reached in 1998, Expenditures and revenues reflect this
change,
Kortriqht Centre
. Unchanged pending a review,
FINANCIAL PROJECTIONS
Education 1998 1998 actual 1999 2000 2001
Field Centres- Staff 1,007,100 962,572 1,224,400 1,224,400 1,224,400
- Food costs 527,600 554,009 534,400 534,400 534,400
- Facilities & supplies costs 337,400 377,342 341,700 341 ,700 341,700
Total Expenditures 1,872,100 1,893,923 2,100,500 2,100,500 2,100,500
Operating -Revenue 1,385,600 1,409,847 1,420,800 1,420,800 1,420,800
-Other 527,700 496,947 560,900 560,900 560,900
Municipal Levy (41,200 (12,871 118,800 118,800 118,800
Kortright Centre -General 1,093,600 1,231,109 1,250,900 1,250,900 1,250,900
-Renewable Energy 71,100 70,791 8,500 8,500 8,500
-Food 44,000 39,881 79,400 79,400 79,400
lTotal Expenditures 1,208,700 1,341,781 1,338,800 1,338,800 1,338,800
Operating -Revenue 667,000 637,149 767,400 767,400 767,400
-Renewable Energy 71,100 60,723 23,000 23,000 23,000
-Food 63,700 51,093 95,000 95,000 95,000
Municipal Levy 406,9001 592,816 453,400 453,400 453,400
Capital: Kortright Centre Uving Machine 1998 1998 actual 1999 2000 2001
BUilding & Development 800,000 930.057 50,000 150.000 I 50.000
0 0
rrotal Expenditures 800.000 930,057 50,000 150.000 50,000
CFGT and Other 700,000 406.847 250,000 350,000 150,000
Reserves 100.000
Gra nt/Levy FundinQ 0\ 523.210 I (200,000 1200.000 (100.000
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PERFORMANCE MEASURES I
i
I n term of cost efficiency the Field Centres education program operate at about a 94% cost i
recovery level. Measures focusing on achievement of educational objectives are under !
development.
BENCHMARKING
-Comparison to similar facilities will be part of review,
IMPLEMENTATION / INTEGRATION ISSUES
-Support from Marketing, Watershed Strategies, and Corporate Communications are all linked to
this program and the overall objective of enhancing watershed awareness,
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WATERSHED PLANNING
4. FLOOD WARNING/CONTROL
BUSINESS UNIT GOAL STATEMENT/DESCRIPTION
This service is needed to reduce the risk to life or property associated with the natural
process of flooding through prediction of the location, niagnitude, timing, and impact of
potential events,
A clear indication of the continued importance and continuity of this activity is the
commitment of provincial grant for funding of flood warning activities,
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
Our goal is to continue providing these services and in consultation with our municipal
clients enhancing the service to more effectively meet their needs, This will be acheived
through the monitoring of weather and the collection of data to determine current
watershed conditions, forecasting of potential flooding, issuance of appropriate flood
messages, assisting in municipal emergency planning and includes communications
system requirement. Also included flood warning upgrades related to municipal client
requirements, Client groups include provincial, regions, local, school boards, general
public,
SERVICE LEVEL:
Will continue with the current level of flood control activities (ie, development and
maintenance of existing data, models, and facilities) and will upgrade approaches to
flood warning (using GIS technology) in order to support client demands, Provincial and
federal downsizing is anticipated to make it necessary for the Authority to absorb the
operating or closure costs of several stream gauging stations,
FINANCIAL PROJECTIONS
Flood \^..Grning 1998 1998 actual 1999 2000 2001
Staff 208,200 145,686 186,900 186,900 186,900
Services 27,8001 26,300 27,800 27,800 27,800
otal Expenditures 236,0001 171,9851 214,700 214,700 214,700
Special provincial 0 1,339 0 0 0
Other Municipal 01
Grant/Levy Funding 236.0001 170,646 214,7001 214,700 214,700
PROGRAM MEASURES
The key performance indicators are: adequate prediction, warning, and reduction of
impa~t of flood events (i.e, minimized property damage), Our goal is to continue
providing these services and in consultation with our municipal clients enhancing the
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service to more effectively meet their needs,
The TRCA is continuing to work with adjacent Conservation Authority's within a GTA
Flood Warning Task Force to ensure effiCiencies and consistency amongst authorities,
This work involves reviewing the sharing of resources, reduction in duplication, provision
of consistency in product and maximizing existing capabilities,
IMPLEMENTATION/INTEGRATION ISSUES
Flood warning is an integral component of most Authority activities For example, up to
date hydrology and hydraulic models are essential for developing flood and fill lines
which support plan review and enforcement of the Conservation Authorities Act., as well
as implementing the Provincial Floodplain Planning Policy, Data related to flood sites is
also a key component in developing Stormwater Management Strategies in land use
planning, All of the data bases developed for flood warning purposes also play key roles
in the development of Watershed Management Strategies,
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5. PLANNING ADVISORY/TEcHNlcAL CLEARANCE/PERMITTING/COMPLIANCE
MONITORING
GOAL STATEMENT/DESCRIPTION
Healthy watersheds directly contribute to the social and economic health of
communities. Through the land use planning and development process, risks
associated with natural hazards are avoided or minimized, environmental features
and functions are protected, restored and enha~ced and opportunities for public
use and enjoyment of watershed resources are planned and implemented.
This business unit provides clients, within the land use planning and development
industry, with information, analysis, recommendations and/or approvals on various
matters related to watershed management including natural hazards (flooding,
erosion and slope stability), natural heritage resources (valleylands, wetlands,
habitats, fisheries, etc.) and water resources (quantity and quality). The TRcA also
protects and advances its property interests.
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999 - 2001
There are three key service areas, summarized as follows:
Planning Advisory - Input and review of municipal planning documents and
infrastructure proposals, private development applications and
related studies such as subwatershed plans.
1999 to 2001 priorities in this key service area will be enhancing the quality of
information provided through our municipal partnerships. This will playa key role in
any implementation responsibilities of all or some provincial objectives for the
Rouge Park, Oak Ridges Moraine and other provincial policies under the Planning
and Development Act as a result of the Provincial service reduction. Negotiation
and facilitation skills will become increasing necessary as the litigation of Planning
decisions continues to increase. The development of the new City of Toronto
Official Plan will require a significant time commitment through 1999 and 2000.
Technical ~ Review and verification of various studies and reports that support
the approval of specific development proposals (eg. geotechnical
analysis).
I mprovement of information provided and'the'-streamlining of the delivery of
technical services for example, those related to stormwater management, sediment
control, etc. associated with development applications will be priority issue for 1999
to 2001.
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Permitting - Approval/refusal of construction projects affecting valleylands,
lakes, wetlands, rivers and streams (including areas prone to
natural hazards) pursuant to TRcA Fill, Construction and
Alteration to Waterway Regulations and other regulations
assigned through specific partnership agreements.
As a result of the recent changes to the cA Act, consultation with the Province on
the generic regulation and further revisions to the TRcA regulations will be
undertaken in 1999 to 2001. In 1999, develop and expand agreements (like the
current Don Watershed "One-Window" agreement) or delegation of approval
regulation to assume approval authority for related Provincial work permits(eg.
Lakes and Rivers Improvement Act). Other opportunities to ensure the streamlining
of work permits will be consistently reviewed.
SERVICE LEVELS:
1998 1999 2000 2001
Permit Applications Received 345 300 300 300
Planning Applications Received 1,515 1500 1500 1500
- Continued improvement in the information sharing to maximize value added
service delivery through pre-screening and reduced circulation of all types of
development applications. Completion of municipal agreements will enable
the realization of the revenue projections.
- Finalization of policy update will improve the consistency of information to
the development industry and municipal partners.
- Successful implementation of the DFO agreement will continue to
demonstrate the advantages of a streamlined development approval system.
- Early identification of issues and opportunities based on well founded policy
objectives and reduced comment time frames will limit the increasing trend
to litigation.
FINANCIAL PROJECTIONS
Land Use Planning 1998 1998 actual I 1999 2000 2001
Planning Advisory &Technical Clearance 414,900 366,027 381,850 421,850 421,850
Technical Support 153,400 242,499 138,000 138,000 138,000
Legal costs 50,000 117,307 50,000 100,000 100,000
Permitting 409,100 327,808 409,150 409,150 409,150
Technical Support 372,700 282,339 375,300 375,300 375,300
Legal costs I 25,000 19,061 25,0001 40,000 40,000
obi Expenditures I 1,425,1001 1,355,040 1,3(9,3001 1,484,300 1,484,300
Fees- Planning 300,0001 132,8911 300.000 300,000 300,000
Fees- Permitting 200,0001 262,908 200,0001 200,0001 200,0001
IGrantl Levy I 925,1001 959,2411 8(9,3001 984.3001 984,3001
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Financial Assumptions and Rationale
1999: User fees for planning advisory/technical clearance finalized and
implemented to almost 1 00%. New support staff costs annualized.
2000: Fee collection 1 00% in place. Increased servicing costs.
PROGRAM MEASURES:
Efficiency Indicators include:
. Volume against TRcA outcomes
. Activity against service delivery time frames
. TRcA expenditures against alternatives
. client needs against services
Effectiveness Indicators include:
. TRcA Watershed Report Cards performance measures
. Municipal Official Plan performance measures
. client needs against services
i MPLEMENTA Ti ON/i NTEGRA TION
The Land Use Planning Services is responsible for the implementation of the
policies/programs developed by the Authority within the Planning/ Permitting
approval process. This process provides legislative too'ls to implement to various
projects. As a result this service depends on all aspects to the Authority programs.
15
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6. PLANNING & IMPLEMENTATION (INCLUDES CAPITAL)
BUSINESS UNIT GOAL STATEMENT/DESCRIPTION
Promotes sound land stewardship practices .through the dispersal of sound technical
advice and assistance;
Partners with community groups to design and implement regeneration projects in scale
from community tree plantings to the integrated management of multi-year multi-million
dollar capital projects 'such as the Sylvan Drive Erosion Control Project;
Integrates environmental and public safety objectives while protecting lives' and property;
Satisfies the communtty and public need for a healthy natural environment thereby
improving the quality ot life,
The Authority provides expertise and technical leadership in delivering integrated
environmental restoration projects on a watershed basis. These activities support
Watershed Planning through the implementation of strategy activities such as:
- Stream rehabilitation and fisheries improvement;
- Fiood control projects such as Boiton by-pass channel;
- Valley and Waterfront Shoreline Erosion Protection and slope stability works
such as Sylvan Avenue project;
- Technical advice and assistance with respect to land stewardship issues to
private and public landowners, community groups and other public
agencies;
- Site remediation (soils clean-up) of environmental degraded sites such as
the former Polyresins/Domtar site in East York and the Arsenal Lands in
Mississauga;
- Design, management and implementation of environmentally sensitive
projects in partnership with community groups and public agencies;
- Propagation of native trees and shrubs for use in regeneration projects
undertaken in partnership with landowners, community groups and other
agencies;
- Development of regional waterfront parks such as Colonel Sam Smith and
Bluffers Park;
- Forest management planning, management and implementation on Authority
owned lands as it relates to the Managed Forest Tax Incentive Pr9gram;
- Design and implementation of the Natural Heritage Restoration Project within
the Regional Municipalities of Peel and York and the Remedial Action Plan
project within the City of Toronto.
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STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
It is assumed that our partners and the community at large will continue to deman,d the
implementation of integrated environmental projects on a watershed basis, Further, that
the Authority will continue to foster the special funding and partnership initiatives such as
Great Lakes 2000 Cleanup Fund, RAP, etc.
The Authority's goal, principles, and objectives for protection of life and property and the
rehabilitation of valley and stream corridors can be achieved through active remedial
works and resource management projects, Projects to reduce and eliminate existing
flood, erosion and slope stability hazards and to rehabilitate valley and stream corridors
are undertaken by the Authority on private and public lands, as well as Authority owned
lands, The Authority will promote active partnerships in i,mplementing its projects,
SERVICE LEVELS
The Authority does not project a major increase or decrease in the program activities,
However, it is assumed that our partners and the community at large will continue to
demand the implementation of integrated environmental projects on a watershed basis,
Should a shift in emphasis occur over the next three years the Authority has the
expertise, experience, integrated skill sets, and flexibility to respond to the requirements
of our partners,
FINANCIAL PROJECTIONS
Regeneration-Planning & Implementation 1998 1998 actual 1999 2000 2001
Operatlng- Planning & DeSign, Technical seNces 246,700 189,3081 238,300 238,300 238,300
-Nurserv Operations 203,500 309,9131 264,5001 264,5001 264,500
Plarninq & forest manaqement 137,600 357,7841 182,000 182,000 182,000
Habitat Restoration, Fisheries, Water quality, StudlE 599,800 502,876 654,800 654,800 654,800
[Total Operating Expenditures 1,18/,600 1,359,882 1,339,600 1,339,600 1,339,600
Operating .Re\€nue 433,100 332,459 512,500 512,5001 512,500
-Other ProlAnciall Federal 400,000 753,071 400,000 4{)(),000 I 400,000
Ooeratina .LewlGrant 354,500 274,351 427,100 427,1001 427,100
Capital: Waterfront Regeneration 3,464,427 2,104,684 2,448,900 2,395,000 2,100,000
Etoblcoke Motel Stnp Waterfront Park 2,100,000 1,192,286 2,200,0001 0 0
Port Union Waterfront Park 3,000,000 3,000,000 0
RAP Implementatlon- Toronto 1,491,900 1,101,005 1,143,000 1,000,000 1,000,000
- Peel 400,000 400,000 400,000
- York 400,0001 4{)(),000 I 400,000
lVallev & Shoreline Regeneration 1,801,900 1,631,984 1,622,0001 1,200,0001 1,200,000
lToronto Islands EroSion Control 0 937 60,000 01 0
Brickworks 188,000 147,984 75,000 01 0
!Arsenal Lands Remediation 4,800,000 1,358,816 1,100,000 01 0
Black Creek Channel Flood Control I 600,0001 600,000
Irotal Capital Expenditures 13,846,227 7,537,696 12,448,9001 8,995,0001 5,700,000
Capital -Re\€nue 50,000 858,721 100,000 100,0001 100,000
-Federal I Donations I Other I 5,561,0/ II 1,559,5961 4,889,4001 2,900,0001 900,000
Caoital -LewlGrant I 8,235,1501 5,119,379 7,459,5001 5,995,0001 4.700,000
17
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PROGRAM MEASURES
Quantitatively
- The accomplishment of actions such as: achievement of RAP objectives, increase
in forested areas, increase in length of rehabilitated streams, and remediation of
environmentally degraded lands,
Qualitatively
- The belief that our work has satisfied the public need for a healthy environment,
and thereby improved the quality of life,
IMPLEMENTATION/INTEGRATION ISSUES
Regeneration projects will continue with the direction established by the watershed
strategies,
18
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REGENERATION
7. LAND ACQUISITION AND DISPOSALS
BUSINESS UNIT GOAL STATEMENT/DESCRIPTION
To acquire greenspace lands that contribute significantly to the overall health of our
watersheds and to the quality of life within the GT A through the protection of the natural
and cultural heritage features and the maintenance of the ecological relationships and
functions, while providing opportunity for public use through linked open space
corridors,
Acquisition of property interests is achieved through fee simple purchases, easements,
deed restrictions and stewardship agreements as defined by the Authority's Strategy for
Acquisition and Disposal of land Assets, Acquisition and protection of greenspace and
hazard lands is essential for healthy watersheds, protection of natural heritage features
and hazard lands and is often required to facilitate regeneration projects, Acquisition is
implemented through the Authority's general Greenspace Protection and Acquisition
Project and special acquisition projects, which are undertaken as required, Fee simple
purchase is the preferred means of protecting greenspace,
Not all of the Authority's land holdings are required to maintain the regional greenspace
system, Land holdings are periodically reviewed with respect to their environmental
significance and regional openspace requirements, lands not fulfilling these
requirements are recommended for disposal, subject to an assessment of the current
market, and extensive public consultation process and the resulting revenues mainly
reinvested In high priority environmentally significant lands, Also dispositions reduce the
cost of property taxes and land maintenance associated with carrying lands which do not
support Authority watershed objectives,
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
Securing alternative funding sources for future acquisitions remains a priority as our
reliance on land sale revenues decreases,
A significant portion of the greenspace acquired by the Authority on an annual basis
includes purchases through the planning and development process at nominal cost.
Costs related to the acquisition of land through the planning and development process
including; legal, survey, environmental audits average $200,000 per year. Currently
these related costs are funded through land sales,
REVENUE INITIATIVES:
. develop a strategy for renewed commitment by all level of governments to the
protection of the regional greenspace system throughout our watersheds
19
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. partner with municipalities and agencies on special projects, ie: the Natural Areas
Protection Program'Rouge River & Niagara Escarpment and the accelerated
Pickering water front project
. The ConseNation Foundation of Greater Toronto through the Charles Sauriol
Environmental Land Trust has adopted the Habitat for Greenspace Project
. sell surplus lands over time as market opportunities dictate to maximize return
over the long term
. donations
SERVICE LEVELS
. balance revenues and expenditures on an annual basis
. acquire and sell land in a timely, efficient manner and at market value
. acquire property interests in lands required for regeneration projects within the
required time lines and at market value
. meet the Authority's and partners open space and environmental objectives
FINANCIAL PROJECTIONS:
Land Acq. & Disposals 1998 1998 actual 1999 2000 2001
Acquisition bJdgel 4,650,000 3,135,128 4,650,000 4,650,000 4,650,000
Projected Land Sale Re\€nue avalatie 3,250,000 2,889,551 3,000,000 3,000,000 3,ceo,ceo
Other Conall OIlS , Municipal, PrO\1naal, Federal I 1,400, ceo 245,578 1,650,000 1,650,0001 1,650,ceo
Munlopal CaptaJ Lev; 0 (1 0 0 0
Assumptions:
1 ) Acquisition of properties and funding levels will be determined by our ability to
raise funds through land sales, donations and partnerships, A renewed funding
partnership involving the municipalities, Provincial and Federal governments will
be vital.
2) The Province continues to support land acquisition through permitting the
Authority to retain the Provincial share of the proceeds from sales for the
purchase of high priority Greenspace properties,
3) There are lands surplus to the Authority's requirement that will generate funds for
acquisition in 1999, To maximize revenues based on fair market value while
ensuring compatible land uses,
4) The Habitat for Greenspace campaign will raise significant revenues for
acquisition starting in 1999/2000
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PROGRAM MEASURES
. Increased use 01 contract services, The Authority uses consultants for such disciplines as
survey, legal, appraisal and environmental audits because these services are only reqUired
on a limited basIs, While the Authority also utilizes consultants from time to time to assist
staff in property negotiations, experience has proved it is cost effective to use full time staff
with the requisite skills and knowledge of AuthOrity policies,
. Improved computer systems will provide some additional efficiencies in the delivery of this
activity ,
. quantity and quality of greenspace protected and the increased opportunities for public
use and enjoyment
BENCH MARKING
The Authority is presently the only agency that can provide comprehensive greenspace
acquisition requirements for its area of jurisdiction on a watershed basis, The
Conservation Authorities Act requires Provincial approval prior to land disposal, providing
additional protection for the preservation of greenspace lands,
Acquisition and protection of greenspace and hazard lands is within the mandate of the
CA Act and the policies of the 1980 Watershed Program, Valley and Stream Corridor
Management Program and the Greenspace Protection and Acquisition Project. The
importance of protecting regional greenspace resources and preventing development in
hazard areas is generally supported in local and regional Official Plans, Planning
measures alone have not adequately protected the greenspace, It is unlikely the
Provincial government will introduce legislation to prohibit development on
environmentally significant lands,
To advocate the protection of and to acquire and protect greenspace and hazard lands in
the context of the Lake Ontario Shoreline, our Watersheds and Oakridges Moraine,
continues to be one the major objectives of the Authority over the long term,
IMPLEMENTATION/INTEGRATION ISSUES
Acquisit\on of property interests is a key component into the following Authority
objectives and programs:
. Valley and Stream Corridor Management Program
. Lake Ontario Waterfront Regeneration Project
. Valley and Shoreline Regeneration Projects
. ESA Protection
. Watershed Recreation
The Authority property data base has been integrated into the corporate GIS,
21
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MANAGEMENT OF PUBLIC ASSETS
8. PROPERTY SERVICES
BUSINESS UNIT GOAL STATEMENT/DESCRIPTION
. Property management and administrative services relating to ownership of
land:
- maintain complete and accurate property data base;
- provide current property information to internal and external customers
- encroachment resolution;
- negotiate easements and minor sales (eg., r,oad widenings);
- negotiate property management and permission to enter agreements;
- deliver administrative services related to taxes, assessment, insurance;
- property acquisition services related to other Authority programs and
capital projects.
. I nsurance coverage and risk management for Authority land, buildings,
contents, vehicles, equipment and events. Insurance costs, with the
exception of liability insurance, are charged directly to programs.
. Review and appeal, when necessary, of assessments for Authority lands and
payment of realty taxes.
STRATEGIC DIRECTION/PRIORITY ISSUES FOR 1999-2001
. The Authority's tax costs are being reduced by the following methods:
a) With the provincial wide reassessment in 1998, staff will continue to
ensure that all Authority lands are classed and assessed appropriately, i,e,
Managed Forest Lands, Conservation Lands and Farm Lands.
b) Staff will appeal any assessments considered high on a year to year basis,
c) Staff will continue to pursue Management agreements with municipalities,
. All Authority buildings and contents will be reviewed and any buildings and
contents that would not be replaced in case of a loss will not be insured, The
Authority will continue its proactive risk management training of staff and regular
site inspections, Staff will continue to require indemnification agreements and
insurance from parties utilizing our lands where possible,
SERVICE LEVELS
. To minimize costs and risks and deliver services and products in a timely and
efficient manner:
- up-to-date mapping
22
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- up-to-date and accessible property information
- respond to inquires in a timely manner
- satisfactory and timely resolution of encroachment issues
- delivery of easements, minor sales (road widenings) in efficient and timely
manner
- delivery of agreements in a timely manner
. To minimize costs and exposure and maximize effective insurance coverage,
. Ensure taxes are paid on time and assessments are maintained at the lowest
possible amount to reduce the realty tax payments, Ensure that Managed Forest
lands, Conservation lands and Farm lands are p~operly identified so that they will
be taxed at the appropriate levels,
FINANCIAL PROJECTIONS
Property Services 1998 1998 actual 1999 2000 2001
Property Administration Staff 266,000 301,5791 260,500 243,500 244,500
Property Taxes (in this bUdget) 522,000 395,425 335,000 342,000 350,000
Insurence 86,500 83,0291 80,500 81,0001 82,000
otal Operating Expenses 874,500 780,033 ' 676,000 666,500 676,500
Operating - Re\enue 0 3,764 75,0001 01 0
Operating-levy/G'ent I 874,500 ((6,269 601,000 666,500 676,500
ASSUMPTIONS
. That no changes in insurance requirements will occur as a result of changes in
the Authority's activities in the next three years,
. That as a result of the 1998 and 1999 assessment appeals, the Authority will
receive $150,000 in tax reductions,
PROGRAM MEASURES
. Delivery of insurance coverage at the least cost to the Authority,
. Delivery of services and products in a timely and efficient manner,
. Realty taxes payments are minimized,
8ENcHMARKING
. Comparison of our insurance premium with other Conservation Authorities,
IMPLEMENTATION/INTEGRATION ISSUES
. Property Services provides land related, insurance, taxes and assessment
services on a corporate basis,
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MANAGEMENT OF PUBLIC ASSETS
9, cA LAND MANAGEMENT
BUSINESS UNIT GOAL STATEMENT
cA Land Management provides for basic property maintenance associated with
lands owned and directly managed by the TRcA, along with costs associated with
land ownership.
The goal of the Business Unit is to meet the Authority's legal requirements as the
land owner i,n terms of adequate maintenance and public safety, and to provide for
stewardship and environmental management of lands and other assets which have
been placed in the Authority's trust.
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
The costs outlined are based on the Authority's current inventory of directly managed
properties, As additional lands are purchased, or if lands currently under management
agreement revert to the Authority, costs will rise proportionately,
Current management practices on Authority lands need to be examined to ensure that
these are meeting the goal outlined above, In particular it is important to ensure that
adequate environmental stewardship is being carried out. If this is found not to be the
case, then additional resources Will need to be devoted to this activity
One solution to providing for a reasonable level of maintenance on Authority lands is to
pursue additional management agreements with local municipalities, This is a direction
which will require some resources and time over the next three years,
SERVICE LEVELS
At present the Land Maintenance Program prOVides for basic property maintenance
Including periodic garbage pickup, hazard tree removal on a complaint basis and other
activities in response to such requirements as local property standards by-laws and the
provisions of the Weed Control Act.
Staff also provide periodic patrols of Authority lands and respond repair or replace signs
and fencing as needed,
24
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FINANCIAL PROJECTIONS
CA LJnd Managerrent 1998 1998 actual 1999 I 2000 2001
Direct set'<ice Costs I 400,100 458,0931 454,6001 454,600 454,600
!Tax es/lnsuranc eJ O\€rhead I 182,000 142,785 140,8001 140,800 140,800
!Total Expenditures 582,100 600,878 595,400 595,4001 595,400
'Employment programs and other mlsc re\€nue 0 12,456 0 01 0
MuniclDal Lew 582,100 588,422 595,4001 595,4001 595,400
Capital: Public Use Infrastructure 1998 1998 actual 1999 2000 2001
Conser\6tion Areas 335,000 295,683 282,000 282,000 282,000
Other public facilities 34,177 01 0 0
atal Expenditures 335,000 329,859 282,000 282,000 282,000
Resef\.€s & other fundIng sources 167,500 181,289 141,2001 141,200 141,200
Munlcloal Lew 167,500 148,570 140,8001 140,800 140,800
PROGRAM MEASURES
The overall measure of success of the program would be that the Authority is meeting its
legal obligations as a land owner and is adequately managing its lands; and that there is
no deterioration in the condition of the existing infrastructure on Authority properties and
no environmental degradation on these lands, This would be determined through
periodic Inspection with resources to be applied on a priority basis to areas of concern
Staff would also monitor indications that requirements were not being met (for example
Weed Control Orders or public complaints) and would adjust resources accordingly,
BENCHMARKING
Authority maintenance levels fall below those used on similar lands by local
municipalities and the City of Toronto, As noted above, most activity is complaint-based
and there is at present no set maintenance and patrol routine,
At issue with regard to the Authority's activities in this area is adequate funding to cover
staffing and equipment. Should alternative sources of funds be obtained, it is hoped that
land maintenance will be able to be brought up to industry norms,
IMPLEMENTATION/INTEGRATION ISSUES
In developing land maintenance standards and practices, there is a need to better use
information generated though the Authority's Resource Science Section, This will assist
in ensuring that practices are "state of the art" and that resources are being applied
where they can offer the maximum environmental benefit.
25
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IMANAGEMENT OF PUBLIC ASS~TS I
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110. WATER MANAGEMENT STRUCTURES i
BUSINESS UNIT GOAL STATEMENT/DESCRIPTION
To continue to maintain the viability of water managemement structures so that they can
fulfil their intended purpose of reducing the risk to life & property,
ISTRATEG1C DIRECTIONS/PRIORITY ISSUES FOR 1999-2001 I
l
I To maintain the infrastructure of the various structures, other than buildings, which the
I I
i Authority owns and maintains, such as dams, channels, dykes, and other flood and ,
I
, erosion control structures,
I I
;
I SERVICE LEVELS I
I Status quo assuming that no new structures are built and no major emergency repairs I
I
I are required, A clear indication of the continued importance and continuity of this activity i
I is the commitment of provincial grant for funding of water management structures, I
I
FINANCIAL PROJECTIONS:
\N:!ter Managerrent Structures 1998 1998 actual 1999 2000 2001
Staff 46,400 59,102 69,700 69,700 69,700
Maintenance 55,2001 46,6721 41,000 41,000 41,000
!Total Expenditures I 101,600 105,1(3 110,700 110,700 110,700
Operating -Revenue 0 01 0 0 0
Lew I Grant I 101,600 105,773 110,700 110,700 110,700
IPROGRAM MEASURES i
I
- condition of structures
- # of "emergency" repairs I
- economic loss that would have occurred I
,
I
I
IIMPLEMENTATION/INTEGRATION ISSUES
It is also part of the Authority's Provincial mandate which includes flood and erosion
control. The Authority has a legal responsibility to operate and maintain dams, channels,
d kes and flood and erosion control structures,
26
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MANAGEMENT OF PUBLIC ASSETS
11. BcPVINFRASTRUcTURE
BUSINESS UNIT GOAL STATEMENT / DESCRIPTION
Black Creek Pioneer Village assets are held in trust by the Authority. There is a
basic requirement for maintenance of the assets whether the Village is operating or
closed. Detailed lists of the assets include 50,000 historical artifacts of regional
and provincial significance, 42 restored buildings, 2 burial grounds, the Visitors
c~ntre and maintenance shop.
STRATEGIC DIRECTIONS / PRIORITY ISSUES FOR 1999 - 2001
The objective is to achieve stable, cost effective storage and protection of buildings and
artifacts,
Black Creek Pioneer Village Asset management costs continue to reflect the estimated
value of maintaining the buildings and collections to a minimal acceptable, museum
standard without benefit of programs or other forms of exhibition,
SERVICE LEVELS
See Black Creek Pioneer Village, Watershed Experience
FINANCIAL PROJECTIONS
BCPV.Artifacts 1998 1998 actual 1999 2000 2001
Staff 357,000 357,092 365,500 365,500 365,500
Other 518,000 534,721 509,500 509,500 509,500
IT otal Ex pend! tures 875,0001 891,814\ 875,0001 875,000 875,000
Employment Progams end mlSC other funding 7,5001 24,314 0 0 0
Municipal LeVI 861,500 867,500 875,0001 875,000 875,000
KEY PERFORMANCE INDICATORS
Safe, cost effective storage; no deterioration of collection; buildings maintained at current
level of repair; insurable; placement of artifacts in "good home" as time and opportunity
permits,
IMPLEMENTATION/INTEGRATION ISSUES
n/a
27
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MANAGEMENT OF PUBLIC ASS!=TS
RENTAL, LEASE AND NEW LEASE DEVELOPMENT
BUSINESS UNIT GOAL STATEMENT/DESCRIPTION
. Administration of Authority owned rental/lease and special agreement properties:
- maintenance of various data bases related to property rental portfolio
- negotiate rental/lease agreements
- preparation of maintenance budget and schedule and monitoring rental/lease
budgets, ie: expenditures vs revenues
- advertise, screen and recommend potential tenants for vacant properties
- address tenant concerns,
. Assess, negotiate and implement new lease revenue opportunities,
. Rental properties provide an interim use, a measure of security for some of more
remote tracks and generate net revenue to the Authority to support watershed
activities, The demand for various types of public use on Authority lands and the
need for new revenue drives special agreement leases,
. New special agreements must be assessed and conform to stated TRCA
technical and public consultation policies to ensure the proposal is a compatible
and community supported use,
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
. Market value rent/lease can continue to be obtained
. Expenditures ie: taxes, maintenance etc, do not increase disproportiol}ately to
the revenues,
. The property rental/lease portfoliO Increases,
. That we have an inventory of land that is appealing to the market forces,
. That proposed uses are acceptable to the Authority and the community and can
be developed on available sites,
. It may take two to three years to get special agreements implemented and realize
revenues,
. It is also assumed that the Province will continue to permit the Authority to use
revenues from long term leases to offset costs of other Authority programs,
SERVICE LEVELS
. Maintain Existing Portfolio
. Increase rental/lease and special agreement portfolio,
. Market value is achieved for specified use and maximization of revenue potential.
Effective customer /tenant service,
28
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FINANCIAL PROJECTIONS
RENTALS 1998 1998 actual 1999 2000 2001
Re\€nues 673,000 686,206 760,0001 110,000 785,000
Expenditures 528,300 532,075 560,0001 557,300 523,3001
Net (Lew Reduction) 144,700 154,131 200,000 212.7001 261.700
SPECIAL AGREEMENTS (Leases)
Re\€nues 485,COO 503,091 555,000 712,0001 712,000
Resef\e contnbution 0 0 0
Expenditures I I
Related Legal & Property costs 110,600 166,211 131,9CO 131,9CO 131,9CO
Oe\€looment Staff costs 67,800 45,522 55,800 '57,700 59,700
Net re..enue' 306,600 291,292 367,300 522,4CO 520,400
ITotallew/arant reduction I 451,300 445,423 567,300 735,1001 182,100
PROGRAM MEASURES
. Optimum net revenues is achieved through balancing market value rent/lease vs
preventative maintenance program,
. Retain consultants to negotiate special agreements, Consultants have been
employed where special expertise is needed, ie: survey, legal, planning and
development. However, experience has proved it is much more effective to use
staff with the requisite skills and knowledge of Authority policies than consultants
on a full time basis,
. Wherever feasible, special agreements are structured so that the proponent pays
most of the costs,
BENCHMARKING
. Rental properties are turned over to municipalities where it is appropriate to do so, In the
City of Toronto, leasehold properties are routinely turned over to the City as part of the
Management agreement i.e, Bluffers Park, This has worked well where management
agreements are in place but typically municipalities are reluctant to provide property
management services,
. The property portfolio could be managed by a property management firm,
however the net revenues would decrease
29
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IMPLEMENTATION/INTEGRATION ISSUES
. Rental/lease - generally maintains current use (ie: house, agriculture) and is
considered to be an interim use and exclusive private use until full Greenspace
potential is realized,
. Special Agreement (lease) - generally represents an agreement with a
independent private operator to provide public use on Authority lands - must be a
compatible resource based use (Public Use Strategy) and may involve a change
in current land use or lease arrangement
. In the absence of management agreements, rental/lease and special agreement
properties cover the carrying costs and provide net revenues in support of
other Authority programs. It is also important for the Authority to control the
timing tor termination of the agreements in order to meet other corporate program
priorities as required,
30
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13. RECREATION - CONSERVATION AREAS
BUSINESS UNIT GOAL STATEMENT
Provide regional outdoor recreational opportunities to approximately 550,000
visitors a year from across the watersheds. Consists of a variety of facilities and
programs which support activities enhanced by the greenspace setting including
hiking, swimming, fishing and picnicking. Also provides regional tourism activity in
connection with major seasonal events, and two campgrounds.
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
The business unit continues to move toward being fully self funding. This will be
accomplished through additional activities which generate net revenue, and through
seeking additional opportunities to operate more efficiently,
A key direction and issue over the next three years will be ensuring that the programs
and activities offered are consistent with both the desires of the market, and the
Authority's Corporate Vision, as it evolves, DUring 1999, considerable effort will be
devoted to an overall review of the strategic direction of the Conservation Areas Section
with a view to setting a new course for the future, This review may involve a
reassessment of recreation offerings and a look at how, and by whom the Authority's
Conservation Areas are managed
SERVICE LEVELS
1998 1998 Actual 1999 2000 2001
Attendance 546,000 431,447 546,000 546,000 546,000
Active use Conservation Areas will continue to operate on a seasonal basis with
resources being concentrated during peak periods, through the use of seasonal staff,
Pedestrian access to Authority lands will be provided year round at all locations,
New programming in the area of corporate events and eco-~ourism activities was
conducted as a pilot in 1998 and will be expanded in 1999 and beyond, In addition we
continue to improve the facility and program offerings at active use Areas including
opening of a golf driving range at Bruce's Mill and inclusion of expanded boat and canoe
renal opportunities at several areas,
Capital Budget plans over the next three year period will be devoted to improvements in
basic service for visitors, The projects proposed will both improve existing infrastructure
and offer new facilities to visitors,
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FINANCIAL PROJECTIONS
Recreation 1998 1998 actual 1999 2000 2001
Expenditures 2,769,2001 2.721,8301 2,825,5001 2,825,500 2,825,500
Re\€nue I
Day Use programs 1,102,900 1,018,719 1,223,200 1,223,200 1,223,200
Camping 604,700 694,359 632, 1 00 632,100 632,100
Svvimming & SkIIng 136,COO 175,564 148,COO 148,COO 148,COO
Angling 135,COO 134,617 144,400 144,400 144,400
Food IStores & Misc 155,500 140,059 148,500 148,500 148,500
SpeCial E\€nts I Maple Syrup 324,500 331,337 361,3001 361,300 361,300
Re\enue Total 2,458,600 2,494,6551 2,657,5001 2,657,5001 2,657,500
Levy requirement 310,6001 227,1751 168,COO 168,COO 168,COO
PROGRAM MEASURES
- Attendance and net revenues for Business Unit activities
- levels of awareness of TRCA as measured by exit Interviews,
- Customer service ratings derived from visitor surveys,
- The environmental health of our Conservation Area sites
BENCHMARKING
Business Unit activities are comparable to some degree to large regional parks in the
GTA and beyond, Program measures, where applicable can be benchmarked against
the City of Toronto's regional parks, other Authorities, especially those in the GT A, and
the Niagara and St. Lawrence Parks systems,
IMPLEMENTATION/INTEGRATION ISSUES
The Conservation Areas depend heavily on the Marketing Section to assist with
marketing of programs and facilities, At present there is shared responsibility for both
development and implementation of marketing efforts, and budgets exist within both
sections, In principle, and in the long term, programs and activities which are self-
sufficient should be able to generate funds to cover marketing costs; there will still be a
need however to draw on specific expertise from the Marketing Section, This then
becomes an issue of staff time and priorities which requires coordination with other
Authority priorities,
As noted above a number of new programs have been initiated in the past year under the
auspices of the Group Sales unit of the Marketing and Development Division, These
activities take place in the Conservation Areas, and there is overlap both in terms of
program offerings and the implementation of activities, As the scope of these activities
expands there will be a need for increased coordination, and the question of where both
costs and revenues are allocated will need to be dealt with in a comprehensive way,
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Conservation Areas Section - Business Plan Appendix
, 1999 Operating Budget
Introduction
The projections contained in the 1999-2001 Authority Business Plan are built on
detailed analysis of Conservation Areas Section operations by location and activity,
Outlined below are the details of this analysis, including the justification of setting
detailed targets and the actions to be taken to reach those targets,
Albion Hills Day Use
This category includes all revenue producing activities at Albion Hills Conservation
Area, except winter activities, special events and campground operations, Overall
revenues are projected to be $155,000 in 1999, and increase of approximately $10,000
over the previous year,
ALBION HILLS DAY USE REVENUE ANALYSIS
1997 1998 Average 1999
1997-1998 Projections
Total $131,012 $1 45, 1 47 $138,079,69 $156,000
Paid Attendance $90,296 $106,982 $98,638,75 $111 , 000
Annual Passes $3,405 $4,222 $3,813,50 $4,000
Picnics $10,226 $15,424 $12,825,15 $19,000
Youth Group Camping $1,900 $1 ,900 $2,062,52 $2,000
General Retail $9,772 $2,627 $6,199,34 $5,000
Pedal Boats $5,385 $8,667 $7,025,99 $7,500
Food $10,029 $5,000 $7,514.45 $7,500
ALBION HILLS DAY USE ATTENDANCE ANALYSIS
1997 1998 Average 1999
1997-1998 Projections
Total 42,768 42,775 42,771 45,683
Paid Attendance 29,912 32,301 31,107 33,514
Annual Passes 11,906 9,584 1 0,745 11,248
Picnics* 10,660 10,145 10,403 10,403
Number of Bookings 98 70 84 84
Youth Group Campinq 950 890 920 920
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Conservation Areas Section - 1999 Business Plan Appendix pg. 2
Albion Hills Day Use Sales benchmarks
1997 1998 Average 1999
Projections
Admissions 42,768 42,775 42,771 45,683
Average admission per visitor $2,11 $2.50 $2,31 $2.43
Average total expenditure per visitor $3,06 $3,39 $3,23 $3.41
Average non-admission revenue/visitor $0,95 $0,89 $0.92 $0,99
Average picnic group size 109 145 127 124
Average picnic group expenditure* $334,01 $582,82 $458.41 $527,10
* (Ttl picnic revenue/ # bookings) + (Av, Grp Size * Av, Admission per visitor)
no 1998 weekly sales figures avail. for the food concession, the per person exp, & Av,
non-admission exp, are questionable
Increases in revenue for 1999 are built primarily on a projected increase in the number
of group picnics booked at the Area. At present, Albion Hills has excess capacity for
group picnics, even during prime periods, It is felt that with some active promotion of
group picnic opportunities at the location, the number of bookings for the season can
be increased,
Plans are well underway for the development and distribution of new promotional
material supporting group picnics at this, and other locations, In addition, Groups
Sales is working with Area staff to develop new full service picnic packages which
should assist in attracting new client groups, If these are successful, expenditures per
visitor should rise and revenues will increase more than currently projected, These
effects have not been included at present since these new approaches are currently an
unknown quantity,
Albion Hills Winter Activities
Revenue 1997 1998 Average 1999
. Projections
Total $68,955 $36,949 $52,952 $38,000
paid attendance $2,420 $2,887 $2,654 $3,000
ski passes $2,060 $3,048 $2,554 $2,000
trai I fees $26,807 $10,650 $18,729 $12,000
group trail fees $8,782 $3,128 $5,955 $2,000
ski equipment rental $19,782 $13,050 $16,416 $14,000
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Conservation Areas Section - 1999 Business Plan Appendix pg. 3
general retail $0 $616 $308 $1 ,000
food retail $9,104 $3,570 $6,337 $4,000
Attendance 1997 1998 Average 1999
Projections
Total 7,176 2,137 4,657 3,080
paid attendance 892 572 732 850
ski passes* 507 73 290 350
trail fees 4,126 792 2,459 1,200
group trail fees 1,295 592 944 450
pass person 356 108 232 230
* in 1997 a half-price pass was made available, unit sales went up dramatically and the
resulting revenue was down somewhat.
Albion Hills Camping
Revenue 1997 1998 Average 1999
Projections
Total $244,219 $314,568 $279,394 $320,400
unserviced sites $59,548 $47,402 $53,475 $64,757
serviced sites $113,717 $177,403 $145,560 $176,243
group sites $5,1 82 $5,304 $5,243 $4,000
Retail
fi rewood $15,747 $21 ,41 9 $18,583 $18,000
general retail $46,033 $54,360 $50,1 97 $52,000
other $3,992 $8,680 $6,336 $5,400
Attendance 1997 1998 Average 1999
Projections
unserviced permit nights 2367 2973 2670 3200
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Conservation Areas Section - 1999 Business Plan Appendix pg.4
serviced permit nights 7275 11 455 9365 11 400
group permit nights 21 16 18,5 16
Total 9663 1 4444 12053,5 14616
Indian Line Camping
Revenue 1997 1998 Average 1999
Projections
Total $302,184 $437,506 $369,845 $376,700
unserviced sites $67,089 $72,574 $69,832 $75,048
serviced sites $180,272 $290,298 $235,285 $237,652
Retail
firewood $7,081 $10,180 $8,631 $10,000
general retail $35,757 $44,908 $40,333 $35,000
other $11,985 $19,546 $15,766 $19,000
Attendance 1997 1998 Average 1999
Projections
unserviced permit nights 3531 3866 3698,5 4000
serviced permit nights 1 0391 15996 13193,5 13200
Total 1 3922 19862 16892 17200
Glen Haffy Day Use
Glen Haffy Oay Use is projected to show an increase in revenue of about $10,000 in
1999, This is predicated on an increase in paid attendance of almost 3,000 visitors,
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GLEN HAFFY DAY USE REVENUE ANALYSIS '
1997 1998 Average 1999
1 997-1 998 Projections
Total $113,496 $120,927 $117,211 $134,100
Paid Attendance $59,481 $62,237 $60,859 $71 ,700
Annual Passes $4,192 $4,808 $4,500 $4,500
Picnics $810 $3,870 $2,340 $4,500
Youth Group $3,730 $2,965 $3,348 $3,300
Camping
Hatchery Tours $530 $81 $306 $500
General Retail $5,724 $5,882 $5,803 $6,300
Food $5,780 $1,239 $3,510 $1,600
Total Angling Fees $32,250 $34,882 $33,566 $36,000
Angling Fee - Adult $28,434 $30,963 $29,699 $32,848
Angling Fee - Child $3,816 $3,919 $3,868 $4,352
Equipment Rental $786 $834 $810 $800
Fish Retail/Bait $212 $4,129 $2,170 $3,700
Sales
GLEN HAFFY DAY USE ATTENDANCE ANALYSIS
1997 1998 Average 1999
1997-1998 Projections
Total 26,405 24,801 25,603 29,543
Paid Attendance 19,720 18,837 19,279 21,702
Annual Passes 4,819 4,777 4,798 4,798
Picnics* 3,035 0 1,518 1,518
Youth Group Campinq 1,865 1,186 1.526 1,526
The increased attendance included in the budget is projected to come from picnic
activity, It is hoped that increased demand for groups picnics at Albion Hills will have a
spinoff effect in terms of providing overflow picnic groups for Glen Hatty, There is
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currently significant excess capacity for picnics at Glen Haffy, allowing us to move any
demand which we cannot accommodate elsewhere to this location,
Glen Haffy Day Use Sales benchmarks
1997 1998 Average 1999
Projections
Admissions 26,405 24,801 25,603 29,543
Average admission per visitor $2,25 $2.51 $2,38 $2.43
Av, Admission + Angling Fee $3.47 $3,92 $3,70 $3,65
Average total expenditure per visitor $4,38 $4,88 $4,63 $4,54
Average non-admission exp,jvisitor $2,13 $2,37 $2,25 $2,11
Av, Fishinq exp, per visitor $1,26 $1,61 $1,43 $1,37
Glen Hatty Headwaters Trout Ponds
Glen Haffy Headwaters Trout Ponds
1997 1998 Average 1999
1997-1998 Projections
Total Rental Revenue $13,208 $17,344 $15,276 $15,400
Net Rental Revenue $12,344 $16,209
T ax on above $864 $1, 1 35
Number of Bookings 60 77 69 69
Attendance 3,163 4,457 3,810 3,810
Average Exp, per group $220,14 $225,24 $222,69 $224,82
Average Exp, per person $4,18 $3,89 $4,03 $4,04
At present there IS little capacity to increase bookings during prime periods at the Glen
Haffy Headwaters Trout Ponds, It should be noted however, that some discussion has
taken place with regard to tying this facility into eco-tourism initiatives, and, if this is
successful, further revenues should be forthcoming, Additionally, the Fly Fishers' Club
experienced modest success in 1998, and the program will be expanded for 1999,
Boyd Day Use
Boyd Conservation Area is projected to perform on a par with recent years, There are
no immediate changes in the Boyd operation planned for 1999; figures have been set
conservatively to account for annual variations related to uncontrollable factors,
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Possibility of increasing picnic revenues with 2 additional picnic shelters - high end
sites, extra revenue for basic bookings and opportunity for growth in the number of day
campers,
BOYD DAY USE REVENUE ANALYSIS
1997 1998 Average 1999
1 997-1 998 Projections
Total $210,745 $203,019 $206,881,95 $190,000
Paid Attendance $179,938 $172,449 $176,193,50 $163,000
Annual Passes $2,367 $2,114 $2,240,50 $2,000
Picnics $25,439 $25,781 $25,610,00 $23,000
Youth Group Camping $3,001 $3,001 $2,499,78 $2,000
General Retail $0 $0 $0,00 $0
Food $0 $676 $338,17 $0
BOYD DAY USE ATTENDANCE ANALYSIS
1997 1998 Average 1999
1 997-1 998 Projections
Total 57,057 45,744 51 , 401 50,475
Paid Attendance 52,981 42,453 47,717 46,798
Annual Passes 2,576 2,492 2,534 2,527
Picnics* 29,675 0 1 4,838
Youth Group Campinq 1.501 799 1,150 1,150
Boyd Day Use Sales benchmarks
1997 1998 Average 1999
Projections
Admissions 57,057 45,744 51 ,401 50,475
Average admission per visitor $3,15 $3,77 $3.46 $3,23
Average total expenditure per visitor $3,69 $4.44 $4,07 $3,76
Averaqe non-admission revenue/visitor $0,54 $0,67 $0,60 $0,53
Improvement in the revenue performance of Boyd is a major objective for the
Conservation Areas Section over the next few years, It is unlikely that any of the efforts
which might be initiated in 1999 would show up on the bottom line immediately, but it is
suggested that significant improvements for net figures can be predicted for
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subsequent years,
Heart Lake Day Use
Heart Lake Conservation Area is in a similar situation to Boyd in terms of projected
periormance for 1999, No major new initiatives are planned, and revenues and
attendance have therefore been projected conservatively,
HEART LAKE DAY USE REVENUE ANALYSIS
1997 1998 Average 1999
1997-1998 Projections
Total $262,595 $255,514 $259,054,18 $258,500
Paid Attendance $190,637 $181,165 $185,900,95 $184,000
Annual Passes $11,689 $9,583 $10,636,00 $9,000
Picnics $16,846 $17,327 $17,086,28 $17,000
Youth Group Camping* $1,227 $3,270 $2,248,35 $2,000
General Retail $1 , 1 06 $1,607 $1,356,74 $1, 500
Boat Rentals $17,780 $20,725 $19,252,50 $23,000
Food $17,542 $15,449 $16,495,27 $16,000
Bait Sales $5,768 $6.388 $6,078,09 6,000
* dramatic increase in group camp revenues is a result of signing an agreement with an
overnight hockey camp - they will not be returning in 1999,
HEART LAKE DAY USE ATTENDANCE ANALYSIS
1997 1998 Average 1999
1 997 -1 998 Projections
Total 63,306 61,217 62,262 61,663
Paid Attendance 57,453 54,312 55,883 55,307
Annual Passes 5,240 5,596 5,418 5,344
Picnics* 18,350 0 9,175
Number of Bookings 160 0 80
Youth Group Camping 613 1,308 961 1,011
Number of Bookings
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Heart Lake Day Use Sales benchmarks
1997 1998 Average 1999
1997-1998 Projections
Admissions 63,306 61,217 62,262 61,663
Average admission per visitor $3.01 $2,96 $2,99 $2.98
Average total expenditure per visitor $4,15 $4,17 $4,16 $4,19
Averaqe non-admission revenue/visitor $1,14 $1,21 $1,18 $1,21
The only significant increase in revenue is one of about $2,000 in boat rentals, This is
related to fee changes and the addition of canoes for the entire 1999 season,
Bruce's Mill Day Use
Revenues for Bruce's Mill Day Use has been increased by approximately $20,000 for
1999, This is reflective of an increase in attendance of 5,000 visitors.,
BRUCE'S MILL DAY USE REVENUE ANALYSIS
1997 1998 Average 1999
1997-1998 Projections
Total $193,280 $178,845 $186,062,61 $198,000
Paid Attendance $148,041 $144,438 $146,239,25 $154,000
Annual Passes $5,469 $3,928 $4,698,50 $5,000
Picnics $25,360 $23,290 $24,325,01 $25,500
Youth Group Camping $6,986 $6,986 $6,560,23 $7,000
General Retail $1,113 $0 $556.46 $3,000
Canoe Rentals $0 $1 ,054 $1,500
Food $6,312 $0 $3,156,16 $ 2,000
BRUCE'S MILL DAY USE ATTENDANCE ANALYSIS
1997 1998 Average 1999
1 997-1 998 Projections
Total 52,197 50,782 51 ,490 56,402
Paid Attendance 46,324 44,275 45,300 47,206
Annual Passes 2,380 4,053 3,217 6,722
Youth Group Campinq 3,493 2,454 2,973 2,473
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Bruce's Mill Day Use Sales benchmarks
1997 1998 Average 1999
Projections
Admissions 52,197 50J82 51 , 490 56,402
Average admission per visitor $2,84 $2,84 $2,84 $2,73
Average total expenditure per visitor $3,70 $3,52 $3,61 $3,51
Averaqe non-admission revenue/visitor $0,87 $0,68 $0,77 $0,78
The attendance increases shown are projected based on enhanced promotion of group
picnics and increased regular use from local residents, As noted above, we are
undertaking initiatives to enhance our promotion of group picnics, In addition, a
number of measures have been implemented to increase the awareness of.local
residents as regards Bruce's Mill and its programs, These efforts have been supported
by Whitchurch-Stouffville, and are a part of the Town's efforts to increase both tourism
and local awareness of recreation opportunities, It is hoped that these efforts will be
reflected in more frequent local visitation and the sale of area passes,
Bruce's Mill Driving Range
High end revenues for a driving range in the Greater Toronto Area are in the $300,00 to
$600,000 range based on a May to October season. The Bruce's Mill range would be open
during operating hours seven days a week for June, July, August and weekends in May and
September, This would be a total of 115 days, Based on a average bucket price of $ 7 (
current market average IS about $8) and assuming fifty tees, and a 30 minute/bucket use,
the range would generate a maximum of $ 700/hr (100 buckets/hr) at full capacity,
Sales Projections
Sales Interval Buckets Sold in Time Revenue
(Hours) Interval
Weekend/Holiday Days 408 10150 $71,050
Revenue Projections
Weekday Revenue Projections 36 1200 $8,400
One Day Total
Avg, Week Totals (non-holiday) 144 4400 $30,800
Season Total 588 17700 $110,250
Additional sales revenue will be realized from golf ball sales, rentals and refreshment sales,
Petticoat Creek Day Use
Petticoat Creek experienced strong attendance and swimming use in 1998 due to hot
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summer weather, Since these circumstances are not assured for 1999, revenue and
attendance estimates are conservative,
PETTICOA T CREEK DAY USE REVENUE ANALYSIS
1997 1998 Average 1999
1 997-1 998 Projections
Total $367,854 $414,705 $391,279,29 $356,500
Paid Attendance $173,452 $186,680 $180,065,88 $164,000
Annual Passes $138 $0 $69,00 $0
Picnics $17,477 $22,048 $19,762,64 $18,000
Swimming $95,833 $116,750 $106,291 $95,000
Swimming Passes $20,597 $23,501 $22,049 $19,000
General Retail $422 $702 $562 $500
Refreshment Booth $53,668 $60,653 $57,161 $55,000
Mobile Store $6,267 $4,370 $5,319 $5,000
PETTICOA T CREEK DAY USE ATTENDANCE ANALYSIS
1997 1998 Average 1999
1 997-1 998 Projections
Total 75,309 82,870 79,089 72,734
Paid Attendance 74,542 81 ,991 78,267 72,030
Annual Passes 8 1 5 0
Swimming Pass Attendance 758 877 818 704
Picnics* 21,010 0 10,505 1 0, 505
Number of Bookings 171 0 86 86
Petticoat Creek Day Use Sales benchmarks
1997 1998 Average 1999
Projections
AdmiSSions 75,309 82,870 79,089 72,734
Average admission per visitor $2,30 $2,25 $2,28 $2,25
Average total expenditure per visitor $4,88 $5,00 $4,94 $4,90
Averaqe non-admission revenue/visitor $2,58 $2,75 $2,67 $2,65
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Given that proposals by the Town of Pickering to operate Petticoat Creek have not been
fully dealt with, the long term operation of the area is still unclear, As a result, no capital
improvement or new programming for the area is currently proposed, Once the future
of Petticoat Creek has been clarified, it will be possible to embark on a program aimed
at long term enhancement of the facility and its net revenue,
We will continue to promote swimming to local residents through couponing in the
community newspaper, This approach was well received in 1998,
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Commercial Filming
It IS very difficylt to budget for this type of revenue, We have established some history
and a strong reputation with the Ontario Film Development Library and often get
referrals through them, We are also placing an ad in the new publication for film
directors, Given the amount of revenue being self-generated here, it is worthwhile to
invest a little bit of money into letting the right people know we are here,
The Little Men production has renewed its agreement with us for a second year at a
higher rate, and thus we will recognize an additional $9,000 from them alone,
Commercial Filming in Conservation Areas
1997 1998 1999
Projected
/Albion Hills $4,279 $4,572 $2,000
Boyd $17,189 $5,398 $3,000
Bruce's Mill $2,054 $1,590 $2,000
Glen Haffy $1,061 $1 , 1 22 $0
Greenwood $3,178 $8,640 $20,500
Heart Lake $16,911 $1,223 $5,000
Indian Line $4,699 $11,043 $3,000
Kortrj 9 ht $595 $780 $0
Petticoat Creek $250 $22,260 $2,000
$50,214 $56,628 $37,500
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14. BLACK CREEK PIONEER VILLAGE: PUBLIC USE PROGRAMS
BUSINESS UNIT GOAL STATEMENT & DESCRIPTION
Operation of living museum which is a regionally significant tourist attraction
drawing approximately 200,000 visitors a year. Based on a collection of Provincially
significant cultural heritage resources including 45 heritage structures, over 50,000
artifacts and the original homestead of an early pioneer family in the region.
Management and interpretation of these resources in order to educate the public
about the significance of their cultural heritage as well as the impact of natural
resources of the nineteenth century on settlement patterns and the economic
development of Canada.
The program accomplishes the following:
- Increases awareness of cultural and natural heritage resources in the watershed and the
connection between the two,
- Preserves cultural heiltage assets which typify' pre-Confederation Canada and which were
relocated from throughout the region prior to their potential destruction by development pressures,
- Creates economic spinoffs through Its contribution to tourism In the re~ion,
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
In 1999, funding is provided for development of a new strategic plan for the Village for the years 2000 to
2002, This will build on the original 1997-1999 bUSiness plan, the primary goal of which was to achieve
program self suffiCiency, Significant decline in 1998 attendance occurred not only at Slack Creek but at
many attractions and heritage sites throughout the GT A, Priority In 1999 IS to begin to reverse this trend,
Revenue to bring program costs well on the way to self suffiCiency by the end of 1 999 will be generated
from a number of new and developing sources, A new strategic direction targeting the baby boomers and
older adult market was introduced in 1998, which represents new and untapped opportunities for Slack
Creek over the long term, The family market Will continue to be the primary attendance market In 1999,
guided by outSide entrepreneurial expertise, Slack Creek will create a three year revenue development plan
to establish directions and partnerships to achieve program financial self sufficiency" Major shifts in
programming, theming, retailing, and marketing focus to suit relevant markets will result In attendance
growth over the next two years as well as projected increases in per capita spending as a result of more
retail and food Initiatives,
In addition to attendance growth, additional admission revenues will be generated by an Increase In
parking fees In 1999,
Retail operations' at Slack Creek have been redeSigned follOWing a comprehensive audit, to suit new
market opportunities, A limited number of physical changes have been made to the main Gift Shop in
1998, with the pOSSibility of further and more substantial structural changes once the store profits Increase.
With respect to retail in the restored Village, the Laskay Emporium has been converted into 100% retail
space, consolidating and increasing the availability of reproductions and select products viSitors are
Interested In urchasin as art of their viSit ex erlence Creatin the Slack Creek brand of roducts was
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introduced in 1998 with additional growth in 1999 and beyond, The addition of the point of sale system,
linking admissions and retail will enable Black Creek to operate more efficiently, track visitor spending, and
control inventory,
Revenue generation from one on- site food outlet and Catering is expected to grow, One restaurant will be
operated daily in the refurbished Half Way House and adjacent patio, themed to complement the
garden/herb programs, Food revenues are prOjected to increase as a result of the growth In attendance
and innovative food programs to attract new target markets, To address school group and other general
requirements, basic service through vending machines and a coffee cart In the Visitors Centre was
Introduced In 1998 and will continue to be available, In 1999, cosmetic Improvements to two banquet
rooms in the Visitors Centre (now 15 years old) will create a more appealing atmosphere and help attract
business An aggressive sales plan to sell the Village year round for catered functions was initiated in 1998,
and sales'targets for 1999 and beyond reflect growth from new corporate sales business and strong repeat
corporate business, Revenue from wedding business is projected to remain stable in 1999.
A new program format was rolled out in 1998, with three seasonal productions and increased daily
demonstrations and activities, aimed specifically at the Baby Boomer market. This approach capitalized on
trends to attract first time visits, and secure repeat visits. The program for 1999 has been consolidated into
two productions, with 1998 themes expanded in 1999 based on program evaluation and visitor surveys
Special attention in 1999 will be directed activities to encourage involvement of the whole family,
Heritage gardens will be a major future them e at Black Creek, In 1999, a strategy and business plan for
heritage gardens will be developed In consultation with a number of interested groups and potential
partners,
An aggressive approach will be taken by the Development and Marketing Department to build partnershlp/
sponsorship opportunities between the corporate sector and TRCA, including Black Creek, Cross
promotion Initiatives Will extend Black Creek's marketing reach and appeal In 1999 and beyond, and an
integrated marketing plan will maximize and extend resources to reach target markets,
The goal of making public use programs at Black Creek substantially self funded remains,
SERVICE LEVELS
Service levels will remain level With 1998 and Will be evaluated on benchmarks set in 1997 and 1998,
Performance will be measured in a number of ways: Cost and revenue on a per capita basis including a
comparison to other Toronto area museums, attendance targets (general, school, and group sales), retail
and food sales targets, and visitor surveys,
1998 1998 Actual 1999 2000 2001
Attendance 199,000 156,000 175,000 200,000 200,000
Assumptions:
- Target market shift demonstrates results, See new revenue diSCUSSion,
- Minimal customer resistance to increased parking fees,
- Marketing and development targets are achieved,
- Costumed interpretive staff and new entertainment forms are present in approximately current
34
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numbers,
- to have well maintained and, preserved physical assets that will be attractive to visitors and
generate revenue that can be used to carry out our curatorial role at a level better than the bare
minimum,
FINANCIAL PROJECTIONS
BCPV: Public Use Programs 1998 1998 actual 1999 2000 2001
Expenditures 3,123,800 3,186,985 3,541,900\ 3,591,9001 3,641,900
Re\enue
Admissions/Parking 625,000 586,9(6 633,000 633,000 633,000
Education program 276,700 287,320 295,800 295,800 295,800
Retail Sales / Food 1,573,500 1,494,873 1 ,663,800 1,838,800 2,013,800
CFGT / Memberships / Sponsorships 0 220 100,0001 100,000 100,000
E\ents, FaCIlities & other 94,100 70,336 155,(00 155,7001 155,700
Re\enue Total 2,569,300 2,439,725 2,848,300 3,023,3001 3,198,300
Pro\1ncial Museum Grant 200,000 208,335 268,500 268,5001 268,500
Lew requirement 354,500 538,925 425,100 300,100\ 175,100
PROGRAM MEASURES
-Attendance and revenues interpreted in context of weather and length of operating season,
- Customer service ratings derived from VIsitor surveys
- levels of awareness of TRCA as measured by exit interviews,
- long term preservation of cultural heritage assets
BENCHMARKING
Comparison With per capita revenues/expenditures at other Toronto area and, to some extent, Southern
Ontario, heritage sites,
IMPLEMENTATION/INTEGRATION ISSUES
In 1998, creation of the Marketing and Development DIVISion resulted In an opportunity to integrate
marketing, sales and communications across the organization The Marketing Strategy for Black Creek is
developed In the context of the AuthOrity's overall marketing plans to ensure a consistent approach and to
take advantage of economies of scale and jOint marketing opportunities,
35
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CORPORATE SERVICES
15. CORPORATE SERVICES
GOAL STATEMENT / DESCRIPTION OF ACTIVITY
Corporate Services includes internal activities and support services which allow for
the efficient delivery of Authority's programs. The main activities are:
Management - The offices of the CAO; Director, Watershed Management; and Director,
Finance and Business Development, together with support staff and resources are
grouped under this category,
Corporate Secretariat - Includes costs for Authority members and staff support directly
related to the conduct of meetings and for the preparation of agendas and minutes, as
well as certain corporate provisions for legal, insurance, and membership fees for
Conservation Ontario,
Human Resources Management - Human resources management encompasses
recruitment and compensation; staff training and development; performance
management; organizational planning and auditing; health and safety,
Development Office (See Appendix) - The staff and administrative resources required
for the management of the Authority's and Conservation Foundation's fundraising efforts
have been combined to form this unit.
Communications (See Appendix) - Communications consists of a variety of activities
aimed at increasing awareness of and support for Authority objectives,
Information Technology - The information technology group provides the following
services: systems planning; local area network and software application development
and support; systems analysis, training and security; telecommunications management.
Office Services - Included in this category are:
Equipment purchases, rentals and maintenance
Supplies computer supplies, stationery, etc.
Services printing, courier, postage
Utilities telephone, hydro, gas, water
Building\grounds - supplies, security, maintenance contracts
Lunchroom head office lunchroom operation
Financial Services - Includes budget, accounting, financial management, banking and
audit services, Also, includes the costs of related computer systems, Interest earnings
on cash flow balances are associated with this category,
36
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STRATEGIC DIRECTIONS / PRIORITY ISSUES FOR 1999 - 2001
See Appendix for specific Development Office discussion,
The Authority must develop a corporate strategy that will ensure programs are
adequately funded, while placing less reliance on government sources, Based on recent
experience, it is evident that the Authority can not rely entirely on either provincial or
municipal funding sources to implement the business plan, The task before it is to
develop other sources of revenue, not only to replace diminishing government sources
but also to allow the business to grow,
In order to implement the business plan, in addition to searching for revenue alternatives,
the corporate strategic plan also envisions effective work units equipped with the
appropriate technological tools, This implies the hiring of competent staff, who are
provided with sufficient training and development opportunities,
The original three year plan, 1996 to 1999, made certain inroads into revenue generation
and with the financial crisis at hand, The strategic plan for the next three years, to be
prepared later this year, will begin to address how the business can be grown,
SERVICE LEVELS
A key assumption is that, on balance, there will be no significant change in the volume of
work undertaken within the various business units of the Authority, over the next three
years, For example, if the volume ot transactions diminishes, the need for services will
decrease proportionately,
A major issue for the year 2000 is to ensure the Authority's computer applications and
telephone systems can handle the change in dates as we begin the new millennium,
The Y2K audit, which is almost complete, has revealed the need to replace the head
office telephone, at a cost of almost $200,000,
Specifically, the service level objectives include:
. To continually reassess programs to ensure they are relevant;
. To create a work environment which attracts highly skilled and motivated
employees;
. To administer a system to effectively collect and report financial information;
. To provide a safe and comfortable work environment;
. To provide staff with effective technological tools as part of our information
systems strategy, introducing new technologies that add to productivity;
. To deliver effective performance measurement;
37
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FINANCIAL PROJECTIONS
Corporate Services ' 1998 1998 actual 1999 2000 2001
CAO / Di'<1slonal Manaqement & Support 513,900 407,545 406,500 408,900 410,800
Coroorate Secretanat 177,900 178,8681 160,3001 170,900 172,700
De-.elopment Office 242,0001 285,208 269,900 271,700 272,700
Communications 352,300 292,132 341,500 341,500 341,500
Human Resources / Saiety 235,700 228,363 249,400\ 243,400 243,400
Office SeNces 536,800 516,049 535,500 553,500 559,000
Information Technology 249,500 268,093 464,300 154,900 156,300
Financial SeNces 485,800 487,370 498,900 495,600 497. 000
alai Operating Expenditures 2,793,900 2,663,629 2,926,300 2,640,400 2,653,400
Re-.enue -Interest 250,000 364,191 250,000 250,000 250,000
-ConseMtlon Foundation of G,T 242,000 285,208 269,900 271,/00 272.700
-Other 11,000 2,807 215,000 0 0
Levy/Grant ReqUirement 2,290,900 2,011,423 2,191,400 2,118,700 2,130,700
Capital I
Head Office Renovation 200,0001 158,185 150,000 50,000 50,000
otal Capital Exoenditures 200,000 158,185 150,000 50,000 50,000
Capital -Re-.enue 150,000 0 0 0 0
-Other 50,000 (0 150,0001 50,000 50,000
Capital -Levy/Grant 0 158,185 0 0 0
ASSUMPTIONS
The will occur sufficient productivity improvements, to handle the modest amount of
Authority-wide program growth projected over the next three years,
Approximately $200,000 will be required to upgrade the head office telephone system in
1999, Reserves are available to fund this project.
Cash flow and interest rates remain stable over the next three years, resulting in general
interest earnings of about S250,000 per year,
PROGRAM MEASURES
Corporate services as a proportion of total Authority capital and operating expenditures
continues to be approximately 7-9%,
BENCH MARKING
To be developed,
IMPLEMENTATION / INTEGRATION ISSUES
N/A
38
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CORPORATE SERVlcES- APPENDIX
15.B DEVELOPMENT, MARKETING AND CORPORATE COMMUNICATIONS
(Expenditure and revenues shown in Corporate Services and Watershed
Experience)
BUSINESS UNIT GOAL STATEMENT/ DESCRIPTION
The Development and Marketing Division is responsible for the design and execution of a
comprehensive long-term revenue development plan for TRcA including "environmental"
donations through The Conservation Foundation, corporate cross-promotions, corporate group
sales, new eco-tourlsm programs, a new public marketing/subscriber program for our public use
facilities, an enhanced marketing/promotional campaigns for public use facility events and
programs, These efforts are designed to acquire new loyal customers and additional net
revenue of $1 million in 1999,
The Development and Marketing Division also facilitates and provides leadership for the
development of the infrastructure of TRCA to accomplish long-term revenue development
including:
. strategic planning regarding our environmental and public use promises of periormance,
and marketing positioning
. customer service
. customer research
. database management
. new product development
. publiC use facility development and business planning
. sales
. customer relationship building
. branding
. media technology
STRATEGIC DIRECTIONS/PRIORITY ISSUES FOR 1999-2001
1999 will see the continuation of the framework of a comprehensive revenue
development strategy incorporating:
1 , relationship building, cultivation and direct charitable solicitations through The
Conservation Foundation
2, public use facility marketing, sales and customer relationship building
3, group sales and new group sales products
4, TRCA and Foundation cause and mission marketing
39
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FS 88/qq
5, TRCA corporate and environmental communications/marketing and stakeholder
relationship building
Charitable Giving Strategy:
. Shift donors to an annual giVing discipline
. Focus on annual major gift acquisition
. Solicit for "undesignated dollars" for the general environmental and conservation cause
. Develop an infrastructure and annual cycle for conducting the various components of the
campaign
. Develop added-value propositions to attract a broader donor base
Marketing and Sales Development: Strategy
. Enhance the value of the public offering and the products of TRCA public use facilities
consistent with consumer demands and trends in the marketplace
. Enhance the articulation of the unique selling features and value of these public offerings
to potential customers
. Develop enhanced marketing materials to a higher end, higher concept presentation
. Design and develop a culture/training/consultation with TRCA public use facilities staff to
engender an enhanced discipline and excellence in product delivery and service to
customers
. Develop new vehicles for marketplace penetration and advertising, especially lower
cost/higher impact niche marketing vehicles and cross-promotions
. Develop and execute a range of customer research, feedback, promotion redemption
and relationship building programs to understand and know our customers better
Corporate Communications: Strategy
. Develop and enhance a unique marketplace positioning for TRCA and its products
brands
. Update and enhance TRCA communication vehicles, technology, methodology, scope
and content
. Enhance TRCA's commitment and abilities to prOVide broader forms of
customer/stakeholder/donor service, relationship building, communications, data
collection, database management, and customer research
. Develop, enhance and re-invent and/or articulate the TRCA environmental product and
promise of performance for the new millennium
. Encourage, support and facilitate a continuous visioning, change and strategic planning
process for TRCA to enable the development and security of its future role as a key
partner in the protection of the region's ecology and natural resources
SERVICE LEVELS
The initiatives described above and in the appendix represent a concerted multi-year
effort to dramatically raise service levels in terms of fundraising, in terms of support
for revenue generation at our public use facilities, and in terms of communicating the
mission of the TRCA.
40
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FINANCIAL PROJECTIONS
Developrrent (Marketing in Facilities) 1998 1998 actual 1999 2000 2001
Slaff- see also De-.eiopment In Corp Ser.ices 12,000 0 0 0 0
Other- see De-.elopment in Corp SeJV1ces 0 0 0 01 0
otal Expenditures 12,000 01 01 ' 01 0
Operating -Re-.enue 322,100 24,133 501,1001 596,100 596,100
Surplus offsettinq need for Levy I Grant: (310,100 (24,1331 (501,1001 (596,1001 (596,100
Items sholNll under Corporate Services 1998 1998 actual 1999 2000 2001
Corporate Communications 352,300 292,132 3d 1,500 341,500 341,500
De-.elopment Office 242,000 285,208 269,9001 271,700 272,7001
etal Expenditures 594,300 ST1,340 611,4001 613,200[ 614,200
CFGT Re'.enue 242,000 285,208 269,9001 271,7001 272.700
Levy I Grant 352,3001 292, 132 341,5001 341,5001 341,500
PROGRAM MEASURES
For pure fundralsing activities the appropriate measure is probably how well revenue
targets have been met. For Corporate Communications there would need to be a
mechanism that helps us answer the question of how much these initiatives are
contributing to enhancing awareness of watershed health issues and the work of the
TRCA.
BENCHMARKING
It may possible to evaluate the costs and the revenue results of this function against
comparable organizations,
IMPLEMENTATION/INTEGRATION ISSUES
Fundraising initiatives are closely related to the ability of the Watershed Health programs
to deliver excellence
Success in the marketing and group sales function is closely related to the quality of the
facilities and programming offered at our public use areas: Black Creek Pioneer Village,
the Kortright Centre, and at the,Conservation areas, Any deterioration in service levels
can be expected to undermine efforts to develop new audiences and revenue,
4]
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F!, '0 f'l DEVELOPNIENT AND lVlARKETING DIVISION SECTION 1
1999 STRA.TEGIC AND BUSINESS PLAN
BUSINESS UNIT GOAL STATEMENT/DESCRlPTION'
The Development and Marketing DivIsion is responsible for the design and execution of a comprehensive long-term
revenue development plan for TRCA includmg "environmental"' donatlons through The Conservation Foundation,
corporate cross-promotions, corporate group sales, new eco-tounsm programs, a new public marketing/subscnber program for
our public use facilities, an enhanced marketing/promotlonal campaigns for public use faci!Jty events and programs, These
efforts are designed to acqulfe new loyal customers and additional net revenue of $1 million in 1999,
The Development and Marketll1g Division also facilitates and proVides leadership for the development of the Il1frastnlcture of
TRCA to accomplish long-teml revenue development includmg,
. strategic planning regarding our envirorunental and public use prol11lses of performance, and marketmg positionIng
. customer service
. customer research
. database management
. new product development
. public use facility development and busll1ess planning
. sales
. customer relationship buildll1g
. brandll1g
. media technology
INTRODUCTION:
The Development and MarketIng DIVISion will continue to develop and Implement the strategies outlined in the strategic
VISion document entitled "Conservation in the Marketplace 2000 (January 1998)," The VISion document laid the groundwork
and framework for the enhancement of two critical areas of change and growth of Toronto and Region Conservation and The
ConservatIon F OlU1dation The strategy called for a comprehensive revenue development approach to fWldralsmg In the
conLe\:t of a fully integTated and broad-based marketing strategy,
As a result. most of 1998 was spent developmg these strategies and puttmg Into place the bUIlding blocks for their delivery,
UtIlIZIng eXisting resources from Within TRCA, a Development and Marketing division was created through the re-assignment
of eXisting staff and vacant staff positions During 1998 conSiderable product development was initiated to establish the
creative programs to mitiate the new revenue development and marketmg strategies, A nunlber of these new products were
Introduced to the marketplace In the latter part of 1998
1999 will sce the contlI1Uatlon of the framework of a comprehenSive revenue development strategy incorporatll1g
I relal10nship building, culLIvaLion and direct charitable soliCltatlOns ,through The ConservaLIon Foundation
2 public use facility marketmg, sales and customer relationship building
3 group sales and new group sales products
4 TRCA and Fowldation cause and miSSion marketIng
), TRCA corporate and envlrorunental communicatIons/marketing and stakeholder relationship buildll1g
1
r~~ll" K::,
RELATIONSHIP BUILDING, CULTIVATION SECTION I
AND DIRECT CHARITABLE SOLICITATIONS THROUGH
THE CONSERVATION FOUNDATION
OB,TECTrVES:
. Substantially increase revenues towards a 5 year development of an annual $4 ffilIhon campaign
. Shift donors to an annual gwing dIscipline
. Focus on annual major gift acqll1SItlon
. Solicit for "undeslgnated dollars" for the general environmental and conservation cause
. Devclop an infrastructure and annual cycle for conduct1l1g the vanous components of the campaign
. Develop added-value propositIons to attract a broader donor base
STRATEGIES OF THE 1999 ANNUAL GIVING CANIPAIGN
A: INDIVIDUAL GIVING REVENUE PROJECTIONS
l. Conservation Journeys (Gifts up to $250)
a) Nature Stewardship Investor , . . . . $ 30,000
b) Nature Experience Passport , $ 20,000
ConservatIon Journeys IS a direct mail and a retaIl point-of-purchase package that will sohclt the broader mass
public via 2 programs, A test package using a database of 8,000 names, ill partnership with the 4 adjolJ1ll1g
Conservation Authorities to TRCA, was mailed to homes at the end of October
The objectlve of the program is to increase previous donor givll1g levels~ recover prevIous lapsed donors. and
acqUIre new donors via an added-value outdoor expenence offenng Followmg analysis and any re-
configuration of the program a public lawlch wIll be Il1Jtiated 111 the spnng of 1999 through TRCA Conservation
Areas with a broader promotIonal campaign planned for retad stores Il1 the spring of 2000
2, Bl:1d: Creek PIOneer Village MembershIp , , $ 20,000
(As membershIps in this program contll1ues to lapse. due to the lack of perceIved value by customers, we wIll convert the
database to the higher value Conservation Joumeys program)
J, Environmental Stewardship Investor: Recovery of donors ($250-$500) .. .. $2,500
The objective of this program is to elevate the glYlng levels of preVIOUS donors and move those donors to a
program of annual giv11lg to The Conservation FoundatIon, WhIle database infonnation, regardmg these
donors, IS Illostly anecdotal and sketchy, It can generally be concluded that these donors prOVIded their past
SUPPOI1 generally through one-tIme contributions to Conservation FoundatIon events and projects (i,e, bUYll1g a
table at a dinner etc), This program wJ!1 attempt to develop relatIOnships WIth these vaned donors through
personal one-an-one contact Il1 order to cultIvate theIr interests towards an eventual solicitatIon, Board
members of The Conservation Foundation have been asked to aSSIst Il1 the cultivatIon of these indlviduals
through personal telephone calls and meet1l1gs,
2
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4, ~nvlroJnental Stewardship Investor: Recovery of donors (over $500) , , , .. . " . . , $2,500
The objective of this program is to elevate the giving levels of prevIous donors and move those donors to a
program of :mnual giv~ng to The Conservation Foundation, Wlule we do n,ot have a comprehensive picture
regardmg why these donors made such prev,ious contnbutlOns we do know that they have demonstrated an
extraordinary commitment to some aspect of The Conservation Foundation' s work. These donors are
predomm:mtly supporters of partIcular local projects and causes, This program will attempt to develop
relationships with these varied dqnors through personal one-an-one contact in order to cultivate their mterests
to\vards an evemual solicitation, Board members of The Conservation Foundation have been asked to aSSIst in
the cultivation of these individuals through personal telephone calls and meetmgs,
5 Environmental Stewardship Investor, New donor acqUisition , , , , , . .. . .... . .. .. .. ..,0
New individual donors will be acqUired through a systematic program of relationship building through our
Conservation Journeys public promotiOns, our corporate soliCItations involving senior corporate executives, and
our evemual development of employee giv1l1g programs Via new corporate supporters, Conservation
F OlUldal1on board members, staff members and volunteers \vill partiCipate in a new discipline in channelling
prospective donor names. relatIOnships and Important data into our donor acquisition databank,
6 Planned Giving Program: Planning for Year 2000 implementation . . . . . . ......... .. .. . . 0
TOTAL INDIVIDUAL CIVING $ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $75,000
B: CORPORATE GIVING REVENUE PRO.JECT!ONS
I Corporate Environmental Investor Recovery of prevIOus small bus mess donors (under $ ] ,0(0)
26 donors x $500 each ." . . . . . ' , " , ... . . . ... . .. $13.000
ThiS prOs'Tam is designed. predominantly, for small and medimn-Slzed businesses who have some Il1terest m the
environment or the activIties of The Toronto and Region Conservation Authority, The workll1g utle for thiS
program is cJlled Environmental Investors, The program will offer a company the opportUl1lty to become a
shareholder 1!1 the annual environmental objectives in The Conservation Foundation and The Toronto and
Region ConservJtion Authority [n addition to a nwnber of Impressive environmental diVidends, the
shareholder wIll also receive the added-value of a number of benefits, The benefits we are developmg include:
. management workshops to JSSISt corporations In developmg innovatlve, sustainable, envIronmental
strJtegIes:
. facIlitation of a network and mfonnation for ltke-mmded corporations interested In , sustainable,
environmental strategies
. a special Conservation Foundation Shareholders Certificate, Quarterly Shareholders Report and a
promotions package for corporate donors to advertise that they are "EnVIronmental Investors "
. a Best Practices Subscnbers CampaIgn for busll1ess
2 Corporate EnVironmental Investor Recovery of prevIous corporate donors (over $1.000)
37 donors x $ l. 000 each . ... . . . . . .. , , , , . . . . , , , , , , , , , ,,','" $37,000
CORPORATE GIVING UNDER $500 SUB-TOTAL,........................................,... $50,000
], Corporate Environmental Investor' New major gift acqUisition (over $5,000)
a) "Conservation Journeys" related - I Presenting Sponsor (0 $100,000 + 2 retaIl sponsors x $25,000 each $150,000
b) "LivlI1g City" related - 1 major gift @ $500,000 + 10 donors x $10,000 each " , . . .. $600,000
CORPORATE GIVING OVER $500 SUB-TOTAL".......,..,......,..,..,........,.....,..., $750,000
TOTAL CORPORATE GIVING $ . . . . . . .. . . . . . . . . . . . . . . . . . . . .. . . $800,000
J
178 '3/'"
"
C.;. FOUNDA TION/GR<\NTS ro~~ - }Q~(~ --'
REVENUE PR .';' <;1~' ~.':.
Project oriented grant applications:
a) Livmg Machine " .. .. ... ., ........ .. .......... , , , " """ ", , ,.", ""."" ", $20,000
b) Lmd Trust, " ",' '" .. .' . . . .. ..... .. .. . .' ...... .... . . .. . ..' . ,....0
c) LIVing City Campaign, " , , .. ...... .. . . ... ... .. . .. ....... ... ... ... . , $30,000
TOTAL FOUNDATION $ .. . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . .". . .. $50,000
D. E~rPLOYEE GROUPS
W orkp\ace campzlIglls conducted for the benefit of The Conservation Foundation through the support of corporate
management. Planning for Year 2000 implementation, , , , , , " " . . .. .. .,. .... .., . ... ...., $0
TOTAL ElVIPLOYEE GROUPS $ .................................... $0
E. EVENTS/LOTTERY
Revenue opportunities from ticket paying events and lottery ticket sales
a) Nevadn/LoLtery " , .. .. . . . . . .. .. .. .. .. . . .. . ... , , $27,000
b) Charles Sauriol Dinner, "'" . .,. ....... . .. .. . .. .... ........... . .. .. 30,000
c) Coin Box, , , , , , .. ., . . .. . .... .. . . , , ' , . . ... ... . 1.000
TOTA L EVENTS/LOTTERY $ .................................. $58,000
F. iNVESTIVIENT ON FOUNDATION FUND ACCOUNTS ............. $25,000
G. ADIVIlNISTRATION FEES ON FLO\V THROUGH
PROJ ECTS GRt\NTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $43,000
H. CENTRE FOR SUSTAINAB1LITY (LIVlJ'l"G MACHINE) .......... $200,000
TOTAL PROJECTED REVENUE. . .. ... ......... . . . .. . . . . . ... .. $1,25],000
4
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P;/t,1I1'1 PUBLIC USE FACILITY 'NlARKETING, SALES SECTION Il
AND CUSTONIER RELATIONSHIP BUILDING
OB.JECTIVES:
. Enhance the value of the publtc offering and the products of TRCA public use facilities consistent With conswner
demands and trends in the marketplace
. Enhance the artIculation of the unique sellmg features and value of these public offenngs to potential customers
. Develop enhanced marketing materials to a higher end, higher concept presentation
. Design and develop a culture/training/consultation With TRCA publIc use facilitIes staff to engender an enhanced
diSCipline and excellence in product delIvery and service to customers
. Develop new vehicles for marketplace penetratIon and advertising, especially lower cost:J1ugher impact l1lche marketll1g
vehIcles and cross-promotions
. Develop and execute a range of customer research, feedback, promotion redemption and relationship buildmg programs to
understand and know our customers better
NEW STRATEGIES FOR 1999:
. Hire a cross-promotions and sponsorship cqordinator
. Move 2 graphic design staff into Marketing Division under the supervISIon of the Marketing Coordmator
. lntegnIle the TRCA photographer into the Division's marketmg activities
. Hire a second Marketing Coordinator (Contract) and assign one (of the two) prevIous eommunlcalIon staff posllIons to the
function of Marketmg Assistant
5
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GROUP SALES ~~I~ I~."'-'~
.'-- .... ..0<<......
AND NEW GROUP SALES PRODUCTS . . '.-. \.. ,
OBJECTIVES:
. Develop. design and build a discIpline and culture for product development, sales and customer servIce at TRCA
. Complete the inventory of"TRCA products" begun in 1998
. Enhance existing product offenng and design new and compellmg products that can be sold profitably in the marketplace
. Adapt Conservation Areas to new modes of excellence in product deltvery consistent with the models developed by the
Marketing DivisIon In 1999, namely Conservation Joumeys_ custoIllized corporate packages and Eco- Tours
. Develop and execute an aggressive sales campa]gn to introduce the products Into the marketplace and to immediately
begin to acquire customers
NEW STRATEGIES AND EXPENSES FOR 1999:
. Formalize a central/corporate group sales [unction incorporating present TRCA corporate group sales staff. A Black
Creek corporatc sales staff wIll now report to the Group Sales Coordll1awr of the ivlarkeong DiVision
. HIre a Cross-Promotions and SponsorshIp Coordinator to assist (as part of their fWlction) the promOllon and sales of
group package products to corporations
. Take to market (through trade shows. maIlll1gs, telemarkellng and pannership development) our 1999 Group Sales
products
5 eco-lour packages
customized corporation packages for meetll1gs, social events, management training_ environmental education and
employee lI1cenlive programs
group r,nes for the Conservation Journeys passport program
meetings and banquets for Black Creek Pioneer VIllage
. Increase lI1vestmenl and Improve TRCA sales markellng matenals . . ." , , " $75,000
SPONSORSHIP AND CROSS-PROMOTION REVENUES
Corporate soliciwl1ons leveraged through the value offered [rom TRCA public-use facility programs , , , $30,000
GROUP SALES REVENUE PROJEcrroNs
. Strategies, revenue and expendItures relating to Corporate Sales at Black Creek
have been Itemized In the Black Creek plan, , , , , , .. . . . . ., ..... . . ... . . ... . .. $ 0
. Customized Corporate Packages
40 @ an average of $2.500 (net) per package (net includes gate fee) . .. .., ... . . . . . . . $100,000
Eco- Tour Packages - 100 @ an average of $25 (net) per package (net includes gtlte fee) $2,S00
Conservtltion Journeys group ptlSSport sales to corporate employee programs $5.500
TOTAL.... , . . ., . . . .. .. . .. . ., , " , , $108,000
TOTAL REVENUE PROJECTED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $138,000
6
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FB "/'19 TRCA AND FOUNDATION CAUSE SECTION IV
AND wnSSION wLt\RKETlNG
AND
TRCA CORPORATE AND ENVIRONwIENTAL
COwlwIUNICA TION/wlARKETING AND STAKEHOLDER
RELATIONSHIP BUILDING
OB.lECTlVES:
. Develop and enhance a unique marketplace posltloning for TRCA and its products brands
. Update and enhance TRCA communication vehicles. technology. methodology. scope and content
. Enhance TRCA 's comnlltment and abilities to provide broader forms of customer/stakeholder/donor service. relationship
building. comnlWlicatlOns. data collectIon. database management. and customer research
. Develop, enhanc~ and re-invent and/or articulate the TRCA environmental product and promise of performance for the
new millennlunl
. Encourage, support and facilitate a contll1uous VIsioning, change and strategic planmng process [or TRCA to enable the
devclopment and security of Its future role as a key panner Il1 the protection of the region's ecology and natural resources
NEW STRATEGIES AND EXPENSES FOR 1999
. Re-design and re-lalU1ch the TRCA website under full-time profeSSIOnal staff management
. Enhance the webslte for multi-task flU1clions Il1 service of the many bUSll1ess Ul1lls: customer demands and needs
. Upgrade the website and other TRCA media vehicles for high tech and current
lI1dustry applicatIons .. .. . , , . . . . . . . . .. , , " , $50.000
. Develop and pnnt a regional Nature and TraIl Book and EnVironmental Repon , , , , . . . . $54,000
. Develop and execute a Best Practices Campaign. Il1cludll1g ,educational. subscr.iber and recognitIOn
components , , , , , , , " . .. . , $50,000
. Produce a corporate promotIOnal video , , , . .. . . . . . . " $5,000
7
A COMPR'EFfENS'IVE R-EVENUE :OEV'E:LOPMENT STRATEGY -FOR T-RCA
MARKETING:
------.------------------------ product development, brilnding, --------------------------------------------
advertising, Pilckilging,
reliltionship budding,
communlcilt IOns, reseilrch ilne!
solicitation
TRCA COllser\'CllIOIl
PublIc Use FilcJlities Foundation
-------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------
LOYillty Increased Relilil Ne\\ Eco Group Sponsorships Plilllned Public lndi\'idual Small/Medium Corporate
progrilllls iltlendance SilleS Product Silles ilnd Cross- Giving SubscriptIon tvlaJor GIftS Businesses Investment
for repeat from new enhance- Development Promolions (Conserviltion
allcndance customer menl s Journeys)
acquisition
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