HomeMy WebLinkAboutAuthority Appendices 1988
A(V). I
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
LIST OF MEMBERS - 1988
By Municipality
Alphabetically
.
Introduced at Authority Meeting #1/88
February 19, 1988
A r'\'1. ~
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
5 SHOREHAM DRIVE, DOWNSVIEW, ONTARIO, M3N lS4
MEMBERS BY MUNICIPALITY - 1988
MUNICIPALITY
ADJALA AND MONO TOWNSHIPS GILLESPIE, Robert S.
THE MUNICIPALITY OF BERGER, Milton
METROPOLITAN TORONTO CAMPBELL, Kenneth D.
DOWLING, Mrs. Catherine
GRANGER, William B.
GRIFFIN, Mrs. Lois E.'
HARRISON, Brian G.
LLOYD, Bryn
McGINNIS, John A.
McGUFFIN, Jim G.
MOSCOE, Howard
O'BRIEN, Richard M.
TRIMMER, Mrs. Joyce
WHITE, Mrs. Helen
YUILL, Robert F.M.
THE REGIONAL MUNICIPALITY OF DURHAM JACKSON, Don
McLEAN, William G.
, MORGAN, Mrs. Beverley
THE REGIONAL MUNICIPALITY OF PEEL ANDREWS, Frank
KELLY, William J.
KOLB, Emil V.
PORTEOUS, Mrs. Nancy
PRENTICE, Mrs. Maia
THE REGIONAL MUNICIPALITY OF YORK HANCEY, Mrs. Lois
JACKSON, Mrs. Lorna D.
JESSOP, Clarence W.
KING, Eldred
MORAN, Ronald A.P.
PROVINCE OF ONTARIO FOSTER, William T.
PATTERSON, Gordon W.
RUGGERO, Al F.
R.S.O. 1980 c. 8S(as amended) s. 14 (1)
"Each member shall hold office until the first meeting of the Authority
after the term for which he was appointed has expired."
AM.3
(AMENDED FEBRUARY 18, 1988)
THE METROPOLITAN TORONTO & REGION CONSERVATION AUTHORITY
MEMBERS - 1988 (ALPHABETICAL)
ANDREWS, Frank
7 Thorson Gate
BRAMPTON, Ontario
L6W 3W8
B. 793-4110
R. 451-9886
BERGER, Milton
City of North York Aldermen's Office
5100 Yonge Street
NORTH YORK, Ontario
M2N 5V7
B. 224-6027
R. 481-2593
CAMPBELL, Kenneth D.
4 Albert Franck Place
TORONTO, Ontario
M5A 4B4
R. 364-0759
DOWLING, Mrs. Catherine
238 Cocksfield Avenue
DOWNSVIEW, Ontario
M3H 3T7
R. 633-8447
FOSTER, William T.
40 Richview Road, Apt. #508
ISLINGTON, Ontario
M9A 5Cl
B. 661-6600
R. 244-9969
GILLESPIE, Robert S.
R.R. #1
PALGRAVE, Ontario
LON lPO
R. (S19) 941-3102
Granger, William B.
City of North York Parks & Recreation Dept.
SlOO Yonge Street, 3rd Floor
NORTH YORK, Ontario
M2N SV7
B. 224-6293
R. 928-0006
GRIFFIN, Mrs. Lois E.
9S Mercury Road
ETOBICOKE, Ontario
M9W 3H4
B. 394-86S0
R. 742-2837
HANCEY, Mrs. Lois
173 Sussex Avenue
RICHMOND HILL, Ontario
L4C 2E9
B. 884-8101
R. 884-4569
HARRISON, Brian G.
140 Dorset Road
SCARBOROUGH, Ontario
M1M 2T4
B. 296-6466
R. 261-6941
. . . /2
AM. y..
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JACKSON, Don
P.O. Box 1212
STOUFFVILLE, Ontario, LOH lLO
B. 640-1711
R. 640-3570
JACKSON, Mrs. Lorna D.
Town of Vaughan
2141 Major Mackenzie Drive
MAPLE, Ontario, LOJ lEO
B. 832-2281
R. 851-1478
JESSOP, Clarence W.
Box 149
SCHOMBERG, Ontario, LOG lTO
B. 939-2923
R. 939-2253
KELLY, William J.
6507 Dixie Road
MISSISSAUGA, Ontario, L5T lA4
R. 677-3376
KING, Eldred
R.R. #4
STOUFFVILLE, Ontario, LOH lLO
B. 362-2464
R. 640-2876
KOLB, Emil V.
R.R. #2
BOLTON, Ontario, L7E 5R8
B. 584-2273
R. 880-0394
LLOYD, Bryn
44 Kingsdale Avenue
WILLOWDALE, Ontario, M2N 3W4
B. 392-7012
R. 222-7846
McGINNIS, John A.
11 Oriole Parkway
TORONTO, Ontario, M4V 2C9
R. 485-1664
McGUFFIN, Jim G.
City of North York, Aldermen's Office
5100 Yonge Street
NORTH YORK, Ontario, M2N 5V7
B. 224-6023
R. 221-3288
McLEAN, William G.
61 Sherwood Road East
AJAX, Ontario, LIT 2Y6
B. 683-4550
R. 683-4473
MORAN, Ronald A.P.
55 Austin Drive, #111
MARKHAM, Ontario, L3R 8H5
B. 477-7000
R. 479-5959
MORGAN, Mrs. Beverley
1605 Gandalf Ct.,
PICKERING, Ontario
LlX 2A3
B. 683-2760
R. 683-8366
.. ./3
-3- A (V), 0
MOSCOE, Howard
City of North York - Controllers' Office
5100 Yonge Street
NORTH YORK, Ontario, M2N 5V7
B. 224-6145
R. 638-2239
O'BRIEN, Richard M.
City of Etobicoke - Controllers' Office
Ci ty Hall, 399 The West Mall
ETOBICOKE, Ontario
M9C 2Y2
B. 394-8650
PATTERSON, Gordon W.
P.O. Box 190
PALGRAVE, Ontario
LON lPO
R. 880-4408
PORTEOUS, Mrs. Nancy
City of Brampton
150 Central Park Drive
BRAMPTON, Ontario
L6T 2T9
B. 793-4110
R. 458-7070
PRENTICE, Mrs. Maja
3645 Autumn Harvest Drive
MISSISSAUGA, Ontario
L4Y 3S2
B. 896-5000
RUGGERO, Al F.
144 Marita Place
CONCORD, Ontario
L4K 3B2
B. 669-9910
R. 669-4845
TRIMMER, Mrs. Joyce
City of Scarborough - Controllers' Office
l50 Borough Drive
SCARBOROUGH, Ontario
MIP 4N7
B. 396-7274
R. 29l-0852
WHITE, Mrs. Helen
30 Fraserwood Avenue, Apt. #4
TORONTO,
M6B 2N5
R. 783-0360
YUILL, R.F.M.
City of North York - Controllers' Office
5100 Yonge Street
NORTH YORK, Ontario
M2N 5V7
B. 224-6145
R. 244-5027
RfVI. ,
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
LAKEPILL QUALITY CONTROL PROGRAM
1988
Approved
by Resolution '84/88
at Authority Meeting '3/88
May 6, 1988
AM. 7
TO: THE CHAIRMAN AND MEMBERS OF THE AUTHORITY - Meeting #3/88
FROM: J. C. MATHER, DIRECTOR, WATER RESOURCE DIVISION
RE: LAKEFILL QUALITY CONTROL PROGRAM
INTRODUCTION
This report sets out a brief history of the issue of the quality of material
used in lakefilling projects. The report sets out the rationale for
Authority involvement in the administration of a program to control the type
of material utilized in lakefilling projects. The Authority is considering
undertaking this program in response to a request from the Honourable Jim
Bradley, Minister of the Environment, to serve as the Ministry's agent with
regard to lakefill quality. The report sets out a number of actions which
must be taken to develop the details of the program and to establish a
proper, legal mandate for the Authority in this area.
BACKGROUND
Lakefilling on the Toronto waterfront has taken place for over 200 years.
The quality of material utilized in lakefills has been an issue from time to
time. The Authority became involved in waterfront development in 1970 and
one of the first actions of the Authority was to revise the Metropolitan
Region Waterfront Plan to eliminate the proposed use of sanitary landfills
and revise the proposals for land creation to utilize only clean surplus
excavated material from construction sites. In August 1982, the Ministry of
the Environment initiated a program called The Lakefill Quality Assurance
Program which was intended to provide further controls on the type of
material used in lakefills. The MTRCA adopted a similar program to control
the type of material used in the Colonel Samuel Smith project in Etobicoke.
While the Authority's program at Sam Smith has been reasonably successful
and has in fact been improved with time, the Lakefill Quality Assurance
Program was less effective than hoped due to a number of factors. A recent
report on the quality of material in place at Tommy Thompson Park, and the
material currently received by the Toronto Harbour Commissioners at Tommy
Thompson Park, indicated that a large percentage of the material violates
the existing Lakefill Quality Guidelines. The Minister of the Environment
announced that improved control measures must be implemented to eliminate
the use of contaminated material in open lakefilling situations. The
Ministry of the Environment approached the Authority for assistance in
developing the details of an improved lakefill quality control program.
REQUEST BY THE HONOURABLE JIM BRADLEY, MINISTER OF THE ENVIRONMENT
By letter of April 27, 1988, the Minister requested the Authority to act as
agent for the Ministry of the Environment in the administration of an
improved Lakefill Quality Control Program. The Minister suggested that the
program should be self-financing from fees charged to the suppliers of fill.
The Minister also advised that his officials would be available to assist in
the development of the details of the program.
RATIONALE FOR AUTHORITY INVOLVEMENT
There are several reasons for the Authority to be selected as the
implementing agent for the Lakefill Quality Control Program. First of all,
the Authority considers the surplus construction excavation material to be a
valuable resource which has been and will be of great benefit in creating
new areas for public recreational use on the Metropolitan Toronto
waterfront. The Authority has successfully used such materials to construct
new park areas at Ashbridge's Bay, Bluffers Park and Humber Bay and is
currently building the Colonel Samuel Smith Park in Etobicoke. Secondly,
the Authority has a unique perspective on the issue of disposal of surplus
contruction excavation material because it is well known that unless viable
disposal sites are provided, large volumes of the material could be dumped
in valley areas and add to the ongoing problem of maintenance of natural
valley systems. Thirdly, the Authority already has a Lakefill Quality
Control Program in place with regard to the Colonel Samuel Smith Project.
Most excavation sites are screened for historical land use and inspected
prior to the sale of tokens for excavation of the subject material.
Depending on the historical land use and the volume of material involved,
chemical testing of the material in its present location may be required
prior to excavation.
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A'M. ~
INTENT OF THE CONTROL PROGRAM
The purpose of the program is to ensure that the development il').dustry
considers the quality of the surplus on-site material and appropriate
techniques as part of the site development process. The Authority can
ensure that most contaminated material is identified prior to excavation so
that appropriate excavation procedures can be developed in the best
interests of the site developer as well as the various lakefilling agencies.
Through the program, the Authority will also influence the way that fill
materials are used on the various sites to ensure that material from small
sites where testing is impractical can be utilized in protected areas.
THE MAIN COMPONENTS OF THE PROGRAM
1. Responsibility Of The Development Industry
Developers, contractors, excavators, truckers, civil and geotechnical
consultants will be advised that soil testing for priority pollutants
must be undertaken prior to excavation and the results submitted to
MTRCA before tokens for the disposal of fill will be sold.
2. Bills Of Lading
Bills of Lading will be issued by MTRCA at the time of the token sales
and must be completed by the developer's inspector, contractor or
excavator and must accompany each load of fill.
3. Information Hot Line
MTRCA will establish an information hot line where interested parties
can obtain information about disposal guidelines, lakefilling sites,
inland sites, etc.
4. Material From Small Untested Sites
Material from small excavation sites (less than 25 loads) for which
testing is impractical, will be checked on the basis of historical land
use and may be diverted to inland sites or licenced waste disposal
sites. If previous land use does not preclude use of the material for
lakefilling, it will be accepted for use in protected areas.
5. Environmental Control Technicians
MTRCA will retain Environmental Control Technicians to be stationed at
waterfront locations to administer the program. The Technicians will
review municipal planning decisions, building permit applications,
tender advertisements, etc. , to obtain advance notice of potential
excavation sites and advise owners, contractors, etc., to obtain soil
tests and carry out site inspections.
6. Fees
Fees for accepting fill will increase to $20.00/1oad as of July 4, 1988
to cover the costs of improved quality control.
7. Material From Small Municipal Projects
Materials from small municipal projects such as road and sewer repairs
and water main repairs will be taken and placed in protected areas.
8. Rejection Of Material
As in the past, material may be rejected and ordered removed from the
site at any time based on sight and smell inspections.
Rr4.'t
9. Guidelines For Use Of Surplus Fill
MOE will provide guidelines for use in determining suitable quality of
material for (a) Lakefilling, (b) Unrestricted Land Use, (c) Restricted
Land Use, (d) Waste, (e) Hazardous Waste. Guidelines for lakef i lling
will be reviewed immediately by MOE as recommended in the recent
report, "An Evaluation of Lakefilling Activities in Ontario".
10. Clean Up Of Hazardous Material
MOE will be advised of any l~cations where contaminant levels in
materials proposed to be excavated exceed the guidelines for categories
(a), (b) and (c) so that appropriate clean up action can be initiated
by the Ministry.
11. Monitoring Of Incoming Fill
Monitoring of incoming fill will be done on a regular basis and
suppliers of contaminated material face fines and loss of access to
lakefilling sites. Techniques for on site testing of some indicator
contaminants will be developed.
12. Annual reporting and documentation of lakefilling activities.
MANDATE FOR AUTHORITY INVOLVEMENT
The Authority's Mandate under the Conservation Authorities Act as well as
the Mandate provided by Cabinet in designating the Authority as the
implementing agent for the Waterfront Plan are both consistent with the
Authority's involvement in the Lakefill Quality Control Program. It is
felt, however, that since this Program represents a long term commitment and
substantial responsibility and cost implications, the Authority should be
given a specific mandate from the provincial Government. It is therefore
proposed that the Authority's solicitors, in consultation with
representatives of the Ministry of the Environment, should prepare a
suitable legal mandate such as an Order In Council.
BUDGET ESTIMATE
Some important details of the program are not finalized as yet, but the
following is presented as a preliminary estimate of annual expenditures and
revenues associated with this program. The levels of effort required to
sample some incoming material, sample some development sites as an audit of
results received from development proponents, inspect excavation sites and
- maintain the bill of lading system are difficult to estimate for this new
program since negotiations with MOE will be required to set specific
guidelines. However, the following is presented as an estimate of costs and
revenues:
Average Annual Cost Estimates
Personnel
Staff . . . . . . . . . . . . . . . . $ 250,000.00
Travel ................ 30,000.00
Office Accommodation ......... 15,000.00
Support. . . . . . . . . . . . . . .. 25,000.00
Communication System . . . . . . .. 10,000.00
Sub-Total. . . . . . . $ 330,000.00
Analysis Costs
Spot Checks on Incoming Material .. $ 230,000.00
Spot Checks on Development Sites. . . . 100,000.00
Laboratory Quality Control Checks. .. 20,000.00
Instruments for On Site Analysis .. 50,000.00
Sub-Total . . . . . . . $ 400,000.00
AM ,If:)
Other Studies
Fill Quality Guidelines Review . . . $ 50,000.00
Water and Sediment Quality Studies . . 100,000.00
Biological Availability Studies . . . 70,000.00
Sub-Total . . . . . . . $ 220,000.00
Sub-Total Exclusive of Revenues . . . . $ 950,000.00
Engineering & Administration ~ lO% . . $ 100,000.00
Reserves
An annual reserve must be established to cover . . . $ 400,000.00
possible future expenditures such as:
-
. removal, chemical stabilization or containment
of any existing contaminated material;
. construction of containment areas for untested
material from small construction projects
or municipal projects;
. special shoreline protection requirements;
. special monitoring requirements.
EXPENDITURE TOTAL . . . . . . . . . . . $l,450,000.00
Average Annual Revenue Estimates - assuming a total fee of $20.00/load
for which $IO.OO/load is allocated to
the Lakefill Quality Control Program.
Col. Sam Smith . . . . . . . . . . . $ 250,000.00
Tommy Thompson Park . . . . . . . . . 1,200,000.00
REVENUE TOTAL . . . . . . . . . . . . $1,450,000.00
FUNDING
It is proposed that this program will be self-financing through an
additional charge levied on each load of fill received at selected
lakefilling sites. At present, fees are charged by the Toronto Harbour
Commissioners at Tommy Thompson Park and the MTRCA at Colonel Samuel
Smith Park. At this time the fee at both these sites is $10.00 per load
for fill material and no charge for rubble material. It is proposed that
the program be funded by an increase in the fee to $20.00 per load for
fill material. The Toronto Harbour Commissioners would continue to
collect the total fee at Tommy Thompson Park and reimburse the Authority
$10.00 per load towards the Lakefill Quality Control Program.
TIMING
The Toronto Harbour Commissioners originally set a deadline of May 2,
1988 as the starting point for a program whereby the Ministry of the
Environment would certify that all fill going to Tommy Thompson Park met
the Lakefill Quality Control Guidelines. At the request of the Minister,
based on his discussio~s with the construction industry and other
agencies including MTRCA, the Toronto Harbour Commissioners have extended
the date until August 2, 1988. The target date for the MTRCA program is
July 4, 1988.
PHASE IN PERIOD
The construction industry has requested a lengthy phase-in period of up
to two years. Given that the Lakefill Quality Assurance Program was
originally announced in 1983 and that the MTRCA has been implementing the
Lakefill Quality Control Program since that time, it is felt that a two-
year phase-in period is excessive. It is expected, however, that several
months will be required to get the program established to the point where
chemical testing of proposed excavation sites is completed in time that
applications for access to the lakefill sites can be completed prior to
excavation contracts being awarded.
1)M. , J
LIAISON WITH THE CONSTRUCTION INDUSTRY AND OTHER AGENCIES
The construction industry has various associations, all of which will be
affected by this Program. Similarly the municipalities and utility
companies which depend on lakefill sites as economical disposal locations
for surplus material will be affected by the program. Liaison with these
groups to refine the details of the Control Program and to solicit their
comments on implementation procedures is essential to the success of the
program. For example, it will be important to convince the geotechnical
engineering companies that examination of the quality of material
proposed to be excavated must become a routine component of site
examination.
POTENTIAL PROBLEMS
Authority staff recognizes that this program will be subject to criticism
from many quarters because it impacts many elements of the construction
industry while also being of vital concern to many environmental interest
groups. Anticipated problems include:
- Complaints from the construction industry about increased costs.
- Project delays resulting from requirements to obtain soil tests.
- Line ups at the entrance to lakefills with associated delays and loss
of productivity.
- Increased costs for inspection during the excavation phase of
construction projects.
- Increased costs resulting from the need to dispose of contaminated
material at licensed waste disposal facilities.
- Complaints about inconsistencies in the program whereby material may
be accepted from one site and not from another.
- We anticipate concerns from Metro Works Department regarding
increasing volumes of earth material being sent to waste disposal
sites where capacities are already being consumed at an alarming
rate.
- We are concerned that pressure to place untested material within
contained areas may reduce capacity for storage of dredged materials
as originally intended at Tommy Thompson Park. Similarly, if the
existing cells are utilized for disposal of fill material, the
prospects of creation of wetlands over the long term as anticipated in
the Tommy Thompson Park Master Plan would be jeopardized.
IMMEDIATE ACTION REQUIREMENTS
Subject to Authority approval of the Authority's involvement in the
Lakefill Quality Control Program, there are a number of actions which
must be taken immediately. These actions are summarized as follows:
I. The Mandate of the Authority as an agent of the Province of
Ontario must be confirmed through an Order-in-Council or other
suitable means.
2. The details of the Lakefill Quality Control Program must be
finalized and approved in principle by the Ministry of the
Environment.
3. A suitable agreement must be negotiated with the Toronto
Harbour Commissioners for the stationing of Authority staff at
Tommy Thompson Park to advise THC staff of approved sites for
which Bills of Lading and tokens will be issued.
4. The development industry including consultants, developers,
.contractors and excavators be advised of the new program and the
proposed starting date through consultations with their various
associations.
it M. ,a
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
GENERAL MANAGER' S PROGRESS REPORT
January to June, 1988
Authority Meeting '5/88
July 29, 1988
TO: The Chairman and Memoers of the Authority RM.I3
-M.T.R.C.A. #5/88, July 29, 19bb
FRO!'l: w. A. McLean, General Manager, MTftCA
RE: PROGRESS REPORT: January to June, 198tl
During the past six months of this year, progress has been made
towards the achievement of Authority goals in a number of program
areas as follows:
ACOUISITIOt.l :
Acquisitions under the Land Acquisition ProJect: 19t17-9l include:
-Completion of the purchase of the Lynas and Abe properties situate on
the Eastern Peninsula of land at Frenchman's Bay on Lake Ontario.
These parcels consisted of residential and vacant holdings located in
the Town of Pickering in the Regional Municipality of Durham.
-Completion of the 4.3 acre Skelton Estate property in the Highland
Creek watershed in the City of ScarDorough in the ~unicipality of
Metropolitan Toronto.
-Completion of a number of smaller acquisitions in various watersheas
and along the Lake Ontario shoreline.
-t.legotiations for the remaining private parcels requirea for
construction of the German Mills Channel were finalized with the four
transactions now in the closing stages.
The status of the Metropolitan Toronto hazard Land Acquisition Project
can be summarized as follows:
-Completion of the acquisition of a 33-acre portion of the former
Lakeshore Hospital property in the City of Etobicoke along the Lake
Ontario shoreline. This parcel, with a value of ,lO,740,OOO
represents approximately one-half of the 63.5 acre hospital property
previously owned by the Province of Ontario.
-An Ontario Municipal Board Hearing was held during May and June in
connection with determining final compensation for the 43-acre former
Toronto Brick property in the Borough of East ~ork expropriated by the
Authority. The decision of the board in this matter is expected in
the very near future.
-During the early part of 198b, the Authority also completea the sale
of the residential portion of the former Otema property acquired under
the Bellamy Road Ravine Erosion Control Project. The proceeds from
the sale of this residence situate in the City of Scarborough will be
utilized by the Authority for construction purposes.
FINANCE AND ADMINISTRATION:
The following briefly summarizes the achievements within the Finance &
Administration Division:
-Continued to improve financial management and budget reporting
systems.
-Prepared and presented the 1989 Budget which was approvea by the
Authority on March 25, 1988.
-Prepared and presented, for Authority approval, the 19117 Audi.ted
Financial Statements.
-Continued to replace and upgrade word processing equipment with
microcomputers.
-Continued development of an effective record management system which
now includes about l7,600 files in Central Filing, creation of a
computerized file index and preparation of a Records Retention
Policy.
-Risk management program and market conditions have contributed to a
reduction in the cost of property and liability insurance.
R M ,U.. - 2 -
PERSONNEL:
-with approval of the 19bb Budget, 34 seasonal and contract positions
were reclassified to recognize their full time status.
-Conducted the annual Orientation Tour for new staff in June.
-Completed a comprehensive review of the Authority's salary and wage
policy.
-Engaged in significant recruitment activity.
WATER RESOURCE PROJECTS:
Construction of erosion control works in Bellamy Ravine, City of
Scarborough, continued with the placement of substantial amounts of fill
material.
The provisions of the Expropriations Act were utilized by the Authority
to obtain title and possession of the remaining properties at Kingsbury
Crescent and Crescentwood Road, in the City of ~carborough, to
facilitate completion of the shoreline protective works.
Negotiations towards construction of shoreline protection along Sylvan
Avenue and Guildwood Parkway, in the City of Scarborough, continued.
Environmental Study Reports for Glenorchy Place in the City of North
York and Fishleigh Drive in the City of Scarborough were prepared and
have been filed with the Ministry of the Environment. Remedial works
will commence in July, 1988.
A study to produce geotechnical designs for erosion control works on
Fishleigh Drive and Guildwood Parkway in the City of Scarborough was
completed.
Major maintenance repairs to Massey Creek channels in the Borough of
East York have been completed.
Construction of the remedial works in the vicinity of the confluence of
the East and West Branches of Highland Creek has been completed.
Restoration will be carried out in the fall of 19bb.
Installation of 250m of armourstone protection in the vicinity of the
West ~all and The Queensway on the Etobicoke Creek in the City of
Etobicoke has been completed. Final restoration will be carried out in
the Fall of 1988.
Preliminary engineering study for erosion control works was completed
for the Sylvan Avenue sector of the Scarborough Bluffs.
Slope stabilization work was well underway at the South Marine Drive
sector of the Scarborough Bluffs.
Landfilling at Colonel Samuel Smith Park continued. The Authority
designated the small craft harbour for a public marina subject to
approval by MTRCA and Etobicoke.
The Authority has been working with the City of Etobicoke, the Province
of Ontario and Metro Parks and Property on securing public waterfront
areas as part of the major redevelopment - Marina Del Rey/Grand Harbour
projects. Major development proposals on the Motel Strip provide the
opportunity for implementation of the regional waterfront area in the
Lake Ontario Development Program (Humber bay East).
The Master Plan for Tommy Thompson Park was completed and approved by
the Authority in January 1988. The Master Plan and Environmental
Assessment document is being prepared for submission to the Minister of
the Environment. The Authority retained Environment Canada to undertake
a "surficial soils study" as part of the master plan environmental
assessment studies for Tommy Thompson Park.
The Keating Channel Dredging Project continued with good progress.
Dredging at full width has been completed for approximately 65J of the
channel.
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The Authority is developing a new program for implementing the Lake fill
Quality Guidelines on behalf of the Ministry of the Environment.
Data collection and development of a shoreline management plan is
underway.
Phase I of the Lower Don Dyking Study final engineering was completed.
Staff is reviewing recommendations with appropriate municipal officials.
The Phase II technical studies on the Rouge watershed Urban i)rainage
Study, evaluating urban growth impacts on flooding, erosion, water
quality, fisheries and riparian resources, were completed ana
distributed for staff review. Development of management strategies will
proceed during the remainder of 1988 through in-depth discussions with
technical experts and senior representatives from the Authority, Rouge
municipalities, key provincial agencies and selected public interest
groups.
Authority staff participated in the Ministry of Environment funded
Toronto Area Watershed Management Strategy Study (TAWMS) to complete
Phase I of the Don River Pollution Control Plan. ~pon its completion in
1988, it will identify remedial measures required to eliminate urban
pollution sources from the river in an effort to restore the degraded
aquatic environment in the watercourse and to minimize water quality
impacts on the Keating Channel and adjacent Lake Ontario waters.
The second annual report on the Provincial Rural Beaches Project,
investigating r~ral pollution sources in the East humber, Centreville
Creek and Bruce s Creek, was completed and submitted to MOE, the
sponsoring agency, for review. Improvements were initiated at the
Albion Hills Demonstration Farm which will demonstrate to the rural
community how cost effective measures can reduce pollution in rural
watercourses.
SCOUR 'llll is a Ministry of Environment funded stream clean up project
which was initiated again this year and will employ about 30 summer
students to clean up watercourses in municipalities such as Markham,
Richmond Hill and Brampton.
Authority staff will continue to assist in the Metro Toronto RAP Program
for the development of a long range, federal/provincial program to
improve water quality in the nearshore of Lake Ontario adjacent to
Toronto. A plan will be completed by 1991.
With respect to Class Environmental Assessment for Water Management
Structures, the Authority is assisting the ACAO in developing a handbook
for use by all Conservation Authorities to guide them in minimizing the
environmental effects of flood and erosion control projects which are
subject to the Environmental Assessment Act. Staff is compiling a
library of mitigative techniques and a collection of all Class EA's
submitted by Conservation Authorities.
In our efforts on the Waterfront Monitoring Program, the Authority work
boat IIAqualabll underwent a major refit during the winter of 1911b. The
Aqualab is now equipped with a radio navigation system and a computer
echosounder. Environmental monitoring of the Sam Smith Waterfront Park,
Tommy Thompson Park, Keating Channel and the waterfront erosion control
sites is continuing.
Forest management operations were carried out in the Glen Major Resource
Management Tract. Six hectares were selectively cut with 725 cubic
metres of fuelwood produced.
Under our Fisheries Management Program, the Authority participated in
Metro Fishing Week from July 10 to 17. Activities included fishing
contests, filleting demonstrations and casting competitions at Eglinton
Flats Pond, Grenadier Pond, Toronto Island Trout Pond and the Rouge
River Marsh. .A long range funding strategy prepared jointly by
Authority and MNR staff is under review by the Ministry of Natural
Resources.
The 1987 Fish Habitat Rehabilitation final report was completed and
submitted to the Ministry of Natural Resources.
Water temperature and fish population monitoring continued to assess the
potential of the Humber River for fish management.
AM.I(, - 4 -
The educational component of the Trees for Today and Tomorrow Project
was submitted to the Institute of ~arine and Terrestrial bcology.
In our Resource Management effort, l,l75 metres of new fencing has been
constructed at five locations to control unauthorizea access onto
Authority property.
A three-day training program was provided to staff on forest fire
suppression. Topics included safety, effective water application, power
pumps and hand tools.
A slope stabilization project was completed for the Town of Caleaon
under our Seaiment Control Program. Tree and shrub planting projects
were completed along the Rouge River in the Town of ~arkham ana
Etobicoke Creek in Brampton. One planting was completed on Authority
land on the humber River.
A total of l77,900 reforestation trees were plantea on Authority ana
private lands this spring (7lha). On private lands, a total or l,bOO
trees and 6,000 shrubs were installed under the Tree and Shrub Program.
Under our Nursery Program, a total of 8,908 bare root trees, l3,692
shrubs, 496 caliper trees and l,293 balled and burlapped trees were
provided for various projects.
A total of 2,500 shrubs were planted at sites along the Scarborough
Bluffs under our Shoreline Management Program to stabilize slopes.
Landscape Projects included the Honour Roll plantings and cooperation
with two schools related to environmental/arbour days. As well,
landscaping was completed at the humber bay bus loop.
The 1988 Interim Management Program at Tommy Thompson Park commenced
January 2, 19b1S and the attendance for the first half of the year was
20,620 visits as compared to 19,639 registered for the first half of
1987.
The Ring-billed Gull Control Program began on March 28th and as in
previous years, has been 100S successful.
A draft report was prepared entitled. "Environmental Study Report,
Snively Street Wetland Complex" for the Town of Richmond Hill.
Bioengineering (1,500 shrubs) and hydroseeding were carried out to
control erosion at the site of the cut through which dredgeate from the
Keating Channel is transported.
PROGRAM SERVICES:
As part of the implementation program for the Strategy for Public Use of
Conservation Authority Lands. consultants have been hired to direct the
public participation program over the spring, summer and fall. The
first round of public workshops and open houses was completed in June
and the information will be used in fine tuning the draft Concept Plans
for GreenwoOd, Claireville, Boyd and Petticoat Creek Conservation
Areas.
Public displays of the four Conservation Areas will be circulated in
shopping malls and other public areas over the summer months.
Additional meetings will be held in the fall to obtain public input on
the draft plans.
The Conservation Area Development Project 1968 was approved early in the
year." Following the results of noise studies. the need to relocate the
Cold Creek trap range at SUbstantially higher cost than the original
budget of $100,000 has required the deferment of the Albion hills
campground and washroom facility improvements. Construction of the Cold
Creek remedial measures will commence this summer with completion
scheduled for the fall.
Plans for the design and construction of a valley access road and
service road at Kortright are being finalized with construction to start
in late July or early August. The picnic shelter at the Greenwood
Conservation Area is scheduled to be constructed this summer.
- 5 - AM"7
In our Marketing and Information efforts, the following was achieved:
Program arrangements and details for:
-32nd Annual Meeting;
-l5th Annual Honour Roll Awards;
-l2th Annual Garden Party
-Official Opening of the Taylor Cooperage;
-Service Recognition Awards.
Production of:
-l98~ Calendar of Meetings, Special ~vents and Functions;
-l988 Authority Directory;
-3lst Annual Report;
-Recreation Strategy Tabloid;
-Camping in Toronto ~rochure;
-Fishing Close to Home Brochure;
-l98b ~lack Creek Visitors Guide;
-l9~b Calendar of ~vents; winter and Spring, and Summer and fall.
In progress;
-l988/89 Group Sales ~rochure;
-Le Vocabulaire Francais.
Major promotional campaigns were carried out for:
-l988 ski season;
-Magic Maple Syrup Program;
-The Water Weekend;
-Four winds Kite Festival;
-Hunter Education Workshops;
-Black Creek Easter Program;
-Black Creek Trivia Contest;
-Military Musterj
-Seasons of Celebration;
-Metro Fishing Day and Metro Fishing week.
Special projects were carried out for:
-The Ontario Forestry Association's Annual Meeting
-The Metropolitan Toronto and Region Conservation Foundation;
The MPP's Communications Project was commenced.
Two articles were published in 'Country Estate' magazine about snowshoes
and the stream improvement program.
More than 80 news releases were issued and nearly 50 flyers, ads and
brochures produced.
Travel Trade and Group Sales activities at Black Creek Pioneer Village
are showing an increase of 17J over the same period in 1987.
The Authority provides Food Services at 16 locations:
-6 snack bars;
-4 residential Field Centres;
-4 outlets at Black Creek Pioneer Village;
-Kortright Centre for Conservation;
-Authority Head Office.
Many compliments have been received regarding the quality of food, for
both regular visitor service and group functions.
The combination of lack of winter activities in both the Conservation
Areas and Black Creek Pioneer Village, and increases in cost of
supplementary staff, have reduced the net revenues over 1987.
FIELD OPERATIONS:
Two staff received First Aid Instructor Certification and have conducted
I emergency. I standard first aid and 5 CPR courses for staff.
105 fill violations were issued under Ontario Regulation 293/b6.
Nine charges laid under Ontario Regulation 293/86 for fill were resolved
in the courts with nine convictions being registered.
AM. J~ - 6 -
Eleven offence notices were issued by staff for illegal activities on
Authority lands.
Four charges of theft laid under the Criminal Code were resolved in the
courts with four convictors being registered.
Security staff were again hired for Authority campgrounas ana the
program is very effective.
Under our ~ducation Program, the following activities took place at the
Kortright Centre for Conservation:
To date, attendance and revenues are on target. In addition to the
continuous and regular programming for both general public and youth
groups (schools, scouts, guides, etc) each weekena ana each season
featured several special programs in one or more fields of resource
management - fish, wildlife, water, land, forest, energy.
Some of the program highlights were the Groundhog Festival, the
Birdathon and a Bat Night (wildlife) ; the very popular hind ~estival
(energy); the Water weekend (the inaugural water event); and the New
World Naturalist - an historic look at plants available on site to the
early travellers.
Landscaping for the core area around the woodland Pavilion is well
underway, thanks to assistance from the Sportsmen's Shows through the
Foundation and from Bell Pioneers. The Memorial Arboretum has been
started, with the first two tree donations from the Ontario Forestry
Association and from Wascana Park in Regina.
The Acid Rain exhibit has been added to and updated, and there have been
several additions to the Energy exhibit.
The Conservation Field Centres were fully booked with a wide variety of
groups and organizations such as the first Elderhostel program in which
all the Centres have participated and which has been very successful.
These groups participated not only in a broad spectrum of course and
interest-related programs, but also in such practical hands-on resource
management programs as:
-the Authority's spring tree-planting program (several groups incluaing
a handicapped group);
-a CFIP project for the Humber River;
-a stream management restoration project;
-a waste water management and farm practices project in cooperation with
OMAF and MOE;
-plantings for wildlife habitat;
-cooperative programming with York University in the biomanipulation
water clarity project at Lake St. George;
-environmental impact of birds and insects;
During the winter period Conservation Areas were open as usual; however,
recreational activities were limited due to lack of snow. Consequently,
Area attendance and revenues, particularly at Albion Hills and Bruce's
M111, were down significantly for the winter period.
The Maple Syrup season at Bruce's Mill w~s successful with attendance on
a par with 19ij7 and revenue up by 50). This is a reflection largely of
increased retail sales.
Site improvements in the Conservation Areas during the first part of the
year included:
-purchase of 300 new picnic tables;
-expansion of Visitor Parking at the Albion Hills Campground;.
-replacement of fire grates at Indian Line Campground;
-upgrading of water system at Albion Hills;
A further study was carried out with regard to noise abatement for the
Cold Creek Ranges and some preliminary modification of the ranges begun.
Staff participated in the Sportsmen's Show when the Authority operated a
display promoting Cold Creek Conservation Area.
- I -
Two significant agreements were completed - one with Toronto numan!,fl1. '"
Society regarding the release of animals on Authority lands and tne
other with the Town of Vaughan for the management of Woodbridge
Conservation Area.
The first Authority auction held May 2bth to dispose of surplus
equipment and items was successful. Net proceeds of $3l,65b exceeded
estimates.
The following table shows attendance figures at Conservation Areas for
the period of January to June:
Conservation Area .!.U.l!. llll
Albion Hills 32,952 43,445
Boyd 3l,33& 3l,716
Bruce's Mill 44,873 s3,Obs
Claireville l2,749 lO,73b
Cold Creek 7,562 l4,80s
Glen haffy 21,60l 2l,7l3
Greenwood l3,97l 19,239
Heart Lake 24,l23 24,732
Indian Line 9,072 l4,O33
Pal grave 2,l34 6,535
Petticoat Creek 22,048 20,497
Woodbridge 1.QQ2 ~.c;so
226,4l5 270,068 -l6.l6~1
Field Centres lO,570 lO,903 -3.05>
Kortright 6l,022 56,604 +7.8U
Black Creek Pioneer Village 35,8bl" 32,l1b +l2)
Il988 and 1987 figures based on updated ratio of 3.6 visitors/vehicle.
II Does not include Travel Trade guided tour visitors.
BLACK CREEK PIONEER VILLAGE:
In February, Black Creek Pioneer Village was host to the Ontario
Historical Society's Heritage Showcase in the Visitors Centre.
Representatives from many museums, historical societies presented an
overview of Toronto area heritage resources. In spite of very poor
weather, a few hundred teachers, librarians, researchers and others took
the opportunity to meet and learn more about the resources available to
them locally.
The ~orth York ~inter Carnival was once again held at &lack Creek
Pioneer Village. This three-day event attracted over 33,500 people who
participated in a wide range of winter activities. The restored area
was open and staffed by Village interpreters and horse-drawn sleigh
rides were provided by the Village. Gift shop, maintenance and
administration staff were very much involved with North York staff
volunteers in making this event most successful.
The Village opened on March 12th with the Maple Holiday for Kids. This
program stresed the maple theme throughout all sections of the Village
and there were three speoial new components for 1988. From
Mariposa-In-The-Schools, a magic show was engaged to the aelight of all
visitors; the Ontario Historical Society presented a participation
program for children and Ian bell of Village staff created and performed
an old-time Shadow Puppet Theatre.
Easter weekend was a busy time with Easter Bonnet Making in the Town
Hall - a very popular event with young children, as were the Peter
Rabbit stories in the Theatre. The Easter Egg Hunt, in spite of
torrential rain, attracted several hundred children. The hunt was
sponsored by the Ontario Egg Producers Marketing Board which provided
all of the eggs and Hershey Chocolate which donated all the candy
treats.
RM,~O - 0 -
'we'll Eat on the way , was a good program and elicited interest from
radio and newspaper personalities prior to ~nd during the event. To
increase visitor involvement, the , sampling format was supplementea by
a travel game developed by Village staff. Prizes of complimentary meals
were donated by several well-known restaurants.
In I'lay, a new program was developed called 'Picture the Past'. ~everal
picture stations were set up in the drive shed and on the Village green.
Visitors were encouraged to try on reproduction costumes, use
reproduction artifacts, pose in a furnished setting, and then take
pictures of themselves.
Also in May, the Canada Packers Quilt ~xhibit was displayea at black
Creek. This exhibition was visited by many and receivea coverage from a
~ew York basea magazine "Patchwork ~uilt". The magazine also collectea
data on several quilts in the Black Creek collection which it hopes to
use in future articles.
Over the Victoria uay weekend, The Great black Creek Trivia Game was
played. Prizes were donated by many outside organizations who proviaea
rewards for a large number of entrants in both adult and child
categories. In addition to gifts, passes and prizes, most donor
agencies provided promotional material for a travel information table.
A new program - Spring Fair - was introduced in June. Village
handicrafts were exhibited: norses, oxen, pigs sheep ana poultry were
displayed and visitors were encouraged to play carnival games. The
North York Horticultural Society produced a flower show. Chilaren tOOk
part in a seed program wherein they were given seeds and growing
instructions with the request that they return to a Fall Fair in
September with their produce. On the Sunday of the Spring Fair, the
annual Rogationtide Service w~s held.
Military Encampment '8ij was recently held. This colourful event
involved almost two hundred volunteer re-enactors who stayed for a whole
weekend. The camp soldiers and followers who drilled, skirmished and
battled, createa a lively, exciting event for visitors.
Canada Day was celebrated with the annual Militia Muster. Includea in
the event was the installation ceremony of the honorary Reeve ana
Honorary Deputy Reeve. Alan Millar of CBC program "Fresh Air" and Glenn
Cochrane of the CFTO-TV news staff were sworn in before an auaience of
over 2,400 people. The Militia Muster drill involved members of Village
staff, volunteers from the Upper Canada Rifles ana visitors.
Staff mounted several excellent exhibitions during the first half of
19l:l8 in the McNair Gallery such as Child's Play, The wheels Revolution
Through Everyday Life and Penny Banks.
An outstanding travel exhibition, Seasons of Celebration, will be
featured in the Gallery from July to October. Produced by the
Provincial Museum of Alberta, with funding from National Museums -
Museums Assistance Program, this exhibit celebrates the millenium of
Eastern Christian Culture.
The following table shows attendance and revenue figures to June 26th:
.an .illl.
Attendance l35,668 l3l,24lS
Revenue
-Admissions $l&9,olij $168,9&0
-Gift Shop 169,458 l65,727
-Village Outlets 0l,l86 00,435
-Other 72.275 52.~50
TOTALS ~492,537 $447,492
IL.
19&IL 07.20
AM.~I
1987 PROGRAM PERFORMANCE REVIEW
The Metropolitan TOronto and Region
Conservation Authority
A iVl, ~ ';l
TABLE OF CONTENTS
1987 PROGRAM PERFORMANCE REVIEW
Introduction 1
1. FLOOD CONTROL PROGRAM 2
1.1. preventive Measures 2
1.1.1. plan Input and Review 2
1.1.2. Flood plain Mapping/Regulations 4
1.1.3. Flood Warning and Flood Forecasting 4
1.2. Remedial Measures 5
1.2.1. Design and Development 5
1.2.2. Maintenance of structures 6
Table 1 status of Damage Centres 7
2. EROSION CONTROL PROGRAM 8
2.1. preventive Measures 8
2.2. Remedial Measures 8
"2.2.1. Design and Development 8
2.2.2. Maintenance of Structures 8
Table 2 Erosion Control Remedial Measures 9
3. STORM WATER MANAGEMENT 10
3.1. plan Input and Review/Municipal Assistance 10
3.2. preparation of urban Drainage plans 10
4. LAND ACQUISITION 12
4.1. property Transactions 12
Table 3 properties Acquired in 1987 13
Map 1 MTRCA Land Acquisition Sites 15
Table 4 properties SOld in 1987 16
4.2. property Management 18
4.3. General 18
5. CONSBRVATIOR LARD MANAGBMBR" PROGRAM 19
5.1. planning 19
5.2. Operations/Implementation 19
5.2.1. Direct Services 19
5.2.2. Interdivisional Services 21
5.2.3. External Services 22
ArVI.~~
TABLE OF CONTENTS continued
6. LAKE ONTARIO WATERFRONT DEVELOPMENT PROGRAM 23
6.1. Creation/Acquisition of Land 23
6.2. Development of Recreational Opportunities 23
6.2.1. Interim Management 23
6.2.2. Site Planning 24
6.2.3. Serv icing/ Si te Development 24
6.2.4. Maintenance 25
6.2.5. Future Strategy 25
7. WATERSHED RECREATION PROGRAM 26
7.1. Planning 26
7.2. site Development 26
7.3. Enforcement, Safety and Security 27
7.4. Conservation Areas 29
7.4.1. Operations 29
7.4.2. Maintenance 30
Table 5 Major Maintenance status 31
7.4.3. program Delivery 32
8. HERITAG!VBCPV PROGRAM 33
8.1. Site Development 33
8.2 Operations 33
8.3. programs 35
8.4. Overv iew 35
9. CONSERVATION AWARENESS PROGRAM 36
9.1. Conservation Education 36
Ta b1e 6 program Attendance 1987 37
9.2. Community Relations 38
10. SUMMARY OP RECOMMENDATIONS 41
- 1 - AM.~,+
1987 PROGRAM PERFORMANCE REVIEW
During 1987, a number of internal and external factors affected
the environment in which the Authority impleme~ts its programs.
The commencement of a corporate planning process to develop future
strategies for Authority work was the major internal factor, along
with the creation of a program Evaluation Comm:ttee comprised of
The Authority's Chairman, vice-Chairman, Advisory Board Chairmen,
plus a member-at-large. Throughout 1987, this group discussed
draft strategies for a number of critical areas - waterfront
development, the Oak Ridges Moraine, watershed management and
public use of Authority lands. This endeavour to review current
direction, resources and obstacles was a positive move and will
result in a comprehensive corporate strategy statement in 1988.
The continued pace of development within the watershed created
pressure on specific Authority programs. The high volume of
planning proposals and permit applications affected both plan
review and enforcement staff. Three contrac,t planners assisted
the plans analysts and a planning technician was added to deal
with lawyers' letters.
The Authority is regarded as a protector of undeveloped land. The
preparation of development scenarios for the Northeast Scarborough
lands involved staff in analysis of various leiels of development.
The proposed development of the Uplands Golf Course resulted in a
request for Authority acquisition of tableland. Increasing land
prices have affected the Authority's ability t~ use acquisition as
a means of preventing inappropriate land use. !he valley hazard
and conservation lands designated by the Authority as "suitable
for acquisition" often include less than some community groups and
organizations feel they should. These groups would prefer that
developable tableland adjacent to the valleys also be subject to
development restrictions and public acquisitio~.
The Authority was able, in the early 1980'S, to make good use of
various special employment programs during a period of high
unemployment. NOt only have special employment programs ceased to
be available, but we have recently experienced difficulty in
filling regular staff vacancies. This is a regIon-wide problem and
is putting pressure on wages and salaries in order to .compete. .
for available labour. The impact of the curtailment of special
employment staffing has been felt most in the Conservation Land
Management program, particularly in stream/woodlot/habitat
improvement projects, in Conservation Areas' development and at
Conservation Education locations.
The failure of the provincial Interminister ial COmml ttee on
Conservation Authorities to finalize their report and address the
numerous areas identified for consideration, maintained the
uncertainty of future support for particular Authority activities.
No revised date has been given for the final report.
A fY). ~S
- 2 -
1. FLOOD CONTROL PROGRAM
Goal: To undertake a comprehensive program of flood control designe
to prevent, eliminate, or reduce the risk of hazard to life and
property, while recognizing the value of retaining the natural
attributes of the valley system.
1.1 preventive Measures
1.1.1 plan Input and Review
The following compares 1987 volume of proposals to 1985 and 1986:
Type of plan 1985 1986 1987 , Change
Official Plans, 1986/87 1985/87
Official plan Amendments
Secondary Plans 394 462 418 -10 + 6
Zoning/Re-zoning 1,214 1,174 1,326 +13 + 9
plans of Subdivision 368 637 528 -17 +44
variance/Consents 2,644 4,007 4,126 - 6 +56
oeve10pment Control
(ie. Site plans, Niagara
Escarpment, parkway Belt) 73 251* 60 -76 -17
property Clearance 1,429 2,037 2,800 +37 +96
section 28 permit
Applications 242 313 376 +20 +55
~_.
*figure corrected from 1986 Review report.
.
Building activity in the watersheds continues to be high, and
related applications, while steadying in certain areas, remain up
from 1985. During 1987, three contract plans analysts were hired
to help clear the backlog of applications and a fourth person was
employed to deal with lawyers' letters. The latter is funded out
of the administration fee charged for these letters.
A (V\, :L'
- 3 -
.
There are two concerns regarding program effectiveness that relate
to the high volume of applications.
( a) Maintaining staff morale is very difficult. The demands of
high volume and the external pressure to deal quickly with
applications creates a stressful work situation. Under
stress, staff contacts with the public and industry can
, create negative impressions of the Authority if the concept
of good public relations and customer service is not a
consideration. This is especially the case when dealing with
situations where proposals do not meet our requirements and
where applicants must modify their requests or be refused.
( b) There is a lack of regular staff time to keep up-to-date with
policy/procedural changes and to spend adequate time with
contract staff to ensure that they are fully conversant with
all Authority interests. Again, the pUblic/industry/other
agency contacts makes these staff important Authority
representatives in many external situations and it is
critical that they be kept current.
Recommendation: That the public relations perspective of plan
review be considered in hiring and training staff; that staff
.,. I
development ensure an up-to-date knowledge of relevant Authority
policies' and proceduresiand that a plan Input and Review
Manual/strategy be prepared.
The enforcement staff have had to assume a greater degree of
independence with respect to dealing with technical evaluations
and Authority requirements in the field. There has not, however,
been an effort to ensure that they are kept current of similar
matters. This was a caution in their reassignment to the Field
Operations Oivision and should be addressed by their inclusion in
Water Resources program updates.
~~';;'7
- 4 - .
Recommendation: That the Enforcement staff be included in any
technical/program workshops/circulations to ensure their continued
ability to represent Authority interests in the field.
1.1.2 Flood plain Mapping/Regulations
The fill line mapping extension was delayed in 1987 as a result of
other program priorities and base mapping considerations. As a
result, the Authority was unable to spend the funds allocated
under the FDRP, for the first time since this program started.
unfortunately, as FDRP funds, to all authorities, were generally
underspent, the funds allocated for 1988 have been reduced.
Staff have indicated that maintaining and updating the mapping
base is, and will continue to be, a high priority to ensure
mapping remains an effective tool in watershed management.
Recommendation: That annual work plans and fundings for mapping
continue to be given high priority.
Transfer of the HEC II data from the consultant's computer system
to the Authority diskettes was completed in 1987 for all
watersheds, except Highland Creek, which will be completed in
1988. ~is transfer has permitted information to be more readily
accessible by Authority staff and external agencies/consultants.
Charges may be required of external users.
1.1.3 Flood Warning and Flood Forecasting
The following summarizes the flood events in 1987:
AM,;l i"
- 5 -
Date Type of Event Flooding Location
May 27-June 4 Thunder storms .Local urban areas
.Lower Don/Bayview
(May 27)
June 29 Thunderstorm .No flooding
July 8 - 12 Thunderstorms .Loca1 urban areas
.Litt1e Etobicoke
Creek
November 25 Rainfall . No flood ing
The system continued to work well in 1987 and no major changes
were required.
1.2 Remedial Measures
1.2.1 Design and Development
As anticipated, dredging commenced at the Keating Channel in July
and continued until December when an equipment failure occurred.
The dredgeate disposal site modifications, a required condition of
the Environmental Assessment approval, were completed in 1987,
prior to dredging. The initial clean-out of the channel should be
completed by 1991.
A draft report of remedial measures for the Tyndall NUrsing Home
property, City of Mississauga, was prepared by consultants,
jointly funded by the Authority and City. Further review was
required to determine any potential downstream impact from
channelization. The agreement with the owner, required prior to
implementation, could not be reached in 1987 and a subsequent
proposal for additional development in the floodplain was
suggested by the owner. Staff advised that the creation of further
risk was unacceptable. Discussions have continued into 1988.
AM';!~
- 6 -
The German Mills Creek remedial project has, to date, only
involved land acquisition. As a condition of development, the
proponents will be implementing the channel construction. The
replacement and enlargement of culvert capacity at 16th Avenue is
a critical component and has been the subject of interagency
discussion regarding funding.
As a result of changing watershed conditions and improved methods
of calculating flood risk, an update of the 33 flood damage
centres in Authority jurisdiction was undertaken in 1987 to review
the priorities established in the 1980 Flood Control program. The
results are included as Table 1.
Recommendation: That the status of remedial work at damage centres
be reviewed annually and, where appropriate, municipalities
advised of the continuing food risk and the need for specific
planning designations, and further, that, during 1988, the "damage
centre" concept be reviewed to clarify its definition, intended
application, and relationship to provincially designated Special
pol icy Areas.
1.2.2 Maintenance of Structures
Tbe principal activity in major maintenance in 1987 was the
construction of the traffic barrier associated with the Black
Creek Channel.
The issue of funding for long-term maintenance of completed
structures continues to be unresolved.
Recommendation: That the development of Authority strategies
include consideration of the long term maintenance and funding
requirements of existing structures to ensure they continue to
provide for p~blic safety.
I I :. 'i !. I I ,
'I I i "ABLE 1 I I ii,
:. ~IoIISI M L"IT fHR*f ~ ~~~~)I STR~US Q-ZOHt/SPR) STRTUS
~-~----.-------- --~~E;-~-- --~-T---;;S--:;---;;S--1---- ---il---'---- ----.;;;-----li;;;~~~i;~;~;--------~------~;E~~;~;-S;;;;E~------
DOlt 81 R.HILL 2 I NO NO i NP . tvR UHOER DISCUSSIOM PRE-EttGlNEERIHG
HUft8€R 11 OAK RIOGES 3 YES I NO I Y~S-oaREASED ,YES I U"DER DISCUSSJON WORKS IN PLACE
HUrtBER 12 BOLTON, 1: YES NO "0 : H.lA , SPA I WORKS I H PLACE (500YR.)
DUff!" 2U PI CIC.lR.JAX 5 YES I NO HP I )VA SPA I WORKS I" PLACE (5ooYI<.)
OOH 213 POffERY RO 'i NO : NO ~; ! : ".IR ' ACQUISITlOH(Df>>" 2 OHLY) PRE-EHGINEERING
~8ER 1 JAME.lROCICl 1"0 YES Y S-INCREASED 'YES SPA(PENDIMG)
HO"8U ) JAHE.lWILSO .' NO I YES YES-INCREASED YES SPA I
"1"leo 2 BOHMWIEW', YES 'NO YES-HIHOA ".IA
ETD81COICE 2 ,DUClUDUN 10~ YES YES YES YES SPA(PENOIHG) I PRE-ENGIHEERIttG
HlJH8ER 1 i RLBION RO. 11 YES NO NO ".IA ,
ET08ICOICE , I STEELfS I 12 YES "0 YES-ttlNOR YES SPft(PEHDIHG) I
DOH 10 ""SSEY CIC. 13 YES NO NO ".IR I
00" 11 ; BRY"IEM 14 YES ItO YES-"IHOR tvR SELECTlIo/€ 2-ZOHE
I DOH 12 ' HOGGS NOLl 15 YES I NO YES-DECRERSED YES SPR I
ROUG€ ;, I ItARICHRIt l' NO NO YES-HI NOR I YES 2- ZONE) (2-ZOHE POLICY)
..... ROUGE 2 ! ItARICHAtt . 11 NO ,NO YES-"I NOR YES 2- ZOI€) (curcRE"TL Y )
I ROUGE 1 ' IWtICHRn ; 18 NO NO YES-"I NOR I YES 2- ZOtIE) (UNDER REIoII EN)
DON , It.HILL, l' YES NO YES-QECRERSED YES SPA
HUH8[R 8(S OF HMYI1') WOODBRIDGl: 20 NO ,NO YES-HI NOR I YES ! SPA
El08ICOICE 13 IRfttPTON I 21 YES YES YES- INCREASED YES SPR<PEHOIHG)
"I"ICO 1 L. ONT. I 22 YES NO YES-DECREASED IVR
"I"ICO 12 AIRPORT RD . 23 YES NO YES-DECRERSED ".1ft
ET08IC01CE 1 L. ONT. 21 NO NO NO ".IR
"I"ICO 5 ISLIMGTON ! 25 NO ItO NO ".IA
ET08ICOKE 12 .....TON ; 26 YES YES YES-I HCREASED I YES SPA (PENOI MG)
EJ08ICQKE ;, rutDRS 21 YES NO YES-DECREASED YES SPA (PEHOI NO)
HUn8ER 8(" OF HMY11) WOODBRIDGl ! 28 NO NO YES-"IHOR i YES SPA I
HUnBER 1) WOOD8ltIDGE 2CJ NO NO YES-HI NOR I YES SPA
,
"I"ICO ;, ItOYAL YORK 30 YES NO YES-"INOR ".IA
HUltBER 15 L. WILCON )1 YES NO YES-HI NOR YES UHOlR 01 SCUSSIOH
HunBER 1 SCARLET RO 32 YES NO YES-I NCRERSED I I
DUfFl" 1 "ILLERS CIC :S) YES NO YES-DECREASED
PENDING. nuHlCIPRL APPRO~ I" PLACE.
AWAITING PI<O"'I"CIRL RPPRO"'AL
COMITnEHT. "UNICIPftL APPROVAL NOT COttPLErE J)
UNDER DISSCUSSION. SPR STATUS CURRENTLY
UNDER REIoIIEW S
.
01
()
R rI\. ~I
- 8 -
2. EROSION CONTROL PROGRAM
Goal: To minimize the hazards to life and property that result
-
from erosion of river banks, valley walls and shorelines while
recognizing the value of retaining the natural attributes of the
v3lley and lake front settings.
2.1 preventive Measures
See section 1.1. Carried out as part of Plan Input and Review.
2.2 Remedial Measures
2.2.1 Design and Development
Background and design studies were completed at Guildwood parkway
and Glenorchy place in 1987 for implementation in 1988. Studies
at Ladyshot Road and 48 Barkwin Drive indicated no major
instabilities exist and remedial works are not required. The
annual review of known erosion hazard sites and priorization for
works was undertaken. Environmental inventories were also
completed for all sites nearing construction.
A summary of the implementation of remedial measures is shown on
Table 2.
2.2.2 Maintenance of Structures
Annual inspections were carried out. Major maintenance was
implemented at Colonel Danforth park as planned and funded.
Special funding arrangements with Metro and the owner enable
remedial works at Scarborough College.
Recommendation: that erosion control major maintenance be
addressed similarly to flood control.
- 9 - RM.3~
~LE 2: EROSICN cama. RDfFD!AL MFA50RES
SITE ~ 1987 p~ Pmm:T ST1\'ltIS
Kingsbury Crescent .Expropriation completed .This is approximately a
.Cbnstruction on MTRCA 3 yr. project depending
lands only. on fill availability.
Bellamy Ravine .1987 work completed as .Channel project complete
planned . in 1988.
.Project completion by
1989.
S. ~ine [Xive .1987 work completed as .original project largely
planned . COIlpleted .
.~vised pcoject subnitted .Acquisition of property
including extension along at west end required for
Sylvan Avenue. extension.
Fallingbrook cresc. .Property matters resolved. .1988 will complete
.Project accelerated for project.
1987.
Lakehurst crescent .1987 work accelerated. .Project canpletion in
1989.
33 crescentwood .Design work completed. .M:ljor works completed in
R>ad .Expropriation delayed 1979.
project completion. ..add i tional cx:xnponent
will be completed in
1988.
Fishleigh rxive .w:>rks deferred due to .1988 will be year one of
major changes in site three year (projected)
and need to update data implementation.
for design.
10/12 Elizabeth .Minor works related to .Cbmpleted in 1987.
Street pickering/Ajax dykes.
P.U.C. lands .Provided design advice . .SignificanUy improved
in channel rehabilitation. approach.
.Q:npleted fomCA input
in 1987.
30/32 Prince E:!ward .1987 tOrk as planned. .Cbmpleted in 1987.
Blvd.(Region of ~rk)
Markhaa OwInels .Rl!lDedial measures to .Project incauplete.
correct 1986 flood .NX funded for 1988.
dllllage
.1987 work CCIIIpleted
as planned.
9.1nnypoint Ravine .rxainage layer installed. .It1lti-year pcoject to
.lACk of rubble resulted ccntinue in 1988.
in 1987 planned work "'ailabUity of lIIaterlal
being delayed. will determine timing of
exnpletion .
2130 Dundas west .As planned. .Project completed.
Lawrence Avenue .As planned. .Ow! OOIllpClnent of long-
term Highland creek
pcoject.
.~irement here
accelerated due to 1986
flood damages.
R M. aa
- 10 -
3. STORM WATER MANAGEMENT
C~al: To promote a comprehensive watershed management approach to
urbanization that is consistent with the Authority's objectives
for flood and erosion hazard reduction and the conservation of
valleylands and environmental re~ources.
This is accomplished through preventive measures.
3.1 plan Input and Review/Municipal Assistance
See Section 1.1.1. The requirement for storm water management is
carried out within the planning process and is implemented as
proposals come forward. The need to prepare drainage plans has
been accepted as a requirement of development and the Authority's
areas of interest have been recognized as concerns which must be
satisfactorily addressed.
3.2 preparation of Orban Drainage plans
The Rouge River Watershed Study, started in 1985, continues as the
pilot effort in this area. Work in 1987 was slowed as a result of
difficulty in customizing the computer program to provide the
specific information desired. The majority of the phase II
reports have been received and the implementation strategy should
be completed by the end of 1988.
The high priority given to addressing the Northeast Scarborough
area, to assist in the planning decisions for the proposed
development, also diverted staff time.
~M...3lf
- 11 -
As a result of the output from this study, amendments to the
overall program and/or its operational criteria may occur. There
is considerable anticipation that this approach to watershed
planning will assist in future input to, and review of, planning
proposals. A watershed strategy is being developed as part of the
corporate planning process.
Recommendation: That the deadlines for components of the Rouge
Watershed study be adhered to in order that its results are
available as timely input to the strategic planning process and
the final report and strategy available by December 31, 1988.
.-
pi M. 3S
- 12 -
4. LAND ACQUISITION
Goal: to acquire hazard and conservation land in order to protect
- i~ against unwise land use which would affect its ability to
perform its natural functions and to conserve significant land for
t~e benefit of the people within the Region.
4.1 property Transactions
~ list of properties acquired in 1987 is provided on Table 3 and
each is located by its Code No. on Map 1. Approximately 209 ha
(517 acres) were acquired in 1987, including 40.5 ha (100 acres)
from Hullmark Developments on the West Humber River; the 17 ha (43
acres) Toronto Brick Property on the Don River; and, 65 ha (162
acres) of Crown water lot at Sam Smith Park in Etobicoke. Also
included are 2 properties totalling 46 ha (114 acres) in the
xiagara Escarpment, funded 100% by the Ontario Heritage
Foundation.
~s of December 31, 1987, the Authority owned a total of 12,164 ha
(30,034 acres) across its watersheds as follows:
HA ACRES
Metropolitan Toronto 3,977 9,820
Region of york 2,462 6,080
Reg ion of Durham 1,870 4,617
Region of peel 3,679 9,083
County of Simcoe .. 139 344
County of Dufferin 37 90
12,164 30,034
Two small properties were added to municipal management agreements
in 1987, 0.14 ha/0.35 acres in Ca1edon and 0.08 ha/0.193 acres in
Richmond Hill. Discussions were carried out with Brampton and
Ajax for lands which may become municipally managed in 1988.
AM.ab
- 13 -
TABLE 3: PROPERTIES ACQUIRED IN 1987
CODE FILE
NO. PROJECT NO. FORMER OWNER MUNICIPALITY ACREAGE
I P.7.A. 68 THALASSA LIMITED ETOBICOKE 0.022
PERMANENT EASEMENT
2 P.7.A. 69 NICK JOHN KRAY ETOBICOKE 0.122
PERMANENT EASEMENT
3 P.8.A. 436 RED FILE INVESTMENTS ETOBICOKE 0.601
LIMITED
4 p.e.A. 437 BLACK CREEK CO- NORTH YORK 1. 79
OPERATIVES HOME INC.
5 p.e.A. 438 EDMUND GUGALAS NORTH YORK 0.028
6 P.8.A. 439 HULLMARK DEVELOPMENTS ETOBICOKE 100.14
LTD.
7 P.8.A. 440 VENTA INVESTMENTS CALEDON 0.353
LIMITED
8 P.8.A. 441 MINISTRY OF TRANSPORTA- 2.820
TION AND COMMUNICATIONS NORTH YORK
9 P.8.A. 442 TOWN OF CALEooN CALEDON 3.827
10 P.8.A. 443 MINISTRY OF THE ETOBICOKE 6.429
ENVIRONMENT
11 P.8.A. 444 PACIFIC PAINTERS CALEooN 2.5
LIMITED
12 P.8.A. 445 WOODFIELD DEVELOPMENTS VAUGHAN 6.399
13 P.8.A. 446 NORTH SECTION HOLDINGS VAUGHAN 12.966
14 P.9.A. 148 METRUS INDUSTRIAL PARKS VAUGHAN 0.680
LIMITED
15 P.t.A. 149 r. . G. TORRIERO RICHMOND 1.02
HIl"I"
16 P.t.A. 150 8ATHURS~ MANOR DAY NORTH YORK 16.629
CAMP AND SWIM CLUB
LIMITED
17 P.t.A. TORYALLEY DEVELOPMENTS EAST YORK 42.69
(EXPROPRIATED)
18 P.ll.A. 110 671235 ONTARIO INC. WHITCHURCH/ 16.24
STOUFFYI LLE
19 P.ll.A. 111 JOSEPH WILKS PICKERING 0.009
20 P.12.A. U KAMATO HOLDINGS LIMITED AJAX 0.550
21 P.12.A. 100 HELooR DEVELOPMENT PICKERING 1.21
CORPORATION
22 Petticoat 2 REGIONAl" MUNICIPALI7Y PICKERING 0.005
Creek or DURHAM
p,M.?;7
- 14 -
TABLE 3: PROPERTIES ACQUIRED IN 1987 (continued)
CODE f'I LE
NO. PROJECT NO. FORMER OWNER MUNICIPALITY ACREACE
23 Black 8 THE CORPORATION OF THE VAUCHAN 1.116
Creek TOWN OF VAUGHAN
C.A.
24 W.F.-l 12 HER MAJESTY THE QUEEN ETOBICOKE 7.116
IN RIGHT OF THE & TORONTO
PROVINCE OF ONTARIO
2S W.F.-1 13 HER MAJESTY THE QUEEN ETOBICOKE In.56
IN RI~HT OF ONTARIO
(M.N.R.)
26 N.F.-1 14 MIMICO CO-OPERATIVE ETOBICOKE 2.19
HOMES INCORPORATED
27 W.F.-2 7 TORONTO HARBOUR TORONTO 0.078
COMMISSIONERS
28 PERMANENT EASEMENT 0.341
29 N.F.-3A 181 ESTATE OF HAROLD A. PICKERING 0.37
STROUD
30 N.F.-4 148 JERRY & NONIE SOVKA SCARBOROUGH 0.090
31 N.F.-4 149 BENJAMIN DUIAK SCARBOROUGH 2.208
32 N.F.-4 150 NORMAN HENRY NADE SCARBOROUGH 1.067
33 N.F.-4 151 LLOYD NESLEY NOURSE SCARBOROUGH 1 .766
34 W.F.-4 152 MICHAEL & SUZANNE SCARBOROUGH 0.974
ELEK
35 W.F.-4 153 MARGARET MARY WHELER SCARBOROUGH o .764
36 W.F.-4 154 HELEN YAWNAN GRIFFIN SCARBOROUGH 0.165
37 II.F.-4 155 GLENN ALLAN STONEHOUSE SCA RIIOROUGH 1.664
PERMANEN~ EASEMEN~
38 W.F.-4 156 FREDERICK & MARILYN SCARBOROUGH 1.844
. LEPPER
-
39 II.F.-4 157 IVY E. OLIVER SCARBOROUGH 0.084
40 II.r.-4 158 MARIA N. CABRAL SCARBOROUGH 0.500
41 w.r.-4 159 H.B. BELL INVESTMENTS SCARBOROUGH 1.915
(V. S.) INC.
PERMANENT EASEMENT
42 NIAGARA 7 ROBERT S. BAKER CALEDON 29.654
ESCARPMENT
43 NIAGARA 8 DONALD HARRIS WEIR CALEDON 84 .08
ESCARPMENT
TOTAL AREA ACQUIRED 516.576
CD
~
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1-4 . .~ - TOIlI ClI! ..~e. --- ~ ~ 01 "'4 ~ l
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z · j I ,~'~~'~\~~ "--r] .~~~\:~
0
1-4
fo4
1-4 ~\ m:' \V lIII ,-., ~.\.,
, U) &\)_ .uK'~~':9 ~\ _ _,." ~~~~.'\Y ~ l~)\ ,~\, ....'.
1-4
&J) 0
,...j or
u ~ . JL '\ ~l L' .\ ~ ~ ~~ _---
I 0< ~ V "; \" ,J'
,.... ~ ~ '. ~ ' ~,'W'. . iII!.!
CD V.\ -- \\ -~ ~. j t~ '-1'\ ~ · ~ lI.J .J~~
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~ ." .' ~ ~'V '-~~ 'Q \
.. . L. ~~-''''~~~ _ ~\I \~ "T/ '\
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11. l~~~'L (~, ~,,: It I:\) ~ ^~
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+" ~~ :\ ~~ I~ ~I ~ M LEGEND
. '~ l=. """I!~ JIST/ ~ ---~ _
~'" '- _0 ~ ~ _y_~ _
. ~ ~- ~ / 40 .---
. 2! ~V --- 2
. __ ~ ~ !I.!8S.41- ~.... -... 52
,~
~ ... -.......... --.... ..... M.T."-CA. WATlUHlD IOUMDARY __ --- .".. WATERSHED PLAN 1987 ACOJISITION SITES
_te..- l~"""" ......., LAND ACQUlllTION PROOIIAM
~ tV). ~'t
- 16 -
TABLE 4: PROPERTIES SOLD IN 1987
CODE PROJECT FILE NO. OWNER MUNICIPALITY ~
-
51 P.8.A. 243 HULLMARK ETOBICOKE 2.414
DEVELOPMENTS
LTD. & STRATH-
MORE LTD.
52 P.8.A. 236 MINIStRY OF ETOBICOKE 2.902
TRANSPORTATION
& CC'MMUNICATIONS
53 P.8.A. 223 MARIO & VINCENZA NORTH YORK 0.070
TAVERNA
54 P.lO.A. 229 MUNICIPALITY OF SCARBOROUGH 0.154
METROPOLITAN
TORONTO
55 P.l1.A. 220 VALERIAN INVEST- PICKERING 6.50
MENTS INC.
S6 P.ll.A. 233 CORPORATION OF PICKERING 0.341
THE TOWN OF
PICKERING
57 F .1.A. 151 ALL BOROUGH BRAMPTON 30.502
PROPERTIES
LIMITED
58 F.3.A. 170 CORPORATION OF CALEDON 5.042
THE TOWN OF
CALEDON
59 F.3.A. 239 LINDA POMERLEAU CALEDON 27.153
75.078 acres
· Adjust.ent fi9ure to be sold
added + 0.764
GRAND TOTAL: 75.842
· ADJUSTIIEN'I':
The 0.764 acre. for the IIheler transaction 1. included In
the 1987 purchase. and thl. acreage va. deleted fro. the
per.anent ease.ent fl9ure.
AM. ,+0
- 17 -
The Authority disposed of 30 ha (76 acres) of land in 1987,
in::luding 11 ha (27 acres) of tableland and an existing structure
in Caledon; 12 ha (31 acres) of table land in Brampton (Snelgrove) ;
and, 3 ha (7 acres) in picker ing. All properties were surplus to
the Authority's requirements; were bought to obtain the valleyland
portion of a larger property; were severed from the lands required
by the Authority; and, subsequently sold.
The disposal of property has occasionally caused some adverse
public reaction, most recently in connection with the land sale in
pickering. In this instance, adjacent and nearby homeowners
assumed the continuance of the open space, provided by the
Authority lands, and were not aware of the potential for disposal.
For a home buyer, the presence of nearby open space lands is a
strong incentive for purchasing a particular property.
Identification and disposal of lands surplus to Authority needs
has been a way to offset provincial constraints on acquisition
allocations. This enables designated lands to be purchased;
permits development to occur on tablelands; and, protects the
most significant valley and conservation lands.
While this is a reasonable approach and does not compromise the
achievement of other Authority goals, there can be a negative
public reaction to the sale of public land for private
development. In part, the RpublicR no doubt feel it is RtheirR
land that is being sold. This is fueled by those who have grown
to assume the nearby open space is a fixed component of their own
living space. Their arguments are often emotional and can result
in a poor public image for the Authority.
AM.If)
- 18 -
Reco~mendation:That the disposal of developable land be
accompanied by a clear statement of the benefits gained by this
action and be used in any communication to the general public,
elected officials or interested groups/agencies in response to
specific enquiries.
4.2 property Management
In 1987, as in 1986, approximately 160 rental agreements for
Authority lands/buildings were in operation; the first phase of
the long-term preventive maintenance program continued to be
implemented; and, regular maintenance was carried out for 65
Authority-owned residences, the Bolton Records Centre and at Head
Office.
4.3 General
The length of negotiations and the cost of associated fees, legal
and survey, has made the acquisition process even more cumbersome
and costly than in the past. As land acquisition continues and is
a component of the new strategy for the oak Ridges Moraine, all
proposed acquisitions should be reviewed, evaluated,
amalgamated, priorities established and funding alternatives
identi f ied.
Recommendation: That when all areas suitable for acquisition have
been identified, the Land Acquisition program be reviewed and a
corporate strategy be developed, to set priorities and to ensure
adequate funding, and further that the strategy clarify the
criteria for the designation of surplus lands and the procedures
for disposal.
AM. '+-.2-
- 19 -
5. CONSERVATION LAND MANAGEMENT PROGRAM
Goal: To contribute to the quality of land and water resources
-
through a comprehensive program of conservation land management
including vegetation management, wildlife management, fisheries
i:-nprovement, source area protection, sediment control, water
quality improvement, and conservation land planning.
5.1 Planning
During 1987, staff continued the preparation of resource
management site plans and provided input and comments with respect
to the plans of others, particularly the potential impacts of
development proposals on managed resources and Environmentally
Significant Areas. As noted, in discussing the plan input and
review function (section 1.1.1), volume has been up in the last
two years. Indications are, however, that the peak may have been
reached.
The major internal planning activities in 1987, were the program's
participation in the Rouge Watershed Study and the preparation of
a corporate strategy for watershed planning.
5.2 Operations/Implementation
5.2.1 Direct Services
Nursery operation in 1987 was not at as high a level as
anticipated - in both expenditures and revenues - reflecting a
levelling off in demand by other MTRCA program areas - sediment
control, waterfront development, etc. This trend and the changing
demand for plant species will be addressed in a business plan for
the nursery being prepared in 1988.
AM.y.3
- 20 -
Urban Management projects were carried out in Brampton, Markham
and Whitchurch-stouffville generating revenues of $40,656,
approximately the same level as in 1986.
Woodlot, Plantation and Fireguatd Management have suffered from
the decrease in special employment programs. As Authority
p1antings reached a growth stage requiring more attention, special
program staff were used, in the absence of funding for full time
positions. The success of past tree planting projects on MTRCA
land has resulted in a significant increase in forest management
requirements. Over the years, the Authority has planted about 9
million seedlings on approximately 9000 acres of land. With an 80%
success rate, our resource is significant and continues to require
managemen t.
Fisheries Management activities expanded in 1987, funded by MNR
revenues from fishing licenses. $18,000 was provided to the
Authority to carry out habitat rehabilitation, particularly in the
headwaters, preferably involving livestock access control. Some
work with respect to water temperature monitoring was completed in
1987 to determine stream suitability for brown trout management.
Also, temperature improvements through conversion of on-stream
ponds from surface to bottom discharge was investigated. 40,000
Rainbow trout were produced at Glen Haffy, of which 27,075 were
stocked at Glen Haffy, Bruce's Mill, Heart Lake and Albion Hills.
While a comprehensive Creel Census is not available, stocking
continues to be needed to replenish the fish indicating that the
majority stocked are being caught. At Glen Haffy (inc. Extension)
it is estimated that about 19,871 fish were caught by 27,744
fishermen (0.91 fish/person).
A fY1 . 4-4-
- 21 -
The availability of new funding and the renewed interest of MNR in
fisheries resulted in some conflict during 1987, particularly in the
area of municipal plan input and review. MNR had, for a number of
years, been largely silent with respect to fisheries resources/
potential within and adjacent to the Metropolitan area. Th e i r renewed
interest resulted in some initial confusion amongst the Authority's
municipalities and a questionning of the Authority's role, which had
developed to fill the previous gap. This overlap of interest, along
with a number of similar unresolved issues, resulted in the formation
of an MNBVMOE/CA committee. While fisheries is not their principal
area of concern, it is hoped that it will be one of the areas to
benefit from a review, evaluation and renefinition of interagency
responsibilities. Had the Interministerial Committee (1986) completed
its work and dealt with implementation, it is possible these issues
could have been addressed as part of that process.
5.2.2. Interdivisional Services
The demand, by other Authority sections, for plant materials has
decreased and, due to costs, is switching to smaller stock. The se
matters are to be addressed in 1988 through the preparation of a
business plan for the nursery.
Interim Management continued at Tommy Thompson park in 1987 and, as
in the past, included both wildlife management and a park visitor
program. The Gull control program continued to be successful in
controlling nesting. Monitoring of the tern population was undertaken
in order to determine if they are encouraged as a result of improved
habitat conditions. Site visitation increased by 2' in 1987 to
41,900. vans and the TTC provided transportation on site from May to
october; a nature interpretive program was offered between June and
August; and, 5 issues of the park Newsletter were produced and
distributed. plan~ing for the park is addressed in Section 6.2.2.
fe tv7. ~ 5'
- 22 -
Deer Management was necessary in the Nashville Resource Management
Tr ac t . 17 deer were harvested (16 in 1986).
5.2.3 External Services
As in recent years, the MOE funded a number of special studies/
projects undertaken by the Authority and totalling $354,740:
SCOUR '87 ($93,631) - watercourse "clean up" by 30 students
working for 16 weeks on the Don River and the Black,
Etobicoke and Mimico Creeks, totalling 30 km of stream.
TAWMS '87 ($77,312) - data collection for the Humber and Don
Rivers and the development of a pollution control strategy.
URBAN FISHING PROGRAM ($29,800) - printing "Toronto Anglers
Guide"; preparation of Metro Fishing Week; technical guidan
to municipalities and the public regarding urban fishing.
RURAL BEACHES STUDY ($136,000) - data collecting; identifying
and ranking pollution sources contributing to downstream
beach closures at Albion Hills and Bruce's Mill.
KEATING CHANNEL ENVIRONMENTAL MONITORING ($17,997) - measured
sediment quality in Keating Channel and within endikement
cells; prepared and submitted annual report to MOE in Octob
'87.
These funds were over and above the $571,911 identified in the
bud get for this program, increasing substantially the work that
can be undertaken. None, however, are multi-year commitments. It
has been a concern that the availability of such funding has a
tendancy to direct the program's priorities. Further, while the
projects fund their direct costs, they do not compensate for
increased impacts on the Authority's general administration for
overhead, payroll, supervision by full time staff and management
time.
Recommenda t ion: That special studies/projects be reviewed annually
to ensure they are carrying out corporate priorities and are not
creating an unreasonable burden on general operations.
- 23 - Atvl.4-b
6. LAKE ONTARIO WATERFRONT DEVELOPMENT PROGRAM
Go a 1 : To create a handsome waterfront, balanced in its land uses,
which will complement adjacent areas, taking cognizance of
existing residential development and making accessible, wherever
possible, features which warrant public use.
6.1 Creation/Acquisition of Land
The most significant activities in 1987 were:
(a) the creation of new land at Colonel Samuel Smith W.P. adding
3.56 ha (9 acres) to the site and extending the outer
arm of the breakwater. Fill revenues exceeded $340,000.
Final armouring was less than planned as underwater slopes had
not reached a stable point.
( b) the acquisition of 65 ha (162 acres) of crown water10t at
Colonel Samua1 Smith W. P.
(c) continued participation in the resolution of land and planning
matters related to Lakeshore psychiatric Hospital and the
Etobicoke "Motel Strip. in order to ensure a publicly-owned
waterfront linear park.
6.2 Development of Recreational opportunities
6.2.1 Interim Management
This requirement continues at all incomplete sites. Interim
management at Tommy Thompson park is the most visible. He r e , the
public transportation access and gull control efforts have been
well publicized. Tbe former was affected in 1987 'by the site
modifications necessary to facilitate access to the dredgeate
disposal basins. The efforts to manage the Tern colonies are stil
being modified to improve results. (See also Section 5.2.2)
1
Arw'4-7
- 24 -
E~vironmental monitoring is also an interim requirement as data wil
be used for future proposals and to satisfy approvals given for
Colonel Samuel Smith W.P. Environmental data, while collected and
analysed over the past few yeats, were not published recently. This
is to be undertaken in 1988.
6.2.2 Site Planning
The Master plan for Tommy Thompson Park was completed i n 19 8 7 and
received Authority approval early in 1988. The plan preparation
process, in 1987, continued to provide frequent opportunity for
public input, inc 1 ud ing that from the Natural Area Advisory
Committee. This process has been well documented, as it is
important to the requirements of the approvals process.
Final design at Sam Smith was delayed as a result of the change in
the armouring schedule. During 1987, discussions continued
regarding the eventual limits of acquisition of the Psychiatric
HOspital lands to be included in the Waterfront park, as well as the
future needs of Humber College. Discussion to resolve the interests
of all parties will continue in 1988.
6.2.3 Servicing/Site Development
A pedestrian path and entrance roadway to Rotary Park in Ajax was
constructed. A parking lot was also created there, and another at
East Point park in SCarborough. Improvements to the COpperfield
Road access to East Point were substantially completed.
The Authority installed a permanent navigation light at Humber Bay
West. In addition, Transport Canada installed a permanent
characteristic light for the harbour, and entered into an easement
agreement to provide access for their future maintenance.
A tvt. '-+' ~
- 25 -
La~dscaping of the lands associated with the Bluffers Park Ma r i n a
were largely completed by its opening in June, as required of the
Authority in its lease agreement with Hydrus Enterprises.
6.2.4 Maintenance
Beach feeding and underwater improvements were required at
Ashbridges Bay to improve the recreational use and ensure public
safety.
~ergency dredging was required at Coatsworth Cut to maintain safe
access to the public launching ramps, the North Ashbridges Bay
Boating Federation and the Ashbridges Bay yacht Club service docks.
To maintain this channel requires further reconfiguration of the
shoreline in the vicinity of the Main Sewage Treatment plant and
negotiations with Metro regarding site access for this purpose
occurred during 1987.
6.2.5 Future Strategy
This program has been reviewed during 1987 to develop a new strategy
for future direction and commitment to waterfront development. The
current deficiencies and opportunities with respect to program
i~plementation have been fully discussed through the strategy
process.
A rvt. '-I ~
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7. WATERSHED RECREATION PROGRAM
Goal: To provide public open space and recreation opportunities,
compatible with resource management constraints, on Authority
land s .
7.1 Planning
During 1987, a revised Boyd Concept Plan was prepared but has been
put on hold until circulation and response on the "Strategy for
Public Use" can be received and replied to. The Concept Plan for
Greenwood was completed but has also been held pending finalization.
of the Strategy.
The Strategy for Public Use was, as in 1986, the principal planning
activity in this program. It has now been circulated externally, at
the staff level. To date, no political endorsement has been
requested. It is now being considered internally, in conjunction
with all other strategies, as part of the corporate planning
process.
7.2 Site oeve1opment
The major development activities in 1987 were:
( a) design and construction of the patio stone picnic area and work
on the planter beds and perimeter borders of the creative play
area (WOodland pavi1lion, Kortright Centre). The Bell pioneers
assisted.
(b) minor finishing works related to the Bruce's Mill Ski Chalet.
( c) preparation and approval of an agreement for the development of
a golf course by private enterprise at the Clairevi11e CA.
AM.SO
- 27 -
.~s in other recent years, the implementation of capital development
for recreation has not been supported financially. The Strategy is
intended to address the community benefits gained through MTRCA
providing a portion of the region's resource-based recreational
opportunities and establish a commitment to fund this work. It was
anticipated that the province's Interministerial Committee would
have completed its review of Authorities in 1987, and that the
future funding for this program would then be clarified. This has
not occurred and future provincial commitment is still in question.
It is the purpose of the strategy to address funding options and,
therefore, the issue of various potential levels of support from a
number of sources.
7.3 Enforcement, Safety and Security
( a) Enforcement of Section 28 Regulations: During 1987, a third
enforcement officer was added to assist in the workload and to
enable the Supervisor to deal with administrative and
organizational matters. The workload situation did improve,
after a period for staff training. Between 1986 and 1987 there
was approximately a 20% increase in the number of permits
inspected. 11 fill violations went to court - 3 have been
settled to MTRCA satisfaction and 8 are unresolved. The
continued, high level of building activity w~thin the MTRCA
jurisdiction is reflected in these figures. See comment and
recommendation under Section 1.1.1.
(b) Security on Authority Lands: As deve10pme~t encroaches on the
once rural, MTRCA lands, unauthorized access and potential
property damage have increased significantly. In 1987, 25
offence notices and 3 charges of theft of Xmas trees were laid
by Authority staff. Press releases at Christmas were used to
good effect to advise the public of the consequences of such
acts. Several MTRCA structures have now been equipped with
electronic fire and intrusion alarms.
Ft M. 51
- 28 -
Encroachment, unauthorized access and vandalism are unfortunate
companions to urbanization and are not unique to Authority
lands. Annually, the value of our resource increases - not only
the market value of the land base but also of the structures,
facilities and our vast reforested areas. These factors have
combined to increase the need for regular patrols and resulted
in increased enforcement of our own regulations and of our
property rights under other legislation.
Recommendation: That the review of the Land Acquisition program
include methods to ensure security on and management of Authority
lands.
(c) visitor and Employee Safety: The MTRCA employee Safety record
for 1987 improved from 1986. A Safe Worker Award was instituted
and 3 employees were recognized for their work - 2 lifeguards
and the first Chairman of the Occupational Health and Sa f e t y
Committee. A revised Driver Testing and Certification format
was successfully developed and implemented. CPR and First Aid
training were again offered to MTRCA staff to ensure emergency
response to both employee and visitor injury.
Changes in the character of the watershed have resulted in a broader
role for "en forcemen t" across MTRCA areas. In using "enforcement" as
a resource management technique, it must be recognized that while
arresting/laying charges is certainly an effective and dramatic
method of ensuring resource management interests, it is to be used
as a last resort. The cost of litigation and of staff time spent in
the courts is not offset by the fines imposed. The corporate
planning process has identified the need for a customer service
orientation which may be perceived to confict with the Authority's
enforcement activities.
AM. 5:2-
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Reco::lmenda t ion: That the role of enforcement as a natural resource
management technique be included in the Land Acquisition Program.
7.4 Conservation Areas
7.4.1. operations
Attendance in monitored Conservation Areas in 1987 was 878,395, an
increase of 41,200 (5%) from 1986. Totals compared from 1986 to
1987, including leased operations on MTRCA lands, were:
1986 1987 %Change
Conservation Areas 837,140 878.395 +5
C1airevil1e Ranch 9,017 15,000 +66
Sunshine Beach 68,577 188,000 +174
Total 914,734 1,081.395 +18
Revenues from Conservation Areas were up by 9%.
Attendance increases at Albion Hills, Bruce's Mill and petticoat
Creek reflect the high summer temperatures and the availability of
swimming at these locations. Bruce's Mill has a successful maple
syrup program, with exceptional retail sales.
Cold Creek attendance appears to have fallen because of the change
to a per person count rather than a per car times a fixed factor (4.3
used currently) . Based on recent spot surveys, (Fall 1987 and Spring
1988) the average number of people per car appears to be closer to
3.6. This is a reflection of declining family size and changing use
patterns. Should the decision be made to amend the factor based on
survey indications, the immediate impact will be an apparent, but not
actual, drop in area attendance. This will not affect area revenues
A f\Il. 53
- 30 -
if they continue on a per car basis. The purpose of the change is
to more accurately monitor the population we provide with open space
and recreation opportunities.
In 1987, revenue per visitor rose from $1.53 to $1.68 (+9.8%), while
cost per visitor fell from $3.11 to $3.06 (-1.6%) , resulting in a
net cost per visitor of $1.38, down from $1.58 in 1986 (-14.5%) . As
in 1986, when revenues also rose, the cost per visitor reacts much
more slowly as there are numerous basic operating components - grass
cutting, taxes, utilities, etc. - which do not directly change in
response to gradual increases or decreases in attendance.
7.4.2 Maintenance
Major maintenance proposed in 1987 and its year-end status is
reflected on Table 3. Add i tional funds in area revenues were used
to carry out unbudgeted major maintenance.
The positions of Manager, Conservation Areas and of Supervisor,
Maintenance and Stores were filled in 1987. In the latter situation
it is necessary to reestablish contact with and confidence of all
operating areas with Central Services to ensure the unit is able to
provide service to all sites in an economical and efficient manner.
The Central Service position has also been critical to accomplishing
a long-standing objective, the preparation of a major maintenance
plan. An inventory of all facilities Ras been made; their maintenance
needs identified; their current state of repair assessed; and, their
maintenance requirements projected through 1995.
At the end of 1987, a $30,000 major maintenance reserve was
established. A plan identifying long term maintenance requirements
and funding needs will be prepared in 1988. This will be necessary
to ensure the implementation of the maintenance plan as costs will
be high, given the aging nature of Authority facilities.
A fv1 . ~-l,
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Table 5: Major Maintenance Status
(a) Conservation Areas
Area project Estimate Actual Comment
Albion Hills Main Road Repairing 15,000 -- Fund s
Chalet Roof -- 13,248 reallocated
Furnace -- 6,130 to cover.
Bruce's Mill picnic Tables 5,000 6,182 Completed
Cold Cree k Replace barn roof 6,000 7,186 Completed
upgrade bog boardwalk 3,000 2,000 Materials only
Noise Reduction Study 10,000 22,600 Funds
Electric Trap reallocated.
replacement 10,000 8,094 Completed.
Heart Lake picnic Tables & 5,000 5,511 Completed.
Washroom Improvements -- 826
Indian Line Electrical Standards 10,000 11,282 To complete
in 1988.
Hydro to workshop 5,000 3,983 Completed.
petticoat Creek picnic Shelter She1 ter $ used
replacement 5,000 15,484 for repairs to
pool washroom
floors.
All areas Engineering assessment
for future maintenance 10,000 --
Sub-Total ( a) 79,000 101,700
( b) Conservation Education
B.C.P.V. LOg replacement and 3,730 Washroom
washroom repairs 8,000 1,600 veranda Repain
1,575 Tree removal
Boyd Pump House -- 3,429 Emergency
repairs.
Claremont Water System upgrading 11,000 12,000
Cold Creek Replace roof 3,000 11,978 Roof completed
Replace eaves trough 1,000 --
Reparge basement walls 2,000 --
Kor tr igh t Roof repairs 18,000 14,743 Complete
Highway signs -- 3,230
Sub-Total ( b) 43,000 52,285
Total (a) + (b) 127,000 153,985
=>M,6S
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Reco;nmendation: That procedures be developed to determine the
allocation of major maintenance reserve funds and to ensure the grow
of the fund.
7.4.3. program Delivery
A review of the various activities and events on MTRCA lands was
conducted to calculate costs vs revenues and, where possible, to
note trends in use. These reviews included:
( a) Albion Hills/Bruce's Mill Ski programs:
. Costs and revenues rose at both sites.
. A.H. continued to show a profit while at B.M., costs again exceeded
revenues. The new ski building at B.M. will enhance the ski school
and increase revenues.
. Both areas were affected by a short season.
( b) petticoat Swimming:
. Excellent summer weather increased pool attendance from 49,940 in
1986 to 65,511 in 1987.
. The costs directly attributed to the pool exceed direct revenues.
. The pool is an attraction for the area and other revenues result
from area use.
(c) Albion Hills/Indian Line Campgrounds:
. Both have seen rise in net revenues between 1986 and 1987 despite
rising costs.
. Fees increased slightly in 1987.
(d) Bruce's Mill Maple Syrup:
· Retail sales improved significantly although matched by rise in cost
of resale goods.
· program direct costs slightly exceed revenues.
· program attracts the public to the area.
The preparation of similar reviews, on an annual/seasonal basis have
and will allow a tracking of trends. The general operation of the
areas, ego picnicking, is also regularly reviewed.
Special days/ events continued to be organized and offered by others
on MTRCA lands.
A fv1. sl:,
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8. HERITAGE/BCPV PROGRAM
Goal: To protect, restore and interpret to the public the significant
heritage resources at Black Creek pioneer village to provide an
understanding and appreciation of historical use of natural resources.
8.1 Site Development
Work continued on the Nesbitt Sawmill, Sawyer's Borne and Richmond Hill
Manse but at a level reflecting the lack of funds associated with this
project and that all moneys must be raised from other sources. The
Taylor Cooperage was opened in 1987 but the Dalziel Barn was kept
closed. A 1987 submission to the Minister of Citizenship and Culture
requested special funding for the village, including capital support
for building restoration and area improvements.
8.2 operations
During 1987, 32 restored buildings were open. No new full-time staff
positions were added. A part-time cooper was hired to staff the Taylor
Cooperage.
After rising for the past few years, attendance declined 3.2% in 1987"
to 299,911 from 309,765 in 1986. This decline reflects the impact of a
Metro teachers' strike, which reduced school bookings, and a very hot
summer when families prefer to seek water-oriented recreational
activities. The North York Winter Carnival, also decreased from 34,164
in 1986 to 31,935 in 1987. After a sharp rise in free and reduced
admissions in 1986, this component decreased slightly in 1987.
.
p, (VI. 57
- 34 -
passes & Reduced Admissions
Passes 1985 1986 1987
Half Way House/Craft 1,579 688 1,571
BCPV Day passes 474 328 494
Mild Winter Weedends Without Activities 123 165 188
Memo/Telephone Advice 1,467 571 613
MTRCA Official Complimentary 2,139 2,486 2,150
School Tour s ( free adu1 ts) 4,647 5,236 4,682
Bus Drivers/TOur Leaders 572 393 967
Reciprocal Agreement 121 567 573
Special Conference ( Folklore 187) 1,240
Miscellaneous (Special Groups & Exhibitors) 874 6,099 2,307
North york Carnival 34,164 31,935
Total Passes 11,996 50,697 46,720
Reduced Admissions *43,957 39,954 39,244
*Inc1udes Family Day Total 55,953 90,651 86,030
The cost and revenue per visitor for 1986 and 1987 are:
1986 1987
Attendance 309,765 299,911
Expenditures* $2,380,738.00 $2,447,556.
Cost per person $7.69 $8.
Revenues $1,208,485.00 $1,267,888.
Income per person $3.90 $4.
Net Cost $3.79 $3.
*Includes program Administration, Operations & Maintenance
The North York Winter Carnival resulted in $12,429 in direct costs to
MTRCA with a $12,914 recovery from North York. Direct costs do not
include additional utility charges or administrative staff time which
cannot be separated but which are affected. The recovery includes a
nominal amount in recognition of these costs.
4
A~. 5"8
- 35 -
8.3 programs
In 1987, a continuing effort was made to offer varied event program~in
to contribute to visitor satisfaction and to provide opportunities for
media features. For example:
. Maple Holiday for kids - Ontario Historical Society
. Quilters - West York Women's Inst i tu te
- Canada Packers Inc.
. Great Easter Egg Hunt - Egg Producer's Marketing Board
- Nabisco Brands
. peter Rabbi t Day - Rabbit Breeders Association
. Trivia Contest - numerous donations for prizes
. l837-The Farmer's Revolt - Theatre-on-the-Move
. pioneer Festival - Mennonite Central Committee
- Pennsylvania German Folklore Society
- Women's Institute
- I. O. D. E.
. Military Encampment '87 - u.s. and Cdn. volunteer soldiers
. Sunday in the village - Wintario
. Bake It With Apples - Canada Packers Inc.
Reviews are carried out following events and modifications made to
reflect results.
8.4. Overv iev
The Village continues to plan in anticipation of receiving additional
capital and operating funds from the Ministry of Citizenship & Culture.
While this is desireable, the operation has been sustained without thi~
assistance for some time. A business plan has been in preparation and
this reflects various funding scenarios.
Recommendation: That the Business plan for BCPV, delayed from 1987, be
completed in time for the 1989 Budget year.
R~. 5'
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9. CONSERVATION AWARENESS PROGRAM
Goal: To communicate to its watershed residents the goals and
objectives of the Authority; to develop an awareness and appreciati
of natural resources and the watershed role of the Authority in thei
management and conservation; and to promote the use of the Authority
public recreation/education facilities.
9.1 Conservation Education
Table 4 summarizes the attendance in Conservation Education programs
during 1987. In total, there was an increase of 1.1% over 1986. Th
following changes have occurred in program component attendance over
the past 3 years:
1985 1986 1987
A. Re sid e n t i a 1
Individuals 14,080 13,994 13,334
Leaders 1,424 1,267 1,269
Sub-Total "A" 15,504 15,261 14,603
B. Day Use
Individuals 102,082 106,402 105,335
Leaders 10,030 11,046 12,090
Sub-Total "B" 112,112 117,448 117,425
C. Special programs
Individuals 5,223 4,934 6,735
Leaders 420 541 866
Sub-Total "C. 5,643 5,475 7,601
Total A + B + C 133,259 138,184 139,629
% Change - +3.7% +1.1%
- j I -
AM.~C
CONSERVATION EDOCATION
TABLE 6: PROGRAM ATTENDANCE 1987
A. RESIDENTIAL INDIVIDUALS LEADERS COMBINED'
Albion Hills 2,260 328 2,588
Boyd 2,429 238 2,667
Claremont 2,727 265 2,992
Lake st. George 3,658 338 3,996
Etobicoke Centre 2,200 100 2,300
(Albion Hills)
SUBTOTAL "A" 13,274 1,269 14,543
B. DAY USE
Cold Creek 5,136 315 5,451
*Kortright 44,703 3,279 47,982
B.C.P.V.
Tours 45,375 8,062 53,437
Pioneer Life 9,735 714 10,449
SUBTOTAL "B" 104,949 12,370 117,319
C. SPECIAL PROGRAMS
Maple Syrup at 6,029 846 6,875
Bruce's Mill
Claireville Dam 535 20 555
Albion Hills Farm 100 20 120
-
SUBTOTAL "c" 6,664 886 7,550
GRAND TOTAL: ("A" + "B" + "C") = 139,412
* TOTAL KORTRIGHT CENTRE GATE ATTENDANCE = 95,612
Equestrian Proqram (not in total) 1,500
Af\4. 'I
- 38 -
The decrease in the residential program is a reflection of the
Metro teachers' strike and the cancellation of the summer March
of Dimes booking at Claremont. In 1988, the use of the Centres by
adults, particularly in conjunction with the Elderhostel program,
will be expanded.
Kortright Centre attendance increased 15% from 1986. In
particular, the rise in public attendance was significant. The
slight decrease in group attendance reflects loss of business
during the teachers' strike:
Kortright Centre Attendance: 1986 1987 % change
Group 45,583 43,200 - 5.2
public 32,790 50,912 +55.3
Ror tr igh t Ranch 5,004 1,500 -70
Total 83,377 95,612 +15%
Kortright reviews each of its special events in terms of total
expenses and revenues; to identify strengths and weaknesses
affecting effective delivery; and to propose amendments to ensure
visitor satisfaction.
Recommendation: that a furt:ier analysis of "group" attendance be
undertaken to enable identification of trends and of potential
target groups for promotion.
9.2 Community Relations
During 1987, an effort was made to provide a more balanced
marketing approach to all MTRCA public use facilities. There was
an overall increase in facility attendance at the Kortright Centre
(Section 9.1) and in the Conservation Areas (section 7.3.2). Black
Creek pioneer village, however, experienced a decline in 1987
( Se c t ion 8. 2) .
A,v1. '2-
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Recommendation: that a visitor survey at BCPV determine the
propor t ion of repeat to first time visitation.
This type of information could assist in determining how effective
the marketing and program improvement efforts have been.
The development of the corporate strategy, during 1987,
concentrated a large part of its attention on the need to
communicate a stronger imag e . This has been pursued through
news releases, however, these largely relate to marketing public
recreation facilities. The major "corporate" documents continue
to be the Annual Report, general brochures and Highlights.
In a t tempt ing to put forward a positive Authority image, it is
necessary to ensure staff has the information and ability to
communicate effectively.
Recommenda t ion: that improved communications be a part of the,
corporate strategy and include Authority initiated communication
as well as procedures/guidelines for staff responses to
media-initiated contacts.
1987 saw a continued effort to attract the travel trade to BCPV
although group visitors dropped from approximately 39,000 in 1986
to 36,525 in 1987 (-6.4\> . Revenues related to this group are
approximated to be $223,200. TO market these opportunities, staff
represented BCPV at 9 major travel-related conventions and
marketplaces; participated in 12 other sales programs; and hosted
a marketplace at the village, sponsored by the Metropolitan
TOronto Convention and visitors Association.
Am. ~ a
- 40 -
1987 saw a need to resolve the competition for space between
travel group and school group bookings, specifically for
II Ch r is tma s in the village". This was a very popular event with
both groups and there was a lack of coordination in bookings. The
school bookings took precedence initially, resulting in lost
opportunities to the travel trade and lost revenues to the
village.
Recommendation: That the marketing of visitor opportunities to the
travel trade be coordinated with existing Authority programs
offered to other client groups.
In discussing public relations efforts, the question of corporate
control/centralization of audio-visual production equipment arose.
The Authority has a growing investment in Audio Visual equipment
(approx. $200,000) and staff expertise. It is essential that this
be used effectively for the benefit of the entire organization.
There are presentations prepared at a number of locations _
particularly Head Office and Kortright. Since the management of
each is separate, there was a concern that equipment and efforts
could be unneccessarily duplicated and that staff at one location
would not be aware of the resources of the other.
Recommendation: That A/V production equipment purchases be
centrally coordinated and that lists be available of A/V
resources, including prepared presentations.
AM.blf..
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10. SUMMARY OF RECOMMENDATIONS
10.1 Flood Control program
Th 3. t the public relations perspective of plan review be
considered in hiring and training staff; that staff development
ensure an up-to-date knowledge of relevant Authority policies and
procedures; and that a plan Input and Review Manual/Strategy be
prepared.
That the Enforcement staff be included in any technical/program
workshops/circulations to ensure their continued ability to
represent Authority interests in the field.
That annual work plans and funding for mapping continue to be
given high priority.
That the status of remedial work at damage centres be reviewed
annually and~where appropriate, municipalities advised of the
continuing flood risk and the need for specific planning
designations, and further, that, during 1988, the "damage centre"
concept be reviewed to clarify its definition, intended
application, and relationship to provincially designated Special
Pol icy Areas.
That the development of Authority strategies include consideration
of the long term maintenance and funding requirements of existing
structures to ensure they continue to provide for public safety.
2. Erosion Control program
That erosion control major maintenance be addressed similarly to
flood control.
3. Storm Water Manageaent
That. the deadlines for components of the Rouge Watershed study be
adhered to in order that its results are available as timely input
to the strategic planning process and the final report and
strategy available by December 31, 1988.
4. Land Acquisition
That the disposal of developable land be accompanied by a clear
statement of the benefits gained by this action and be used in any
communication to the general public, elected officials, interested
groups/agencies and in. response to specific enquiries.
R M. ,S'
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4. Land Acquisition continued
That when all areas suitable for acquisition have been identified,
the Land Acquisition program be reviewed and a corporate strategy
be developed, to set priorities and to ensure adequate funding,
and fur ther , that the strategy clarify the criteria for the
designation of surplus lands and the procedures for disposal.
5. Conservation Land Management program
That special studies/projects be reviewed annually to ensure they
are carrying out corporate priorities and are not creating an
unreasonable burden on general operations.
6. Lake ontario Waterfront Development program
7. Watershed Recreation program
That the review of the Land Acquisition program include methods to
ensure security on and management of Authority lands.
That the role of enforcement as a natural resource management
technique be included in the Land Acquisition program.
That procedures be developed to determine the allocation of major
maintenance reserve funds and to ensure the growth of the fund.
8. Beritage/BCPV program
That the Business plan for BCPV, delayed from 1987, be completed
in time for the 1989 Budget year.
9. Conservation Awareness program
That a further analysis of "group" attendance be undertaken to
enable identification of trends and of potential target groups for
promotion.
That a visitor survey at BCPV determine the proportion of repeat
to first time visitation.
That improved communications be a part of the corporate strategy
and include Authority initiated communication as well as
procedures/guidelines for staff responses to m~dia-initiated
contacts.
That the marketing of visitor opportunities to the travel trade be
coordinated with existing Authority programs offered to other
client groups.
That A/v production equipment purchases be centrally coordinated
and that lists be available of A/V resources, including prepared
presentations.
R(V1. "
A GREENS PACE PLAN FOR
THE GREATER TOROIIJ'l'O REGION
OCTOBER, 1988
'1'BE ME'l'ROPOLITAB TOROBTO AHD REGION CONSERVATION AUTHORITY
fiM"7
A Greenspace Plan for the Greater Toronto Region
Introduction
The greater Toronto region has many natural resource areas of
provincial significance. within the jurisdiction of The
Metropolitan Toronto and Region Conservation Authority, nine
streams rise in the Niagara Escarpment and the Oak Ridges
Moraine, and wind their way through attractive valleys to the
Lake Ontario shoreline. For the past 30 years, the MTRCA has
been acquiring and managing these valuable natural resources.
However, the increased pressure of urban growth in the region, in
some cases reaching to the headwaters of the streams, threatens
to undermine the work done thus far. The rural character of the
stream valleys is disappearing. The quality of the natural
resources in the region, which may have been taken for granted,
could be seriously diminished within a very short period.
Therefore, the MTRCA is endeavouring to focus its vision and its
objectives: to manage urban growth and preserve greenspace.
Government and public attention should not be entirely diverted
by single issues with high profiles, such as waterfront beach
closures, contaminated soil, or the creation of a heritage park
in the Rouge River valley. These conservation issues are inter-
related with overall watershed management, but until now that
connection has not been fully appreciated.
These conservation issues are essentially urban in nature, making
the demands placed on the MTRCA distinct from the demands placed
on the other conservation authorities in the largely rural areas
of this province.
. . .2
Ar"A. "q
- 2 -
A new commitment by the Province, the MTRCA, and its member
municipalities to watershed management and the conservation of
greenspace must be made now, if the residents of the greater
Toronto area are to enjoy good water quality and the natural
resources that characterize the region.
The Conservation Authorities Act gives the MTRCA the mandate to
study the regional watershed and to develop a program for the
conservation and restoration of renewable natural resources.
Consequently, the MTRCA has developed a series of strategies for
aChieving its vision. These strategies focus primarily on the
Oak Ridges Moraine, watershed management, the waterfront, and
the public use of Authority lands.
Oak Ridges Moraine
The Oak Ridges Moraine contains the headwaters of most streams in
the greater Toronto region, making it the most important natural
resource area in the region.
Conservation of the Moraine is vital, due to the interdependence
of good water quality, healthy forests, and the prevention of
soil erosion, even downstream.
The strategy to conserve the Moraine depends on a major land
acquisition program and wise municipal planning to counteract the
effects of rapid urbanization.
Watershed Management
The greater Toronto region is known for its stream valleys and
the Lake ontario shoreline. However, the current wave of
urbanization near the headwaters of the streams threatens to
. . .3
RM. b 1
- 3 -
obliterate the adjacent valleys and to degrade the quality of
water downstream.
The MTRCA, which already has the mandate to manage natural
resources on a watershed basis, is prepared to co-ordinate
provincial policies and municipal planning in an environmentally
sound manner to keep pace with the urbanization pressures.
The Rouge River valley study undertaken by the MTRCA is a
prototype of the approach to be taken, and demonstrates the
guidance that can be given in managing the impact of urban growth
on resources.
Waterfront
For the past 18 years, the MTRCA has been the lead agency in
returning the Lake Ontario waterfront to public access, excluding
the central waterfront, which is under federal jurisdiction.
Lately, government and public attention has focused almost
solely on the central waterfront. There needs to be a return to
the vision of 18 years ago, and a renewal of provincial interest
in the entire regional waterfront, in order to ensure public
access to the lake and the return to good water quality.
outdoor Recreation
The MTRCA has acquired 12,000 hectares of land during the past 30
years. The majority of these landholdings, some 9,000 hectares,
is environmentally sensitive and will remain natural.
. . . 4
~ 1\1. 70
- 4 -
The rest can be, and is, used for outdoor recreation. For
example, MTRCA lands form the foundation of the Metro Toronto
parks system, and have provided a network of conservation areas
across the region.
The public use of conservation areas has changed greatly during
the past three decades, with current demand reflecting the need
for healthy exercise and active participation.
Consequently, the MTRCA proposes to develop outdoor recreational
facilities in five areas, where the locations and character of
the land allow compatible active recreational uses.
These four strategies, combined with those for archaeological
heritage and conservation education, will complement the existing
programs as established in the Watershed Plan (1986).
The complete Greenspace and Conservation Plan will fulfill the
conservation needs of greater Toronto well into the next decade
and ensure a healthy future for our natural resources.
AWl. 71
INDEX
Page
SUMMARY 1
URBAN GROWTH 1
FOCUS OF GOVERNMENT 2
VISION OF GREENSPACE AND CONSERVATION 2
FOR THE GREATER METRO REGION
MISSION STATEMENT 3
REMEDIAL MEASURES 3
HEADWATERS: 6
-A Strategy for the Management of
Renewable Natural Resources in the
Oak Ridges Moraine
WATERSHED MANAGEMENT: 9
-A Strategy for Coordinating
and Improving Watershed Management
LAKE ONTARIO WATERFRONT: 12
-A Strategy for Completing
the Waterfront Plan
WATERSHED RECREATION: 14
-A Strategy for Public Use of
Conservation Authority Lands
ARCHAEOLOGICAL RESOURCES: 18
-A Strategy for the Management
of Authority Lands
CONSERVATION EDUCATION: 21
-A Strategy for Continuing and
Broadening the Conservation Message
AM. ~
GREENSPACE FOR THE GREATER METRO REGION -- SUMMARY:
A strategy for managing the watershed resources
within the jurisdiction of the Metro Region
Conservation Authority.
The greater Toronto area is well-endowed by nature. From the
source areas of the Niagara Escarpment and the Oak Ridges
Moraine, nine streams wind their way through attractive valleys
to the receiving waters of Lake Ontario. Conserving these
watershed resources has required adherence to programs of
acquisition and management for the past 30 years. Despite these
past efforts, the continual pressure of urban growth and the
need to focus government attention on the vital need for a
watershed approach to management, led Metro Region Conservation
Authority to develop a series of strategies by which its vision
for the future greenspace of the greater lVletro region could be
achieved.
These strategies are summarized in the following chart:
STRAn:x;y ISSUE PID8I.H1 MAIN ~TIWS BUL'Gl.'l' IMPLlCATIWS
Existing Remedial
Measures
-Flood CcIltrol Rate of progress Provincial funding -Afply flood vulnerable area fOlicy; reduce need -Minimum avg. Clfmual
being made. level. for acquisition. allocatiul slloulu be
-Increase budget allocation by 25\ to accelerate ~75u,OOU; increase
remedial measures for flood damage centres of $250,OUU
-Erosion CcIltrol - - -Status quo -$1,500,OUU
Land Acquisition Land acquisition is lIpart frCIII Metro -Shift ~is frCIII downstream on CCt1Clusion of -Annual avercll,je
basis for most Hazard Land Project, Metro Hazard Land Project to headwaters; $5,()(J(J,OUU
Authority programs. land acquisition is -Retain provincial funding;
Present eqilasis is underfunded. ~t -<h1tinue priority for shoreline acquisitions an:l
in downstream areas. rely on sale of essential purchases throughout general watershed
surplus lands for area.
funding .
Headwaters
Oak Ridges t-braine Extent of potential lack of lead agency -Authorit}' establish itself as 'management -Annual averaye
Niagara Escarpnent urbanization of head- for active management ooordinator '; seek supp:>rt of province an) $5,UUO,OOU; is Clf'
water area and illpact program; lII.Ulici pali ties; increase ot
on watershed. Potential loss of -Establish a private lard stewardship program; $5,OOU,OUO.
source & recharge -tBtablish land acquisi tion program up to
areas ; lO,OOO acres required plus 10,000 acres in
Diminishment of stewardship program;
quali ty of resources; -Establish trail system linked to valleys;
Downstream effects; -Promote provincial scale planning policies to
direct develq:ment.
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S'I'RA'I'EXN ISSUE PKlBlD1 WJN ~'IG6 jjUll..il'':l' Ifvll>LlCA1'lUJS
Watershed Management Extent of current and Lack of CXlOrdinatial -Request support from prov1nce & municipalities -Annual averaye
potential urbanizatial of IILllti-agency for AuUlority to take leadership coordinator allocatial of .
and iupact al da,m- management. 'Ih1l8, no role for inter-agency interests; ~1,bOU,uuu; stoulu
stream valleys. process that enables -Establish watershed planninJ task forces for be increased by a
all agencies to major watersheds; millllilUllI ot: :;'JUU,UUu
ca1tribute to; -Provide environmental services to municipalities to $2,lUO,OOO.
Jlqreed al watershed eoq:hasizinJ role of valleys as natural corridors;
objectives. - Iuprove caopliance lIlXIi tor ing ;
-Accelerate acquisitial of valley lands;
-Restructure and retrain staff to reflect
coordinatial, CXXlIpliance and service roles.
Lake Oltario Calpletial of the Level of provincial ~jectives and policies set out in Watershed Plan -19~ allocatiol ot
Waterfralt Waterfralt Plan. fundinJ; 1980 are valid and should be ca1tinued; :;'1,3~,UU(J 51l0ldd
OUality of lakefill; -Base all planninJ al need for cultinuous open be increased 10
Fcx::1I8 of attential al space over entire length at shoreline; ~4,blJU,UU(J,
central waterfralt; -Participate in central watertralt issues to illcluding an
assure balance and coordinatial wi th other eXl-€Ctt:d ~ I, 4tJU, ow
waterfralt sectors; 1n 1iWiny fees.
-Develqp a coordinating role for all nonitoring
programs;
-Seek awroval tor being agency resfXJl1Sible tor
Lakefill Quality Assurance Program;
-Petition province for uore tWldiny sUH-Ort;
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STRA'I'ffiY ISSUE PRJBlD1 MlUN ~I~ HlJUit.'l' IMl-' LIeN!' 10M;
Watershed Recreation Determine the role of \otlile <Dntinuing the -Necognize inter-regiollal recreat ion as Doaln -l~ ollucatlUl u1
<XX'lSerVation lands in quali ty of the Authority caltribution-identify larxis whidl are $4~5,UUU should
providing recreation resource base, fund suitable; increase to
q:p>rtunities. & develop recreation -Develc.p a multi-year funding project; $l,<j(J(),UUU l-'lus
q;portunities that -ccnsider private sector as a vehicle for lJrlvote iliVesuuelll
meet current tastes providing selected recreation activities; an.i toundatiou.
and demands; -'!he vast majority of conservation lands are not
suitable for intensive recreation - these should
be managed primarily for the lcng term
caltinuance of the natural resource;
-Develop an inter-regional trail system;
-Request Metrqx>litan 'IbrOflto and Region
O:nservation l-'oundation to s\.IRJOrt accelerated
funding;
Archaeological Authority lands are As the watersheds -Prepare an archaeological <:X:XIIfOI1ellt of the -Not estimated wItil
Resources rim in archaeological develop, Authority Ccmnunity Awareness proyram to incllll.1e CXXlIl->letioll pr'-':1cam aevel~
resources . A program lands beccme JOOre of inventory: caltinuing Boyd Field Sctv:x>l: aud awrove(J.
to manaye these important as interpretation at Nortriyht;
resources is necessary. reservoirs of archae:r -Seek sources of funding for programs;
lCXJical information.
'!here is currently no
policy or permanent
funding source for
this program;
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STAATEm' ISSUE PRJBIDI MlUN RJ:DMo1EMlA.TICllS 1>UL(jL'l' INPLlCA'I'll..toIt>
O::clservatial Ccntinue close CcIlservat ial JIlli'6sa')€' -H.eview with ~ds of lliucatial their tuture -hJ/1UeU tHAI' IlUIl-
Educatial associatial with is a oooplicated ale needs ; Authority sources.
school boards whi le which IILISt be -<:.cntinue and eJq.and . agreement' approach to
broadening audience. deli vered to a Field Centres;
di verse audience in -lncorlJOCate oonservation message in all f-Ublic
terms of age, ethnic programs;
background and -Ielovate facilities to encourage OClI1-school
envirOl1lllelltal grCA.lp use and market to wider segment of
interest; cxmnuni t'i;
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Afvl.77
A GREENSPACE PLAN FOR THE GREATER TORONTO REGION
The greater Toronto area is well-endowed by nature. The many
rivers of the region rise in the scenic tree-covered hills of the
Niagara Escarpment and the Oak Ridges Moraine, wind their way
across undulating farm plains and then carve deep sinuous urban
valleys as they traverse the last few kilometres of a more than
50 kilometre trip from the hills of their origin to the expansive
cliffs, beaches and harbours of Lake Ontario.
These resources -- the headwater hills, the river valleys and the
Lake Ontario shoreline -- are so much a part of life in the
greater Toronto area that the community takes it for granted they
will be public, available and healthy - that is, that they will be
conserved.
The Metropolitan Toronto and Region Conservation Authority in its
area of jurisdiction, which covers most of the greater Toronto
area, has for 30 years, strongly supported by its member
municipalities and the Province of Ontario, played a major role in
the 'conservation' of these resources. Thirty thousand acres of
waterfront, valley and headwater lands have been acquired and made
available for public enjoyment. Forest management, erosion
control, flood control and regulatory measures have been applied
to manage the health and safety of the resources.
Despite the solid efforts of the Authority, the member municipali-
ties and the province of Ontario for 30 years, the continuing
conservation of these resources cannot be taken' for granted. The
availability and health of the resources in the Metro region will
be dependent upon three basic issues being addressed:
1. Urban Growth:
The nine watersheds under the jurisdiction of the Authority are
rapidly changing from rural to urban watersheds. The South Peel
and York-Durham servicing schemes of the 1970's opened up most of
the middle and parts of the headwater portion of the watersheds to
urban development which, in the boom years of the 1980's, is
rapidly occurring. The valleys contribute to the quality of life
in the Metro region and are a substantial reason for the attrac-
tiveness of the region as a place to live and work. As develop-
ment occurs, there is a cost to the health of the resources which
must be paid either in devalued resources or in investment in
measures to ameliorate the deleterious effects of massive urban
expansion.
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2 . Focus of Government:
The focus of government in the late 1970's and the 1980's has not
been on watershed resource management but on other pressing issues
such as health care, education, employment, transportation and
dealing with a fluctuating economy.
New and expanded efforts relating to conservation matters have
been in connection with single high profile environmental issues
such as waste management, lake quality for swimming, and dealing
with contaminated soil. The connection between these kinds of
issues and overall watershed management in the face of downtown
re-development, waterfront development and explosive urban
expansion, although it clearly exists, has not been fully
appreciated and must be addressed.
The conservation issues which require government focus in the
greater Toronto region are unique to watersheds which are heavily
populated and must be viewed as distinct from the largely rural
areas of the province.
3 . Vision of Greenspace and Conservation for the
Greater Toronto Region:
Dealing with the conservation measures needed for intensely urban
watersheds, and focusing the attention of government on its
supportive role, requires that there be a clear vision of the
place of 'greenspace' and 'conservation' in the infrastructures
that support all the watershed communities. For this, the
Authority must look to itself. The Conservation Authorities Act
clearly gives a mandate to the Authority to study its watersheds
and develop a program for the conservation, restoration and
development of the renewable natural resources in the area under
its jurisdiction.
In 1987, the Authority established an Evaluation Committee from
among its appointed members. This Committee, in recognition of
the issues relating to urbanization, focus of the government and
the need for an overall vision, recommended that reports be
prepared outlining:
-the mission of the Authority;
-the strategies needed to deal with adequate greenspace in,
and resource conservation of, the headwater zone, the
urbanizing watersheds and the Lake Ontario waterfront;
-the means of focusing government attention on the special
needs of the Metropolitan region.
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As a result of this direction, the need for the continuation of an
existing remedial measures program was reviewed and strategy
papers prepared for the conservation management of the:
Oak Ridg"es Moraine (Headwaters)
Watershed Management (Urbanization)
Lake Ontario Waterfront .
Watershed Recreation
Heritage
Conservation Education
These papers represent an elaboration and an updating of the
Authority's Watershed plan adopted in 1980 and updated in 1986,
and are summarized as follows:
MISSION STATEMENT
Metro Region Conservation is a provincial/municipal partnership,
established in 1957, under the Conservation Authorities Act to
manage the renewable natural resources of the region's watershed.
Metro Region Conservation, with one-third of Ontario's population
within its area of jurisdiction, acts in the community's interest
through advocating and implementing watershed management programs
that:
.maintain and improve the quality of the region's land s and
waters;
.contribute to public safety from flooding and erosion
.provide for the acquisition of conservation and hazard lands
.enhance the quality and variety of life in the community by using
its lands for inter-regional outdoor recreation, heritage
preservation and conservation education.
.The Metropolitan Toronto and Region Conservation Authority shall
seek to fulfill its mission and serve the needs of its
constituency in accordance with the highest standards of ethics
and integrity.
( i ) REMEDIAL MEASURES:
These programs are set out in the Watershed Plan (revised 1986)
as:
( a) Flood Control program:
Goal: To undertake a comprehensive program of Flood Control
designed to prevent, eliminate, or reduce the risk of
hazard to life and property while recognizing the value
of retaining the natural attributes of the valley
system."
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The two components of this program are remedial measures and
preventative measures.
The preventative measures are reviewed in the Watershed Management
Strategy (Section 3) .
The objectives of the remedial measures are stated as:
'to establish priorities and implement remedial
flood damage reduction measures in defined flood
damage centres and for flood vulnerable areas
based on an evaluation of potential risk to life
and property. ,
and
'to recognize as suitable for acquisition those
land s which are susceptible to flooding under the
regional storm and to acquire within this category
such lands as may be necessary in order to have
maximum control over their ability to safely
accommodate flood flows to protect available
flood storage and, where necessary, to construct
remedial works.'
The Watershed Plan established a goal of dealing with the 31 flood
damage centres at a rate of $550,000 (1980) per year. In fact,
$570,000 on average has been available and four of the 31 sites
have been dealt with.
The flood vulnerable areas were to be dealt with under the
acquisition program. Very few have been acquired and a recent
revision to the flood vulnerable area policy makes flood proofing
and upgrading possible in most instances, reducing the necessity
for acquisition.
There is still a substantial amount of work to be done in flood
control remedial measures and the strategy of the Authority should
be to seek funding for works in this category at an average annual
rate of $750,000.
(b) Erosion Control Program:
Goal: To minimize the hazards of life and property which
result from erosion of river banks, valley walls and
shorelines while recognizing the value of retaining
the natural attributes of the valley and lake front
settings.
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The two components of this program are remedial and preventative
measures.
Preventative measures are addressed in the Watershed Management
Strategy (Section 3) .
Remedial measures apply to both riverine and shoreline locations
and the objectives are stated as:
'to establish priorities and implement remedial
works based on an evaluation of potential risk
to life and property; significant loss of land
and vegetation; and/or adverse impacts on
waterways. ,
'to use acquisition as a remedial measure, where
appropriate. ,
Substantial progress has been made in dealing with the inventory
of outstanding major erosion sites. The Watershed Plan indicated
that approximately $1.5 million per year should be allocated to
this work. Dealing with major problems such as the Bellamy Road
Ravine and bluff erosion in Scarborough has meant that many other
sites, particularly new sites resulting from heavy summer
thunderstorms, have had to go unattended. Funding for this
remedial program will have to continue at present or slightly
accelerated levels for several years.
(c) Land Acquisition Program:
Goal: To acquire hazard and conservation land in order to
protect it against unwise land use which would affect
its ability to perform its na'tur al functions and to
conserve significant land for the benefit of the
people within the region.
The land acquisition program provides the basis for most Authority
activities. In the strategies that follow, recommendations are
made to redirect and expand certain aspects of the land acquisi-
tion program particularly in the Oak Ridges Moraine. The
Watershed Plan recommended an annual expenditure of $1.5 million
for land acquisition. varying revenues from the sale of surplus
lands, together with annual allocations from municipal levy and
provincial grant, have maintained this level in most years but
have been inadequate to meet acquisition needs. Land acquisition
funding was greatly enriched in 1984 with the adoption of the
five-year $48 million Hazard and Conservation Land Acquisition
project for Metropolitan Toronto. This, together with routine
acquisitions, means that current spending is averaging $5 million
per year. This funding could be partially re-directed towards
meeting the altered priorities recommended in the strategies.
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( i i) HEADWATERS - A STRATEGY FOR THE MANAGEMENT OF RENEWABLE
NATURAL RESOURCES IN THE OAK RIDGES MORAINE:
(a) The Issue:
The Oak Ridges Moraine is a physiographic feature that, including
where it overlaps with the Niagara Escarpment, forms the headwater
or source for most of the str earns un'der the jurisdiction of the
Authority. As with any provincial scale feature, the management
of the Oak Ridges Moraine is divided amongst several provincial
and local agencies. The strategy for management of this valuable
resource will require the blending of the efforts of other
agencies with active management efforts on the part of the
Authority in key resource areas of the Moraine.
Forest, wildlife and groundwater recharge and discharge (stream
flow) resources are most heavily concentrated in the Oak Ridges
Moraine. No other portion of the watershed has as extensive and
varied a blend of natural landscapes and resources.
The major river valleys and the Oak Ridges Moraine represent the
last, large reservoirs of nature in the urban setting of
Metropolitan Toronto and area. It is clear that the urbanized
portions of the Oak Ridges Moraine are growing. It is likely that
within the next twenty to thirty years, the entire watershed will
be urbanized except for those portions that have been deemed to be
worthwhile as natural, open space corridors for vegetation,
wildlife, and people.
( b) The Problem:
The Niagara Escarpment is subject to a management plan which
recognizes the Escarpment as a provincial resource and provides
for its management. The province funds 100% of the cost of
acquisition of required Escprpment lands from an allocation made
specifically for the Escarpment.
There is no similar program for the Oak Ridges moraine.
An active management program for the water and habitat resources
of the Oak Ridges Moraine is essential to the long term survival
of the natural environment in our streams and valleys. without
such management, current land use and development patterns will
lead to the systematic degradation of our remaining water,
wildlife and_vegetative resources. This, in turn, will have a
significant impact on the quality of life for all residents of the
watershed.
At present, there are several participants in the management of
the land and water resources of the Oak Ridges Moraine. Despite
the number of participants in the Mor~ine's management, few
agencies have any real degree of land use control (and thus
resource control) with the exception of the local municipalities.
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Municipalities have the potential to strictly control land use
change through the zoning by-law system; however, they also have
considerable pressure to develop these areas as part of their
community's need to grow. The result is frequently a series of
compromises where development is allowed to proceed provided that
some degree of resource protection is implemented. Unfortunately,
most renewable natural resources can rarely sustain themselves
without buffer lands between the resource and urban development.
Even where the municipality takes over direct management of a
natural resource area, there is no in-house expertise in actively
managing or protecting the environment. Without outside agency
assistance, the resource base on municipal lands tends to be
degraded.
other provincial agencies administer their specific pieces of
legislation to manage water quality, fishery, heritage, recreation
or forestry issues. The degree to which each of these agencies
communicate with one another is controlled by existing policies.
However, the coordination of comments, programs and enforcement
between agencies is not well developed.
(c) The Strategy:
The maintenance of the natural resource base requires an active
management program directed at the particular resources and
problems of the moraine, structured as follows:
Active Management of the Resource Base
A. Through M.T.R.C.A. Initiatives
-stewardship program on private Lands
.information, marketing
.awards
.agreements and easements
-Conservation Services
.on others' land
.on our own lands
-L~nd Acquisition
B. Through the Efforts of Others
-private land owner initiatives (individuals and
groups)
-government initiatives in research and monitoring
-municipal planning and policy development
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Organizational Change
-stronger inter-agency cooperation
.task force to resolve management lssues
.co-sponsorship of programs
-legislative change
.Planning Act revisions.
To give effect to the management programs, the following
strategies are necessary:
.Authority establish the Oak Ridges Moraine as a program area as
recommended in the report "A Strategy for the Management of
Renewable Natural Resources in the Oak Ridges Moraine."
.Establish a pilot project in the Glen Major area for the testing
of a private lands conservation stewardship initiative that
blends existing conservation services offered by the Authority
with incentives to stimulate private owner commitment and
cooperation in the long term conservation management of their
lands.
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.Establish a land acquisition program which would include the
participation of the M.T.R.C.F. (Foundation) to secure in public
ownership key resource lands.
.Stimulate research that will increase understanding of the
complicated inter-relationship of land use and the management of
fragile resources.
.Increase Authority regulatory control by extending flood and
fill line mapping into streams of less than five square miles
(13 sq. km) of drainage (source areas).
.Cooperate with the Ministry of Natural Resources in the
implementation of fisheries management initiatives as set out in
the Fisheries Management Plan for the Maple District.
.promote and assist in the establishment of linear trails which
will link with valley system trails and the Niagara Escarpment
trail system.
.Establish a public awareness program in support of management
strategies to focus attention on the headwaters area and
recognize contributions of private land owners.
.Recognize the limitations of current .planning legislation in
dealing with inter-regional resources and promote a provincial
scale policy developed by an inter-agency task force.
.In order to ensure advocacy for headwater initiatives, Authority
establish a staff unit to devel<?p the recommended program.
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(d) The Cost:
The major cost involved in the recommended strategy is land
acquisition. Making provision for acquisition and establishing a
staff unit to develop and promote the various strategies, an
annual cost of $5 million is foreseen.
Funding sources are recognized as follows:
Provincial MNR (special grants to Authority)
MOE (specific grants)
MTR (specific grants)
Municipal levy
Private landowners' contributions
Metropolitan Toronto & Region Conservation Foundation
(iii) WATERSHED MANAGEMENT - A STRATEGY FOR COORDINATING AND
IMPROVING WATERSHED MANAGEMENT
(a) The Issue:
The significant, recognizable, physical characteristics by which
the Metropolitan Region is known are the valley and shoreline
systems. Our valleys are like Montreal's Mount Royal, Halifax's
Citadel Hill, or Vancouver's Stanley Park. When we think of these
metropolitan areas, we think of those open space features. When
we think of the Metropolitan Toronto region, we think of the
waterfront and the valley system. The health and availability of
the valley system as a public resource is directly related to how
we manage development on our watersheds.
Our region has gone through several waves of development beginning
with the clearing of forests in the early 19th century, through
periods of rapid urban growth in the 1830's, 1890's, 1920's and
1950's. The valleys survived each growth period, remaining oases
of green but with each onslaught of development, water quality
deteriorated. The current wave of urbanization, because it is
upstream, has the potential of obliterating not only the adjacent
valleys but the quality of those which lie downstream. The most
pressing issue in watershed management is clearly the conservation
of the valley system in the face of accelerated mid-watershed
urban development.
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(b) The Problem:
The urgent need for a single agency to provide leadership and
coordination in'identifying and responding to watershed resource
issues has been highlighted by the rapid urban development which
is occurring within the Authority's jurisdiction. Resource
planning has not kept pace with urbanization. Responsibility for
environmental quality is fragmented among several agencies such as
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municipalities and the Ministries of Natural Resources,
Environment and Agriculture and Food. No comprehensive Basin
planning Process is in place that provides all agencies an
opportunity to participate in a coordinated manner to ensure
development occurs in an environment~lly sound manner. Decision
making must be informed and evolve from a common data base.
(c) The Strategy:
The Authority should assume a proactive, leadership role in the
field of watershed management. There are a number of important
factors which position the Authority as the logical agency to do
so:
.a mandate to manage resources on a watershed basis;
.a provincial/municipal partnership strengthened by extensive,
long standing working relationships;
.a history of grass r09ts service responsive to local concerns,
exemplified in numerous special projects with other agencies;
.multidisciplinary experience working on a strong data base;
.extensive strategic land holdings;
.innovative initiatives such as the Rouge River Urban Drainage
Study.
In order to perform the leadership role, the following strategies
are necessary:
.Authority adopt the goal and objectives for watershed management
set out in the report, 'A Strategy for Coordinating and Improving
watershed ,Management in the Metropolitan Toronto Region.'
.Request support from Province of Ontario and member municipali-
ties for Authority being the coordinator of interagency
interests in watershed planning and management.
.For each major watershed, establish watershed Planning Task
Forces to prepare watershed resource management plans. The
object of toe planning will be to negotiate appropriate
objectives for the management of the resources on the watershed,
estimate the impac't of various urban development scenarios on the
watershed and make recommendations for the appropriate measures
to accommodate, without undue impairment of resources, the
selected development scenario. This approach is similar to that
which has been employed on the Rouge ,River watershed.
.Provide an environmental service for municipalities which focuses
on implementing management for their well-defined and ill-defined
valleys, emphasizing their role as natural corridors within the
municipality. The service will feature the re-establishment of
tree cover on valley slopes, water quality improvements and the
integration of compatible public recreation use.
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.Intensify compliance monitoring to ensure environmental
monitoring of construction activities related to permits issued
u nd e r the Authority's fill and construction regulation.
.Accelerate the acquisition of valleylands from top of slope to
top of slope as set out in the Authority's Watershed Plan. For
all watersheds, this includes the valleylands from the mouth of
the river up to the areas which drain in excess of 1300
hectares.
.Recognize the support role of public interest groups and expand
communication with educators, interest groups and governments.
.Restructure, re-allocate and retrain existing staff, where
necessary, to reflect emphasis on coordination; technical
capability, compliance, environmental service and communica-
tions.
(d) The Cost:
The Authority presently spends $1,800,000 annually for its
conservation service, plan review, enforcement and basin study
programs. With the redirection of existing efforts, increased
spending for non-revenue aspects of the program, including
compliance, enforcement and accelerated basin studies, is expected
to be in the order of $300,000 per year. Land acquisition will be
a part of regular acquisition program.
Sources of funding are expected to be:
M.N.R. transfer payments
Municipal Levy
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(iv) LAKE ONTARIO WATERFRONT - A STRATEGY FOR COMPLETING
THE WATERFRONT PLAN
(a) The Issue:
In Metropolitan Toronto and the Region of Durham, the waterfront
is more than just a significant natural feature; it is the place
where Toronto began. In fact, it was in 1793 that Lt.Col. John
Graves Simcoe, Lieutenant Governor of Upper Canada, selected the
north shore of Toronto Bay as the site of the capital of the new
province.
The focus of waterfront development has been the vision expressed
in the 1967 Waterfront plan which projected a return to the lake,
back to the vast park and recreational opportunities which lay at
the doorstep of a bustling and expanding Metropolitan region.
Over the 18 years' involvement as the implementing agency for
waterfront development, enormous advances in realizing the 1967
vision have been made in terms of waterfront accessibility, number
and variety of recreational opportunities and the amount of
shoreline in public ownership. However, changing waterfront
demands and major urban growth pressures require a review to
establish the direction for the Authority over the next twenty
years.
A key issue in such a review is the Central Sector of the
Waterfront (Dufferin Street to Coxwell Avenue) which was excepted
from the Authority's waterfront jurisdiction (Etobicoke to Ajax).
There is a danger that, without strong planning tIes between the
Authority and central waterfront agencies, the strong interest of
the federal and provincial governments in Central Waterfront
issues will result in an over-balance of effort in the central
area and an insufficient effort in the adjacent sectors.
The use of the waterfront facilities are at or over capacity due
to increasing public interest in the waterfront and growth of Lake
Ontario fisheries and growth in boating.
There are concerns over the availability of future sites and the
quality of fill in the creation of public recreational land
through lakefil1ing.
There are concerns about the water quality across the waterfront
and the safe use of the beach/water areas by the public.
There is a need to complete various acquisition plans to provide
key areas or linkages across the waterfront in an era of
substantially reduced acquisition funds.
Ar\1.~(
- 13 -
There is a need to re-evaluate the long term direction of the
waterfront recognizing the past 18 years of implementation with
the opportunities of increasing redevelopment activity in our
waterfront municipalities, the lack of provincial profile through
the existing waterfront program and the future initiatives on the
waterfront - Olympics.
(b) The Problem:
The waterfront development program has been very successful: so
successful that the facilities created are being used beyond their
capacity and demand for completion of the Waterfront Plan is high.
Metropolitan Toronto has expressed strong interest in accelerating
the development pace. The province of Ontario does not see the
same urgency. Funding assistance has slipped from $2 million
annually to under $600,000 in 1988. Provincial interest has
focused on central waterfront issues which are not within the
Authority's area of jurisdiction.
(c) The Strategy:
The same reasons to proceed as a municipal/provincial partnership
in waterfront development that existed in 1967 exist today. In
1967, a vital provincial/municipal partnership was struck that
reflected the need of the municipalities to gain more community
benefits and economic growth from their waterfront settings while
at the same time achieving provincial objectives of recreational
access to the Great Lakes, water quality improvement and public
awareness of the need for wise management of our natural
resources, such as the fishing opportunities in Lake Ontario.
The Authority was chosen as the implementing agency for the
Waterfront Plan - to be an agent of the municipalities and the
Province and to represent the unique partnership between the
municipalities and the Province that was required for successful
implementation of the comprehensive plan.
In order to continue and strengthen the partnership in waterfront
development, the following strategies are necessary:
.Authority continue the goals and objectives set out in the
Watershed plan 1986 and apply strategies which are aimed at
strengthening of the Authority's planning, implementation and
management functions across the waterfront in the areas of open
space/recreation, 1akefill quality, water quality, fisheries,
erosion control and environmental management.
.Continue policies of acquisition, land creation, and within
Metropolitan Toronto, placing waterfront lands under agreement
with Metro.
.Encourage agreements with local municipalities where local
interests are to be served.
Pti\1.qo
- 14 -
.Base all planning on the need for a continuous public open space
system over the entire leng th of the shoreline from Etobicoke to
Ajax, with emphasis on inter-regional access at nodal points,
and particular attention being paid to linkages with the central
sector and a balance of effort across the entire waterfront.
.Develop a coordinating role for all monitoring programs.
.Prepare management plans for environmentally significant areas.
.Negotiate with the Ministry of the Environment for assuming
responsibility for management of the Lakefill Quality Assurance
Program.
.Review funding formulae to make acceleration by Metro possible
for non-resource aspects of development.
(d) The Cost:
Annual expenditures for the Waterfront Development Program are
$1,350,000. Required expenditure levels for the municipal/
provincial partnership set out in the current Waterfront
Development Project are $3,100,000. Revenues from tipping fees
presently are $320,000 and are expected to rise to $1,400,000 with
the introduction of the Lakefill Quality Assurance Program. The
need level of funding for waterfront development is $4.8 million.
Expected funding sources are:
MTR grants
MNR transfer payments to Conservation Authorities
MOE grants for monitoring
MUNICIPAL levy
REVENUES from land fill
(v) WATERSHED RECREATION - A STRATEGY FOR PUBLIC USE OF
CONSERVATION AUTHORITY LANDS
(a) The Issue
The community expects that resource lands will be available for
public recreation use. It is also expected that the lands will be
protected from overuse and that the resources will remain in a
healthy state. Use without 'using up' has been a cornerstone of
the Authority's conservation program since 1957. Until the
mid-1970's the Authority was the major provider of regional open
space opportunities, including the Metro parks system. As that
system matured, particularly the waterfront component, the
conservation areas outside Metropolitan Toronto were relieved of
some of the burden of use and the danger of overuse lessened.
- 15 - ~M.~'
They became more truly an inter-regional open space system with
emphasis on resource recreation and resource protection. As the
regional municipalities grew in the later 1970's and throughout
the 1980's, some dependence on conservation land s for regional
park functions developed.
As a result of the evolution of the use of conservation land s , the
issue to be resolved is the determination of ro le , and, conse-
quently, the funding of the recreational use of conservation lands
over the next decade.
( b) The Problem
The Review of The Metropolitan Toronto and Region Conservation
Authority focused the issue in a 1984 report. The purpose of the
Review was to examine the relevance of all Authority programs and
activities. It was conducted by the province and the member muni-
cipalities and several recommendations were put forward. The
report confirmed the role of the Authority in providing recrea-
tion, heritage and conservation education activities on public
open space, but no guidelines existed for the implementation of
that role in the watershed setting. The report also recommended
that the funding formula for recreation should be revised.
Recreation use has been in gradual decline on Authority lands over
the past several years. The cost of operating and maintaining
this land has increased over that same time period. The
difference between conservation area revenues and expenditures
represents a growing deficit that the municipal levy has been
required to fund.
Current planning, development and operation practices on
Authority lands must be revised to meet effectively the changing
demands of watershed residents and to make the business components
of open space management more viable. At the same time, the
continuance of the resource base in a healthy condition must
remain a basic objective.
(c) The Strategy
At its Meeting #8/87 held December 4, 1987, the Authority adopted
a strategy for the public use of conservation Authority lands.
The key elements of the strategy are as follows:
.Encourage arid/or co-ordinate the preparation and regular updating
of an environmental data base that would include water quality
and quantity, land, forest, fish, wildlife and heritage
resources.
.Identify and establish priorities for the types of recreation
opportunities to be offered on Authority lands, having regard for
sound resource management practices, heritage protection, current
needs and the facilities, the mandate of others, and associated
costs and benefits.
AM .'12.-
- 16 -
.Develop and operate outdoor recreation, education and heritage
programs on its lands for inter-regional uses, where the areas
are large, contain unique or environmentally significant
features, and when significant numbers of public users are drawn
from more than one regional municipality.
.Enter into negotiations with other provincial government agencies
and ministries to establish long-term operational and financial
support programs of mutual benefit.
.Establish a regular communications system for outdoor recreation
planning with its member and local municipalities and the
Province of Ontario.
.Develop a multi-year project for the Authority's funding and
approval partners, concept plans for Boyd/Kortright, Claireville,
Greenwood and Petticoat Creek Conservation Areas and Tommy
Thompson Park.
.Revenue-producing facilities be given priority for development
and that the Authority use a portion of net revenue from its
facility operations to maintain and/or reduce municipal levy
costs for public access to conservation areas.
.The concept plans for conservation areas include a multi-year
economic pro forma detailing the impact of proposed developments
on costs, revenues and attendance.
The priority for these concept plans is as follows:
1. Inter-regional Trail Concept Plan
2. Greenwood Conservation Area
3. Boyd Conservation Area/Kortright Centre
4. Petticoat Creek Conservation Area
5. Cold Creek Conservation Area
6 . Heart Lake Conservation Area
7 . - Albion Hills Conservation Area
8 . Bruce's Mill Conservation Area
9. Glen Haffy Conservation Area
10. Claremont Conservation Area
11. Lake St. George Conservation Area
12. Glen Major Conservation Area
A"'" . tt3
- 17 -
.Review the renewable natural resources outside the major river
valleys where land acquisition is a possibility.
.The Metropolitan Toronto and Region Conservation Foundation
broaden its mandate to include land acquisition for resource
management purposes.
.The Metropolitan Toronto and Region Conservation Foundation be
requested to consider the establishment of endowment funds for
those projects where revenues are insufficient to meet operating
costs.
.Give priority to preparing concept plans for the development of
an inter-regional trail system.
.Continue to manage the vast majority of land s for the long-term
conservation of renewable natural resources. Where recreation
uses are in trod uced , a monitoring program will be maintained to
assess the impact of such use on the resource base.
.Subject to an approved park plan, place selected lands under
management agreement with a municipality for parks and ou tdoor
recreation purposes when the lands are not currently required for
Authority purposes, the areas are small, and when the present
and proposed public use is confined to serving local municipal
needs.
.Consider the private sector as one of the vehicles for the
development and operation of selected recreation facilities,
services and programs on its lands. Lease revenue from proposed
private facilities on Authority lands be used for capital
development.
.Seek multi-year funding for the development and re-development of
selected conservation areas.
(d) The Cost
For the past 15 years there has been very little capital spending
for Conservation Areas. In 1988 a modest start on upgrading was
made with a budget of $495,000.
The projects outlined in the strategy over a ten-year period
indicate a total required expenditure of $38 million. Of this,
approximately half would corne from private and other sources,
leaving $19 million or $1.9 million annually to be funded from
provincial grant and municipal levy.
~M -Ii 'I-
- 18 -
Anticipated funding sources:
MNR - transfer payments to Conservation Authorities
MTR - grants for municipal recreation facilities
MUNICIPAL - levy
PRIVATE ENTERPRISE - lease of Authority lands
REVENUE
FOUNDATION
(vi) ARCHAEOLOGICAL RESOURCES - A STRATEGY FOR MANAGEMENT
OF AUTHORITY LANDS:
(a) The Issue:
The known archaeological sites, on Authority lands, span 11,000
years of AmerIndian and European occupation of southern Ontario.
An archaeological site is defined as that part of the landscape,
both terrestrial and aquatic, which can be identified by the
presence of cultural (man-made) remains. These remains can be
artifacts or subsoil features. Both prehistoric and historic
(native and European) archaeological sites are located on
Authority lands. Prehistoric and historic native sites are
defined on the basis of surface collections of artifactual
material. Historic European sites are generally defined by the
presence of structural remains or European artifacts. Each site,
whether a small briefly occupied campsite, large Iroquoian village
or the remains of a pioneer homestead is significant because it
holds the only record of that occupation.
In the revised Watershed Plan (1986), heritage resources other
than Black Creek Pioneer Village are to be managed under the
Watershed Recreation and the Lake Ontario Waterfront Program.
Watershed Recreation Program
"To identify and establish priorities for the types
of recreation opportunities to be offered on Authority
lands having regard for sound resource management
practices, heritage protection, current needs and
the facilities, the mandate of others and the
associated costs and benefits."
AM ,'S'
- 19 -
Lake Ontario Waterfront Development Program
"To regularly review and update a long-term Waterfront
Plan and to prepare and implement Concept Plans for
specific waterfront areas which will ensure:
( 1 ) The protection and enhancement of environmentally
significant areas, heritage resources and wildlife
and fisheries habitat."
.
It is the intent of these provisions in the Watershed Plan that
the archaeological resources which occur on Authority lands will
be managed.
The objectives of archaeological management are to:
.be aware of archaeological sites on Authori~y land;
.ensure that archaeological data is recovered in accordance with
approved technical practices, and the provisions of the
Environmental Assessment Act;
.continue to interpret to the public selected archaeological
heritage resources where such resources contribute to a fuller
understanding of the prehistoric and historic use of natural
resources;
The issue with respect to archaeological management is how the
Authority can meet its obligation with respect to archaeological
heritage conservation, given no permanent funding sources nor a
specific management program.
(b) The Problem:
The Government of Ontario considers archaeological sites
environmentally significant natural resources worthy of
preservation against uneducated destruction. Consequently,
archaeological sites are protected by the Ontario Heritage Act,
the Ontario Environmental Assessment Act, the Ontario Provincial
Parks Act, the Ontario Planning Act and the Ontario Cemeteries
Act.
The Metro Region is recognized as the fastest growing area within
Canada. The Ministry of Culture and Communications has identified
this as a concern which will impact negatively upon archaeological
sites in the region and has sponsored a granting program which
will aid in the identification of heritage resources. The
Community Facilities Improvement Program (CFIP) has provided funds
to municipalities and the Authority to identify and define
archaeological sites.
~~~~
- 2U -
As urban development continues and archaeological surveys proceed,
the present data base of 800 sites in the region will expand
considerably.
Given the water orientation of the Authority, prehistoric and
historic groups, the presence of many archaeological sites is
expected on Authority property. The Authority is the largest land
owner in the Metro region and consequently, is the largest single
holder of archaeological resources. As archaeological surveys
continue on Authority property, many new sites are anticipated.
Using the Predictive Model presently being deve10~ed through the
CFIP grant, the Authority will be able to supplement the existing
data base regarding the location of probable archaeological site
locations on its lands. As land use changes occur, some detailed
surface investigations will confirm site locations.
It ~s anticipated that within the next 30 to 40 years, most of the
Authority watershed will be developed for urban areas. With
development, comes the destruction of most of the archaeological
sites within a region and the loss of valuable information.
Consequently, the Authority, with its present land holdings will
find itself as the primary holder of natural environments and
related archaeological resources in the Metro Region. It is
imperative that a policy regarding the management of these
resources be implemented immediately to ensure that archaeological
sites will be present for future generations in the Metro Region.
(c) The Strategy:
The intent of the Archaeological Heritage Strategy is to present a
balanced program of inventory, management and interpretation for
archaeological heritage resources.
To do this, the following strategies are necessary:
.prepare and adopt an archaeological component of the Community
Awareness Program (Education);
.inc1ude in the program, provision for
-continuing to inventory archaeological resources by
completing the current study funded by the Ontario
Ministry of Culture and Communications and as a part
of the planning and design costs of Authority
projects; and
-continuing the archaeological field school held at
the Boyd Conservation Field Cen~re 9n the basis of
available grants and user fees.
RM.Q7
- 21 -
.include in the program, the development of an archaeological
interpretive facility at the Kortright Centre for Conservation
capable of supporting a full time.archaeologist, preparing
suitable archaeological exhibits and providing an archaeological
extension service to other Authority divisions:
.identify and secure funding from appropriate sources including:
-Ministries of Education, Culture & Communications
and Natural Resources
-Boards of Education
-Foundation
-Private Sponsors
-Research Grants
-Municipal Levy
-User Fees
An archaeological program as a regular part of the Authority's
work has the capability of satisfying many needs:
.meet the Authority's responsibilities with respect to the
Environmental Assessment Act and other pertinent legislation:
.assist in the conservatlon of a resource which is in danC;:jer of
being destroyed:
.provide additional variety and interest for the Kortright Centre
for Conservation:
.satisfy a public expectation that the Authority is managing its
lands responsibly:
The development of an archaeological program should be vigorously
pursued.
(vii) CONSERVATION EDUCATION - A STRATEGY FOR CONTINUING
AND BROADENING THE CONSERVATION MESSAGE:
A strategy for reaching a broader spectrum of the watershed
population with the Authority's resource management message.
(a) The Issue:
The carrying out of the Authority's resource management programs
is dependent upon the support and participation of the communities
which these programs serve.
~. '1tg
- 22 -
One proven way of enlisting community support and participation
has been through the effective development of a conservation
education program designed to inform and educate the public about
the Authority and its resource management responsibilities, as
well as outline the goals, objectives and programs relative to
watershed management. Such a program inspires an awareness and
appreciation of the renewable natural resources in the watershed
and the need for wise management and conservation practices.
The education program has been developed making use of a number of
community resources. A good deal of attention has been focused on
youth and community groups and on working with the school system.
The interest and dedication of school boards in the Region for
conservation and outdoor learning provides a major opportunity for
the Authority and school boards to cooperate in developing an
awareness in the community of the role of these resources and the
importance of their management.
The issue with respect to conservation education is how the
Authority can broaden the audience which its education programs
serve, while at the same time, enlarging its association with the
school boards of the region on whom the Authority has
traditionally depended for the majority of its conservation
education programs.
(b) The Problem:
Resource management is a very complicated subject. The science
involved is not easily understood and in many areas is applied as
an evolving technology. On the other hand, many people are very
sure of how they feel about environmental issues and tend to see
resource management in terms of a single interest.
The challenge in conservation education is to deliver an accurate
and understandable message which conveys:
.the fragility and inter-relatedness of renewable natural
resources (soil, water, vegetation and animal life);
.the concept of managing the use of renewable natural resources
without using them up;
.the role of the Authority ~s a contributor to resource management
in the resource areas it has identified as falling within its
mandate; the river valleys; the headwaters; and the Lake Ontario
shoreline, particularly as these areas exist in their urban
context;
The conservation message has to be conveyed in a social framework
which over the past 25 years, has seen a great increase in the
cosmopolitan mix of the population being served.
- 23 - AM .t::t~
(c) The Strategy:
The goals and objectives for the Conservation Education component
of the Community Awareness Program are set out in the revised
Watershed Plan (1986). The strategies required to give effect to
the goals and objectives and meet the challenge of sustaining the
strength of the existing relationship with the school system,
while at the same time, reaching a broader spectrum of the
watershed population, are as follows:
.review with the Boards of Education within the watershed, the
extent of their present and future needs with regard to outdoor
education opportunities and the appropriate ways for the
Authority to assist in meeting those needs;
.continue to negotiate with Boards of Education and any other
user group with a view to the development and o~eration of
facilities and programming that meets the objectives of both
parties;
.continue to be responsible for the supervision of all sites
and facilities and to insist on quality programming through
selection of qualified and trained staff;
.in consultation with user groups, give first consideration to
those existing facilities already designated for ex~ansion and to
those areas already designated for conservation education
practices such as Boyd and Claremont Conservation Field Centres,
Glassco, Duffin Creek and Tommy Thompson Park;
.continue the practice of using a variety of opportunities to
present its resource message, particularly the incorporation of
Authority message within existing public programs such as ski
programs, Black Creek Village public programs, etc. ;
.deve10p and market programs to a wider segment of
the public and adult population within the watershed,
particularly by:
-actively encouraging more non-school use of existing
facilities and making provision for same in any new
agreements for additional facilities. Renovation
of existing facilities and design of new facilities
to take into consideration the needs of adult groups
as well as youth groups;
-enlarging adult programming within various resource
management projects (e.g. C1airevi11e Dam, nature
trails, watershed tours);
~~.IO()
- 24 -
(d) The Cost:
The Authority has enjoyed considerable success in delivering its
education programs as a partnership between the Authority and the
user groups. In the typical partnership arrangement:
.the Authority provides the land, the conservation expertise and
site supervision;
.the user group provides the capital monies for facility develo~-
ment and meets operating costs through user fees or staff
secondments or both.
The preferred strategy for meeting costs associated with
extensions to the education service should be the continuance of
the partnership approach.
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" \ .. I~" AREA
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LEGEND
ii WATERSHED BOlJNOARy
o OAK RIDGES MORAINE
o MAJOR RECREATION INTERPRETATION AREA
o GENERAl CONseRVATION/RESOURCE
MANAGEMeNT AREAS
~ GREEN SPACE CORRIDORS
II WATERFRONT MANAGEMENT AREA
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_u . LEGEND
I \ , 21 WATERSHED BOlJNOARY
. ..... ."
f"'L fe'" -.. . o OAK RIDGES MORAINE
. .
. . , o MAJOR RECREATION INTERPRETATION AREA
. . .
o GENERAl CONseRVATION/RESOURCE
MANAGEMENT AREAS
8 VAllEY TRAilS
;. g PARKWAY BELT TRAIL LINK
, 8 OAK RIDGES TRAil
. . '" WATERFRONT TRAIL I
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':L -
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filM .10:;-
THE METROPOLITAN TORONTO AND KE6ION CONSERVATION AUTHORITY
6REENSPACE ;OR THE 6REATER METRO REGION
(SOOO' s)
STRATEGY TOTAL 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
COST
(1990-99 )
--------------------- --------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
S S S t S $ S S S $ S S
00 CONTROL
erage Annual Funding 5,000 500 500 500 500 500 500 500 500 50!) 500 500
ditional Funding 2,500 525 250 250 250 250 250 250 250 250 250 250
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
Total 7,500 1,025 750 750 750 750 750 750 75(1 750 750 750
========= ======== ======== ======== ======== ======== ======== ======== ======== ======== ======== ========
nding Sources:
rovincial Grant 4,130 564 413 413 413 413 413 413 413 413 413 413
unicipal Levy 3,370 461 337 337 337 337 337 337 337 337 337 337
ther Revenue 0
SION CONTROL
erage Annual Funding 15,000 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500
ditional Funding 0 206
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
Total 15,000 IJ06 1,500 1,500 1~500 1,500 1,500 1,500 1,500 1,500 1,500 1,500
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
unding Sources:
Provincial Grant 8,250 938 825 825 825 825 825 825 825 825 825 825
Municipal Levy 6,750 768 675 675 675 675 675 675 675 675 67~, 675
Other Revenue 0
INO ACQUISITION
~erage Annual Funding 16~215 10,500 8,000 4,720 3,495 0 0 0 0 0 0 (I
Idditional Funding 36,785 280 1,505 5,000 5,000 5,000 5,000 5,000 5~000 5,000
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
Total 53,000 10,500 8,000 5,000 5,000 5,000 5,000 5,000 5,000 5~000 5~000 5,000
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
hN · J 0 ,
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
SREENSPACE FOR THE GREATER HETRO RESION
($OOO's)
STRA iESY TOTAL 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 19-;9
COST
(1990-99)
---------------------- --------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
$ $ $ $ $ $ $ $ $ $ $ $
ADWATERS
verage Annual Funding 0
dditional Funding 44,000 1,000 3,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
Total 44,000 0 1,000 3,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5, (100
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
unding Sources:
Provincial Brant 33,000 0 750 2,250 3,750 3,750 3,750 3,750 3,750 3,750 3,750 3,750
~unicipal levyiOther 11 , 000 0 250 750 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250
TERSHED ~ANASE~ENT
verage Annual Funding lB,OOO 1,BOO 1,BOO 1,BOO 1,BOO 1,BOO 1,BOO 1,BOO 1,BOO 1,BOO 1,BOO l,BOO
dditional Funding 3,000 300 300 300 300 300 300 300 300 300 300
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
Total 21,000 1,BOO 2,100 2,100 2,100 2,100 2,100 2,100 2,100 2,100 2,100 2,100
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
unding Sources:
~rovincial Srant 11,550 990 1,155 1,155 1,155 1,155 1,155 1,155 1,155 1,155 1,155 1,155
'unicipal Levy 9,450 B10 945 945 945 945 945 945 945 945 945 945
Jther Revenue 0
(E ONTARIO WATERFRONT
~erage Annual Funding 17,000 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700
jditional Funding 31,000 1,372 3,100 3,100 3,100 3,100 3,100 3,100 3,100 3,100 3,100 3,100
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
Total 4B,000 3,072 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,BOO 4,800
========= ======== ======== ======== ======== ======== ======== ======== ======== ======== :::=::=: ========
Jnding Sources:
lrovincial Srant 24,000 1,536 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400
lunicipal Levy 24,000 1,536 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400
~ ./07
THE ~ETROPOLITAN TORONTO AND RESION CONSERVATION AUTHORITY
GREENSPACE FOR THE GREATER NETRO REGION
\ $000' s)
STRATEGY TOTAL 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
COST
(1990-99)
------------------- --------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
S $ S S S S S $ S S S S
SHED RECREATION
age Annual Funding 0
bonal Funding 18,122 500 1,445 1,477 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
Total 18,122 500 1,445 1,477 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
--------- -------- -------- -------- -------- -------- -------- -------- -------- -------- -------- --------
ing Sources:
vincial Brant 6,307 250 612 623 634 634 634 634 634 634 634 634
icipal Levy 6,298 185 612 6"" 633 633 633 633 633 633 633 633
....
er Revenue 5,517 65 221 T" 633 633 633 633 633 633 633 633
,)..
age Annual Funding 71,215 16,000 13,500 10,220 8,995 5,500 5,500 5,500 5,500 5,500 5,500 5,500
bonal Funding 135,407 2,603 6,095 8,407 12,055 15,550 15,550 15,550 15,550 15,550 15,550 15,550
--------- ---------------------------------------------------------------------------------------------------
Total 206,622 18,603 19,595 18,627 21,050 21,050 21,050 21,050 21,050 21,050 21,050 21,050
========= ===================================================================================================
A~. I~
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
GENERAL MANAGER'S PROGRESS REPORT
JULY - DECEMBER, 1988
AM, 10'
TO: CHAIRMAN & MEMBERS OF THE AUTHORITY
- M.T.R.C.A. #8/88 . DECEMBER 2, 19B8
FROM: W. A. McLEAN, GENERAL MANAGER
RE: PROGRESS REPORT: JULY - DECEMBER 1988
In 1988 the Authority made significant progress in a number of
areas. Of particu1 ar note was the
adoption of a Greenspace Plan for the Greater Toronto
region to be forwarded to the member municipalities of the
Authority and the Province of Ontario, for their support.
The plan outlines the strategies necessary to manage the
watershed resources in the face of rapid urban growth,
. continued acquisition of conservation and hazard lands
within the region. principally:
the Hinder Estate (34 acres) in North York;
. Waterfront properties in Pickering and Ajax;
. German Mi 11 s Creek 1 ands Richmond Hi 11,
approval of the Minister of the Environment for the
Authority's Lakefi 11 Quality Assurance Program.
In the Divisions of the Authority a great deal was accomplished
towards the achievement of Authority objectives, The highlights
are:
Water Resource Division
( a) Waterfront:
- land creation at Samuel Smith waterfront area continued and
enclosure of mooring basin is nearly complete;
- the parking lot at Bluffers park was expanded;
- road at East Point park was paved;
- access and parking for Rotary Park in Ajax was developed and
landscaping continued,
(b) Shoreline Management:
- emphasis continued to be on reducing erosion along the
Scarborough Bluffs and work continued at Fa1lingbrook Drive
Crescentwood Road, Kingsbury Cres" Lakehurst Cres" Fishleigh
Drive and South Marine Drive.
(c) Erosi on Control:
- In the river valleys erosion control was carried out at a number
of sites principally the Bellamy Road Ravine. in Scarborough.
Glenarchy Place in North York; the Queensway at the West Mall in
Etobicoke; and at the confluence of the main branch of the
Highland Creek in Scarborough. Projects were also carried out
at,Cividale Court and Swinton Drive in York Region; and on
Greenwood Road in Durham Region.
( d ) Flood Control:
- The major flood control project undertaken was the continuation
of the dredging of the Keating Channel. in the City of Toronto.
- the area of flood control mapping was extended;
- the major phase of the Rouge River Watershed study was
completed, Recommendations are now being drafted,
~tf\ .\\0 -2-
PROGRAM SERVICES DIVISION
- the pub1 i c participation program for the 'Strategy for Public
Use of Authority Lands' was undertaken, with open houses and
public meetings being held for the Boyd, Petticoat Creek, and
Greenwood Conservation Areas.
- work is almost complete on the Cold Creek sound reduction
barrier and the relocation of the trap ranges,
- the picnic pavi11ion at Greenwood is under con~truction, and the
improvements to the trail system at Kortright are in progress.
- in the Community Relations Section a new information program for
government was undertaken that includes direct contact with
provincial riding offices with Authority information, and a
, F 0 c u son G r e ens p ac e Bull e tin' .' Increased emphasis has been
placed on brochures dealing with resource management programs.
- a review of the flood service program was completed and
recommendations made to the Authority in a business plan for the
program.
FIELD OPERATIONS DIVISION
- the summer program in the Conservation Areas produced above
average attendance partially offsetting the low winter.
attendance that had occurred due to lack of snow, Petticoat
Creek had an exceptional summer.
- the Albion Hills Conservation Field Centre celebrated its 25th
Anniversary in September, This facility was the first of its
kind in Ontario, and has been the model for many other centres.
- the Kortright Centre received its 100,000 visitor for 1988 on
November 30th, This is the first time attendance has reached
this mark.
- the new education programs at both Kortright and Black Creek
Pioneer Village, which have been designed to link directly with
the school curriculum are meeting with great success. The
Christmas program at Black Creek i s fully subscribed,
- with funds from the Foundation the Bruce's Mill restoration i s
underway and will be complete early in 1989,
BLACK CREEK PIONEER VILLAGE
- attandance at Black Creek showed an increase over 1987, as did
total revenues,
- the programming at the Village continued to be a strong
marketi ng tool, The regular programs such as the Military
Encampment, and the Pumpkin party, were augmented this year by a
spring agricultural fair, and the installation of the Fraser
Hi ghl anders, a unit dating back to the Plains of Abraham as the
military company for the Village.
- the Taylor Cooperage was officially opened in June. This
building is a most interesting addition to the Village,
ATTENDANCE AT CONSERVATION AREAS A).i.IJI
The following are year-to-date figures for the period ending October 30,
1988:
M.T.R.C.A. REPORT OF CONSERVATION AREA OPERATIONS
AREA VISITORS REVENUE
OF OPERATION 1987 1988 1987 1988
$ $
Kortright Centre 82,160 90,019 250,007 302,625
Conservation Areas 774,698 728,141 1,388,191 1 ,288,015
Total attendance at Black Creek Pioneer Village as of October 30, 1988 is
set at 268,133 as compared to 1987 attendance of 258,248. Total 1988
revenues for the same period (October 30th) show an increase over 1987,
1988 1987
Admission Revenue $ 546,345 $ 476,325
Sales (Village & Gift Shop) 581,123 536,417
General Revenue (Weddings, Rentals) 108,812 80,647
$1 ,236,280 $1,093,391
RIV'J.I'~
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
SCHEDULE OF MEETINGS
FEBRUARY, 1989 - FEBRUARY 1990
AUTHORITY
Annual Meeting Friday, February 24, 1989
# 2 - Budget " March 31
# 3 " May 12
/I 4 " June 23
/I 5 " July 28
# 6 " September 8 2.00 p...
# 7 - Prel,Estimates " October 27
/I 8 " December 8
#9 " January 19, 1990
EXECUTIVE COMMITTEE
# 1 - Budget Friday, March 10
# 2 " April 7
# 3 " Apr il 28
# 4 " May 19
# 5 . June 9
# 6 " July 7
# 7 " August 4
# 8 . August 25
# 9 . September 15
#10 - Prel,Estimates " October 13
#11 . November 3
#12 " November 24
#13 " December 15
#14 " January 5, 1990
US " January 26, 1990
#16 " February 9, 1990
WATER AND RELATED LARD MANAGEMER'l' ADVISORY BOARD
# 1 Friday, March 3
i 2 " April 21
# 3 " May 26
i 4 . June 30
# 5 - Prel.Estimates " September 22
i 6 . October 20
i 7 " November 17
i 8 (if required) " January 12, 1990
FINANCE AND ADMIRISTRATION ADVISORY BOARD
# 1 - Final Budget Tuesday, February 28 1.30 p...
CONSERVATION AND RELATED LAND MANAGEMERT ADVISORY BOARD
# 1 wednesday, March 8 9.00 a.a.