HomeMy WebLinkAboutBudget & Finance Sub-Committee 1984
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MINUTES OF BUDGET & FINANCE SUB-COMMITTEE MEETING *~/84
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"A"
Appointment Chairman BF-1
liB"
Budget Guidelines for 1985 Preliminary BF-l
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"P"
Program Performance 1983 BF-2
Review BF-S-43
ItS"
Statements Area Operations 811'-2
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the metropolitan toronto and region conservation authority
minutes
BUDGET & FINANCE SUB-COMMITTEE 28-JUNE-1984 U/84
The Budget and Finance Sub-Committee met at the Authority office on Thursday,
June 28, 1984 at 9.30 a.m.
PRESENT: Members Mrs. L. Hancey
B.G. Harrison
W.R. Herridge, Q.C.
E.V. Kolb
J.S. Scott
ABSENT Members M.W.H. Biggar
E. Fulton
Mrs. N. Stoner
1. APPOINTMENT OF CHAIRMAN
Res. n Moved by Mrs. L. Hancey
Seconded by: B.G. Harrison
THAT Mr. J. Sherman Scott be appointed Chairman of the Budget and Finance
Sub-Committee for the year 1984.
CARRIED UNANIMOUSLY
MR. SCOTT took the Chair.
2. MINUTES
Res. 42 Moved by Mrs. L. Hancey
Seconded by: E.V. Kolb
THAT the Minutes of Meeting #S/83 be approved.
CARRIED
3. GUIDELINES FOR 1985 BUDGET
MOTION Moved by Mrs L. Hancey
Seconded by W.R. Herridge, Q.C.
THE SUB-COMMITTEE RECOMMENDS
THAT the staff report "Guidelines for the Preparation of the 1985 Preliminary
Budget" be received and the guidelines contained therein be adopted.
AMENDMENT
Res. #3 Moved by B.G. Harrison
Seconded by W.R. Herridge, Q.C.
THE SUB-COMMITTEE RECOMMENDS
THAT the staff report "Guidelines for the Preparation of the 1985 Preliminary
Budget" be amended by deletion of the word "economic" in Paragraph (B) (i)
and deletion of Paragraph (B) (ii) :
AND FURTHER THAT the report be received and the guidelines contained therein,
as amended and as appended as Schedule "A", be adopted.
CARRIED
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4. 1983 PROGRAM PERFORMANCE REVIEW
In accordance with Executive Resolution #274/83, which reads in part as
follows
"THAT staff conduct a Program Performance Appraisal as soon
as possible after the 1983 Budget year;
"AND FURTHER THAT such appraisal be submitted to the Budget
& Finance Sub-Committee"
a 1983 Program Performance Review was carried out.
Res. H Moved by: W.R. Herridge, Q.C.
Seconded by: E.V. Kolb
THE SUB-COMMITTEE RECOMMENDS
THAT the staff report 1983 Program Performance Review, as appended as
Schedule "B", be received;
THAT this Review be distributed to all members of the Authority;
THAT the quarterly Progress Report format and content, as amended for the
first quarter of 1984, be continued;
THAT the review of staff organization and of program funding levels and
formulae recommended in the M.T.R.C.A. Review take into consideration the
results of the 1983 Program Performance Review;
AND FURTHER THAT the 1983 Program Performance Review be given consideration
in preparing the 1985 Authority budget and the program implementation
forecasts required by the M.T.R.C.A. Review
CARRIED
5. STATEMENTS OF AREA OPERATIONS
Res. ~5 Moved by E.V. Kolb
Secondedby: W.R. Herridge, Q.C.
THAT the Statements of Area Operations be received.
CARRIED
6. NEW BUSINESS
Staff were requested to provide in the 1985 Preliminary Budget comparative
funding figures on major projects over the last five years.
TERMINATION
On motion, the meeting terminated at 11 lS a m., June 28, 1984.
J S. Scott Warren E. Jones
Chairman Secretary-Treasurer
1984.06.29
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SCHEDULE "A" BF-3
TO: The Chairman and Members of the Budget and Finance Sub-Committee
Meeting il/84, Thursday, June 28, 1984
FROM: W.A. McLean, Acting General Manager
RE: GUIDELINES FOR THE PREPARATION OF THE 1985 PRELIMINARY BUDGET
The 1985 Preliminary Budget will be the first "post-review" budget of the
Authority. Although the negotiations, which the Review calls for, to revise
funding formulas will not be complete, the 1985 Preliminary Budget should
address as many of the Review recommendations as possible. As well, the
budget must deal with continuing constraint, recommendations from our
"in-house" program performance appraisal, and the setting of priorities.
(A) REVIEW OF THE "ETROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
The Review recommendations deal with a number of subjects that will
directly affect the 1985 Preliminary Budget. The budget guidelines
should include provision for:
(i) member and meeting costs reflecting a reorganized Authority.
(Three standing committees, an executive and more frequent
Authority meetings):
( iil staff changes in Finance and Administration reflecting
recommendations for improved Controller and financial analysis
functions:
( Hil acceleration of waterfront development for Metropolitan
Toronto:
( iv) Pioneer Village funding:
(v) projected capital budgets for five years:
(vi) projected Marketing Plan budget (including facility
improvement) for three years:
(vii) prepare and budget for a programmed maintenance schedule
(B) CONSTRAINT
It is almost certain that some form of wage and funding constraint will
continue in 1985. The budget guidelines should include provision for
( i ) a salary schedule increase of S%:
(ii) private funding and franchising of non-core program elements
being used where possible, while remaining consistent witn
program goals and objectives:
(iii) use of volunteers being continued:
( iv) no new projects should be added to the Foundation requests
until they can complete those that are currently in progress:
(v) prices charged for general admissions being reviewed taking
into consideration
. visitor reaction
. market survey information
. length of stay
(vi) prices charged for goods and services being reviewed taking
into consideration:
. visitor reaction
market information
. cost
(vii) operating schedules being reviewed taking into account
. monthly, weekly, daily cost/income ratios
. staffing requirements
. marketing information
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(C) PROGRAM PERFORMANCE APPRAISAL .
The program performance appraisal completed for 1983 revealed some
issues that should be dealt with in the budget. 1985 Preliminary
Budget Guidelines should include
(i) provision for filling complement positions in the Water
Resource Division:
(ii) limit use of special program funds to those which are
consistent with current priorities:
(iii) emphasize meeting existing program operating costs rather than
embarking on new initiatives.
(D) PRIORITIES
The Authority's diverse sources of funds, and the Provincial method of .
allocating funds makes it necessary to think of priorities in two categories
which are basically not interchangeable from a Provincial funding point of
view. The Review of the Authority categorizes these as core and non-core
programs. Reductions in non-core spending does not necessarily make more
money available for core programs. The 1985 Preliminary Budget Guidelines
should include priorities in terms of criteria which establish a rational
screening process for including elements of approved programs in two general
categories
Core Proarams Non-Core Programs
Flood Control Waterfront
Storm Water Management Watershed Recreation
Erosion Control Community Relations
Shoreline Management Heritage Conservation .
Land Acquisition
Conservation Services
Priority Criteria
(1 ) Required to complete an existing project or program element already in
progress.
(2 ) Required to operate and maintain an existing program, program element or
facility on the basis established in the 1983 Program Performance Review,
or as contained in an agreement or legal requirement.
(3 ) Required to initiate a program element or project which is presently on
an existing site specific priority list or forms a part of an approved
master plan. .
(4 ) Required to prepare a project or program element that will contribute to
existing program goals and objectives.
Preliminary Budget information will include a statement of the consequences,
in terms of these criteria, of projects or program elements which are not
funded.
RECOMMENDATION
IT IS RECOMMENDED THAT the staff report nGuidelines for the Preparation of the
1985 Preliminary Budgetn be received and the guidelines contained therein be
adopted.
1984.07.03.
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SCHEDULE nB"
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PROGRAM PERFORMANCE REVIEW
1983
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PROGRAM PERFORMANCE OVERVIEW
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During 1983, a number of internal and external factors
affected program performance. These factors have been
referenced with respect to specific program objectives and are
more fully explained as follows.
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Flood Plain Review Committee:
Reopening the 1979 Provincial Flood Plain Criteria for further
dlScusslon created uncertainty with regard to the future level
and mechanisms for flood plain regulation. The potential
impact of change to the policy would be felt in the Flood .
Control Program and possibly in the preventive component of
the Erosion Control Program, i.e., where till regulation
relates to the control of flooding. During 1983, the Review
prevented the registration of the revised schedules to the
Authority's Fill, Construction and Alteration to Waterways
Regulation~ required considerable staff time in preparing a
response and encouraging municipal support: and may have
affected the implementation of tlood control objectives
through the plan review process as some municipalities and/or
developers have either delayed making commitments or
anticipated future reductions in the Provincial criteria. .
.
A decision on the Review should be made Oy the Minister in
1984 and the implications of any changes will have to be
ana~ysed with respect to amendments to Authority programs.
M.T.R.C.A. Review:
The review of Authority mandate and role: member composition
and organization: and funding 1eve1s and tormulas resulted in
uncertainty amongst members, staff and client groups, with .
respect to a11 program areas, partlcu~ar1y Heritage
Conservation. Participation in the Review required
considerable time by both members and staff in providing
background input and in responding to proposals. Some
municipal reluctance to commit ~ong-term funding for specific
projects may have resulted from their waiting for the outcome
ot the Review..
Atfirmation of the current programs and recommendations to
reVlse and increase the funding for pUb~ic use and recreation
programs requires. identification and analysis of the
mechanisms 1:0 be used' by the: Author1.ty to t'ake: advantage- of
this st:rong interest in these programs.- This w-ill be-
addressed in 1984 through the preparatlon ot a Concept plan
tor Recreation.
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The review, while concentrating on those areas where
Provincial funding has been lacking, atf1rms the importance of
the water-management programs. pince these programs were
perceived to be well funded and to be operating effectively,
little attention was paid to them in the report. The
importance of this work and its record ot ach1evement appears
to be of secondary interest, however, the continuing support
and confidence of the municipalities in the Authority's
implementation of water management programs is evident. In
directing attention to strengthenlng the implementation of
recreation objectives, the unique mandate of the Authority for
comprehens1ve watershed management and the role ot Authority
public use lands as a type of resource management will be
recognized.
M.N.R. Preliminary policies for Conservation Authorities:
The Preliminary policies circu~ated 1n 1983 by M.N.R.,
represented a contradictory stand on Authority programs to the
M.T.R.C.A. Review report. These pOlicies att1rmed public
safety programs and cast doubts on not only all recreation
activities but also certain aspects of well-estaOllshed,
comprehensive water management efforts. The ~olicies implied
a substantial reduction of existing Provlncial support for
certain Authority programs and created considerable reaction,
not on~y by this, but by all Authorities.
The Policies are currently being redrafted, and it appears
that they will respond to the reaction of both Authorities and
their member municipalities to continue the
Provincial/municipal partnershlp on which the Authorities were
established. It should be recognized, however, that
considerable time and study has been spent at the ProvinCial
level in reviewing conditional grants programs, including
those ot Authorities, and it would appear that the long-term
objective is to amend the current system.
M.T.R. MFramework for a PrOVincial POllCY on Community
Recreation Servicesw:
During 1983, the Ministry of Tourism and Recreation has
assumed a lead role in initiating discussion amongst Metro
region municipalities and the Authority ~ith respect to
recreational. services.. Both through the organization of
Senio~ Management Seminars- and througn the preparation of the
above discussion paper, the M.T.R. has brought all groups
together and encouraged each to evaluate their roles as
providers of recreation opportunities.
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M.T.R. staff have provided the Provincial support for
Authorlty recreation programs which, in 1983, was not evident
through M.N.R. This support should be encouraged, however, it
should be carefully coordinated with M.N.R. and the member
municipalities in conjunction with the results of the
M.T.R.C.A. Review and the revised M.N.R. Policles for
Authorities.
Funding
The combination of continuing Provincial funding constraints
tor Authorlty programs and the availabillty of Special
Employment Programs resulted in a mixed-blessing for program
implementation in 1983. The latter has ottset the tormer to
result in the Authority being able to bring forward work from
future years but as a result may have distorted program
priorities and, in some instances, enabled programs to respond
to the demands of watershed municipalities at a level which,
under normal funding, may not be possible.
Since the adoption ot the Watershed Plan (1980), the
Authority, with the assistance of special employment programs,
has been able to provide the increased level ot consultative
assistance required to implement new program initiatives, such
as Storm Water Management and the Urban Component of
Conservation Land Management. As a result, the background
data collection and analysis envisioned in the Plan has been
accomplished. The cost of this work has been increased
supervisory responsibilities and less time to spend on
development of procedures and guidelines by full-time staff.
Since the levels of funding through M.N.R. grants and special
employment programs are uncertainties in planning annual work
programs, the Authority must continue to priorize all work to
respond to constraints or additional funding as they occur.
The long-term needs of the organization to implement its
programs must, however, be addressed (see below).
Staffing:
The current funding constraints and the adoption of the
watershed Plan appears to have resulted ln a shift in
Authority staffing requirements from capital to administrative
and operational activities. In particular, certain programs
created a higher need for Authority staff involvement in
consultative' efforts to accomplish program oOjectives through
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the plan input and review process and through technical advice
and assistance programs. These programs include Flood
Control, Erosion and Sediment Control, Storm Water Management
and Conservation Land Management as well as the
Environmentally Significant Areas report. Anticipated in the
Plan was a further refinement of these programs' objectives
into detailed criteria and guidelines. This level of
consultation and policy interpretation requires full-time
qualified staff who are knowledgeable in all areas of
Authority work. Such work shou!d not be de!egated to
part-time or special employment personnel who do not possess a
broad understanding ot al! Authority interests.
As indicated in the Section of nFundingR, the effectiveness of
Authority staff in program implementation has been good,
however, since much has been accomplished through special
employment programs, a true picture ot full-t~e staff
capability to deliver programs is not possible. It may be
that where the additional assistance was used to improve the
data base and refine program information, staff are now
- capable of carrying on with the management of programs.
Alternately, we may have been using supplementary personnel to
assume a share ot the day-to-day work!oad and regular staff
may be un~ble to provide the current level of service.
A review of the Authority's personnel requirements to
implement its program objectives is required in conjunction
with the results of the program pertormance review and the
changes anticipated by the M.T.R.C.A. Review.
Internal Coordination:
In establishing program goals and objectives in the Watershed
Plan, the management units retlected the eXlstlng internal
organization. Certain programs, however, have related
components which require close internal coordination to
mlnimize duplication of effort~ maximize effective use of
staff time~ and promote cooperation amongst staff.
Three specific areas to be addressed in 1984 are:
( a) the preparation of a Concept Plan tor Recreation,
drawing together from four separate Programs
(Watershed Recreationr take Ontario Waterfront
Development, aeritage Conservation and Community
Relations) the objectives tor pUblic use ot Authori~
lands~ the direction provided by the M.T.R.C.A.
Review, and establishing a framework tor tuture
recreation development.
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(b) the coordination of marketing Authority revenue-
produclng facilities (the Conservation Areas,
Kortright Centre, and Black Creek Pioneer Village)
through a Staff Marketing Committee to implement
the 1984 Marketing Plan. This work will also be
coordinated with the Recreation Concept Plan where
the Marketing Plan identified specific "product
improvements. which would increase the attraction of
specific facilities.
( c) a review of the Authority's plan input and review
process. As dlscussed under dFunding. and "Staffing" ,
the increased level of sophistication of Authority
involvement as a consultative agency has required
improvements in a number of highly technical areas.
As a result, the complexity ot responding to external
requests on planning matters has increased. To ensure
etfective use of staff time and individual program
concerns, the internal procedures must be both
comprehensive and simplified. The preparation of
review guidelines for different stages in the planning
process may assist in facilitating review oy planners
and establish key points for technical staff
involvement.
The results of the M.T.R.C.A. Review and internal program
review should be further analysed to ldentity other areas
where similar efforts at coordination would improve
efficiency.
Watershed Plan Review:
As a result of two full years of implementation and program
pertor.mance review, it WOUld Oe Oenetlclal to prepare a
progress report and Plan update including:
( a) a summary of specific program accomplishments.
( b) an identification and analysis of specific objectives
which are not being achieved.
(c) a refinement or revision of specific objectives where
implementation has indicated deficiencies, overlaps
or changes are necessary.
(d) a review and resta.tement of program d.irection tor
the next five-year period.
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With a number of in-house program specific reviews being
carried out in 1984 and the need to respond to external
factors (Flood Plain Review, M.T.R.C.A. Review, M.N.R.
policies for Authorities), the preparation of a comprehensive
review should commence as soon as decisions are made on the
varlOUS program components. The timing of the majo~ity of
lnternal and external reviews is such that these decisions
should be known by mid-year. work on the program
accomplishments and objective review could commence
immediately without affecting the ability ot the Authority to
respond to the recomme'ndations of both internal and external
factors.
Quarterly Progress Reoorts:
To more accurately reflect the relationship of the annual work
program to the Watershed Plan programs' goals and objectives,
changes should be made in content and format of the quarterly
progress report. The report should retlect any budget
amendments necessitated by actual cash flow: attendance
patterns (it applicable): or changes in work priorities.
Where such occur, an explanation should be provided. The
report format should enable ongoing monitoring of the year's
work as it relates to program objectives and accelerate t.he
response to changing conditions and the evaluation of program
effectiveness.
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WATER RESOURCE DIVISION
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FLOOD CONTROL
( a) Regulation Administration: - Reviewed and established
priority ranking of municipal planning documents for
development control staff. Volume of work continues
to be problem. Addition 9f comments re:- storm water
management and E.S.A. study has created an internal
circulation problem. Level of detail of technical
and management comments at various stages in planning
process needs to be determined in order to ensure
effective use of staff time and that commenting
deadlines are achieved. Requires coordination with
Conservation Services to ensure "Authority"
interests, not just Water Resource programs,
addressed.
( b) Flood Plain Acquisition: - Budget administered by
Property Section, however, approval of Water Resource
now requested prior to purchase. Land suitable for
acquisition needs to be mapped at smaller scale in
order to provide better information to municipalities
and public. Requires coordination with Property and
amendment of "yellow blobs" based on E.S.A. study.
(c) Flood Warning and Flood Forecasting: - Ten of the
flood damage centres have been reviewed and plans
developed to provide early information and flood
warning. Have been able to respond with public
information more quickly than in 1982. No major
flood events during 1983.
(d) Protection of Flood Damage Centres: - Bolton Remedial
measures completed in 1983. Some minor site
restoration to be completed in 1984. Next priority
Pickering/Ajax. No agreement reached in 1983 for
works component in pickering. S.P.A. designations
continued in 1983 at North York (Hoggs Hollow, Jane
Wilson), Caledon (Bolton), Pickering and Ajax. None
have been finalized.
( e) Flood Prevention: - See (a) above.
( f) Provide Flood Hazard Information: - No funding
available in 1983 to update or expand current
mapping. Other agencies will be preparing mapping,
however~ time- delays have not made. this information
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available. This creates some difficulties in plan
review where mapping must be required from proponent
or where (in one specific zoning application) a
municipality requires detailed information. Latter
case was referred to M.N.R., Central Region, who are
preparing. Some confusion results, e.g. in Peel
where CVCA maps to 1/2 sq. mi., as to whether our
regulations apply.
(g) Natural Valley Design: - Continues to be incorporated
in Authority works and encouraged in works of others
through plan input and review process, particularly
in review of storm water management proposals.
( h) Maintain Up-To-Date Data: - See comment under (f).
Internal record of engineering works, flood studies
and storm drainage reports is mapped for reference to
ensure staff aware of previous work by others.
Technical Liaison Committee continues to be effective
means of discussion and resolution of issues as well
as providing information and coordination amongst
technical staff.
( i) Maintain Flood Control Structures: - Are reviewed on
annual basis and maintenance carried out, where
required.
GENERAL
Some uncertainty during 1983, due to the Flood Plain Review
Committee proceedings, with regard to future level of
protection from flood hazard. This may account for lack of
resolution of S.P.A. designations, i.e. municipalities holding
back until decision reached. All work, remedial and
preventative, is progressing as funds are available. Need to
continue to maintain up-to-date information and to expand
mapping to ensure ability to respond to future proposals.
Need to improve coordination to plan input and review process
to ensure all Authority interests are recognized and to
provide comments within allocated time.
EROSION AND SEDIMENT CONTROL
( a) Regulation Administration: - Difficulty of two fill
lines,- It-registered" and "proposed",. continued in
1983.. Delay in registration due to Flood Plain
Review and lack of c~ear municipal approvals (Adjala,.
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Mississauga, City of Toronto and York). The latter
is being followed up by staff to provide information.
During 1983, North York and Scarborough adopted
"Valley Land Impact Zone" policies applicable to
mapped areas corresponding to "proposed" fill
regulation line.
(b) Prevent the Creation of New Erosion Prone
Development: - See (a) above. Generally, principle
is accepted in Authority review of site-specific
applications, however, registration of fill line
would resolve some confusion.
(c) Preparation of Erosion and Sediment Control Plans: -
Part of plan input and review, particularly storm
water management and review of M.T.C. proposals.
(d) Control of Increased Flows and Sediment in Urban
Drainage Design: - Included in plan input and review,
particularly storm water management aspects.
( e) Implement Major/Minor Remedial Works Program: - Major
Metro remedial works progressing well, as funding
available. Sites outside Metro, which are not
proceeding, are not high enough priority within
M.N.R. system, however, if ranked in with all
M.T.R.C.A. sites would probably have lower priority
also.
Minor remedial measures are not being proceeded with
due to M.N.R. constraints in 1983. Have in 1984,
been deleted from final budget by Authority (had been
put in "Conservation Services" with Master Drainage
Planning). This will not allow minor sites to be
addressed in early stages and could result in higher
costs of remedial measures in future.
Sediment control sites were not addressed in 1983,
however, staff continue to feel this is a valid
component of the Watershed Plan. The difficulty has
been in providing justification where property not in
danger. The need for dredging at the Keating Channel
and the beach closures near the Humber in 1983 may
result in this aspect of the Plan receiving funding
in the future. Resolution of the jurisdictional
difficulties relating to Provincial funding for such
work is also required.
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Mississauga, City of Toronto and York). The latter
is being followed up by staff to provide information.
During 1983, North York and Scarborough adopted
"valley Land Impact Zone" policies applicable to
mapped areas corresponding to "proposed" fill
regulation line.
(b) Prevent the Creation of New Erosion Prone
Development: - See (a) above. Generally, principle
is accepted in Authority review of site-specific
applications, however, registration of fill line
. would resolve some confusion.
(c) Preparation of Erosion and Sediment Control Plans: -
Part of plan input and review, particularly storm
water management and review of M.T.C. proposals.
(d) Control of Increased Flows and Sediment in Urban
Drainage Design: - Included in plan input and review,
particularly storm water management aspects.
( e) Implement Major/Minor Remedial Works Program: - Major
. Metro remedial works progres~ing well, as funding
available. Sites outside Metro, which are not
proceeding, are not high enough priority within
M.N.,R. system, however, if ranked in with all
M.T.R.,C.A. sites would probably have lower priority
also.
Minor remedial measures are not being proceeded with
due to M.N.R. constraints in 1983. Have in 1984,
been deleted from final budget by Authority (had been
put in "Conservation Services" with Master Drainage
- Planning). This will not allow minor sites to be
addressed in early stages and could result in higher
costs of remedial measures in future.
Sediment control sites were not addressed in 1983,
however, staff continue to feel this is a valid
component of the Watershed Plan. The difficulty has
been in providing justification where property not in
danger. The need for dredging at the Keating Channel
and the beach closures near the Humber in 1983 may
result in this aspect of the Plan receiving funding
in the future. Resolution of the jurisdictional
difficulties relating to Provincial funding for such
work is also required.
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( f) Natural Valley Design: - As in FloOd Control (g) .
(g) Update and Augment Knowledge of Control Measures: -
Remains a valid objective. Progress through the COED
work in Master Drainage Planning may assist in
future.
GENERAL
Two specific areas which need to be resolved in 1984 are the
registration of the fill line and the future of the sediment
control component. In the latter case, this should be pursued .
in conjunction with Conservation Services staff and related to
downstream and waterfront sediment and pollution problems.
STORM WATER MANAGEMENT
( a) Ensure Early Consideration of S.W.M.: - This has
generally been achieved. Difficulty is in dealing
with implementation specific to individual land
owners, with respect to location of component
facilities and timing of individual development~
.
( b) Encourage Statements in Official Plans: - Is being
achieved through plan input and review process.
Municipal support and acceptance has, generally,
occurred at this level. See (a) above.
( c) Cooperate with Municipalities in Preparing Master
Drainage Plans: - During 1983, substantial work
towards compiling background information achieved
through COED. As a result of general acceptance of
M.T.R.C.A. role, substantial increase in volume of
technical information requiring review has occurred.
These must be addressed by competent staff and has .
resulted in heavy wor.kload on those involved as well
as delaying response rate. This matter must be
addressed to enable Authority to effectively continue
its involvement.
(d)&(e) Ensure M.D. Plans Recognize Other Authority policies
and. to Formulate Design Criteria for the M'ajor
System: - See Flood Control ( a) re:- level of
detail,. As a result of increased volume of work,
Little time has been availabl& to address- policy and
procedure refinement or the' development of Authority
criteria for various aspects of Stor.m Water
Management..
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( t) Deslgn ana Use ot Facllltles: - See (0) ana (e)
above. Generally, our lnvolvement is with respect to
how proposal of others satisfy our concerns. There
continues to be potential for this objective,
however, the priority currently is to review the
reports and studies proposed by others. Most of the
initiative in design and use is external, i.e.
developers and/or the municipality.
(g) Encourage Awareness of Storm Water Management
Benefit: - Municipal awareness and acceptance has
been achieved. No effort has been taken to provide
. "public. awareness, however, the client groups,
e.g.
developers, with whom the Authority works have been
informed. There is a continuing need to encourage
and to provide a rationale of this program through
clarifying the benefits derived. Some form of
monitoring in order to quantify benefits should be
considered, as well as the development of a
simplitled explanation of the objectives, methods and
benefits which could be used for public information.
GENERAL
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During 1983, substan~ial progress was made in compiling
background information and in the review of external
proposals. This work now needs to proceed to better define
guidelines, procedures and criteria. Given the current
workload, it is unlikely that this will occur in 1984,
however, should tunding through special programs allow
day-to-day work to be delegated, this should be given high
priority. There remains a need to assign program management
responsibility to a specific manager.
- SHORELINE MANAGEMENT
( a) Seek Municipal Cooperation to Prevent New Hazards: -
Part of plan input and review process and regulation
administration.
( b) Improve Water Quality: - Funding continues to be
available to provide an adequate level of
environmental monitoring. During 1983, the Authority
also participated in a review related to poor water
quality along Lake Ontario Waterfront which had
resulted in beach closings. As a result, our
previous pr.oposal for construction of a diversion
structure at Humber River mouth, is again under
consideration.
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(C) Carry Out Remealal Works ln Accordance wltn .
Shoreline Management Principles: - This work
continues at a slower pace than originally intended
as a result of the delay of aprovals, the resistance
of affected property owners, and funding constraints.
While work proceeds, the priorities established in
the budget are not retlected in actual expenditures.
Amendments to the progress reporting procedure to
better monitor changing priorities should greatly
alleviate this apparent disparity.
(d) Cooperate with Other Agencies in Establishing
Criteria for their Shoreline Work: - Continues to be .
accomplished through review process. Worked with
other agencies in 1983 on problem of beach pollution.
GENERAL
As in 1982, actual expenditures bear little relationship to
estimates on an item by item comparison. Due to the number of
external factors (funding and other approvals, changing site
conditions, owner participation) the amendments which occurred
have been justified. The proposed revision of the progress
reporting format should assist in providing an ongoing .
monitoring of this program.
There has been discussion regarding the level of funding for
shoreline management and whether we should be proceeding more
quickly. Given the delays and amendments necessary within any
year and the use of construction-generated fill to keep costs
down, a more rapid pace does not seem feasible at this time.
LAKE ONTARIO WATERFRONT DEVELOPMENT
( a) Acquire or Create Open Space for Passive Activities:
- During 1983, land was created through fill at S. .
sm~th W.F.A. The lack of fill for the site was
offset to a degree by relocating stockpiled material
on the site. Parkland was created by improvements at
the Fishleigh site (Bluffers Toplands)~ previously
acquired. 30 slips were added at Ashbridges Bay
Yacht Club. Parking facilities, in conjunction with
launching ramps, were improved at Humber Bay West.
Landscaping was carried out at Humber Bay, Bluffers,
Fishleigh and along the Ajax Waterfront.
(b) Incorporate, publ i~ Recreation on Public:- and.
QuaSi-Public Lands:. - No- major new initiatives in
1983.
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(c) Llnk Watertront W1th Valleylands: - Mar1e Curt1s 1S
ma1n area where th1S 1S presently occurr1ng as a
result of the development proposals of Metro Parks.
(d) Develop Sport Fishing Opportunities: - During 1983
continued experimentation with establishment of
spawning areas at Bluffers Park and sampling of
species at specific sites along waterfront.
· (e) Create Small Craft Harbourage: - Addition of boating
SllpS at Ashbridges Bay Yacht Club during 1983.
Dredging at Humber Bay to enable development of
boating club.
(t) Encourage Preservation of Lower Valley Marsh Areas: -
Incorporated in plan input and review process
particularly by finalization of E.S.A. report in
1983. Land acquisition along marshes pursued to
limit access, particularly along Lower Rouge.
.
(g) Cooperate with Other Waterfront Planning and
Development Agencies: - Continued work with T.H.C.,
specitically in conjunction with Keating
Channel/Aquatic Park proposal. Prepared and
submitted joint proposal with CVCA re:- waterfront
development. No response received from Minister.
(h) Augment Knowledge of Lake processes: - Continued
monitoring program and data collection.
_ (i) Cooperate in Improving Water Quality: - See comments
under Shoreline Management (b).
GENERAL
Variation between the approved budget and actual expenditures
continues in 1983. As with Shoreline Management, the
explanation for the changes will be better monitored through
revisions to the progress reporting format. Progress is
slowed by both the level of funding available and, in the case
of land creation, by the continuing low level of construction
resulting in less fill availability than in the early years of
waterfront development. Potential changes in levels and
formulas for funding may increase rate of program
implementation.
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CONSERVATION LAND MANAGEMENT DIVISION
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.. WATERSHED RECREATION
(a) Designate Lands for Compatible Recreation: - The 1982
review recommended that the designations given to
lands in the Watershed Plan be evaluated and, if
required, amended. No work was done with respect to
this in 1983. Glen Haffy and Greenwood Forest and
Wlldlife Areas still being managed as Conservation
Areas. Division should address this issue as part of
lnput to the preparation of the lO-Year Concept Plan
during 1984.
. (b) Encourage Cooperation Amongst Recreation Agencies: -
During 1983, the review of the Authority by its
member municipalities resulted in affirmation of its
mandate in recreation. The role of the Authority is
to be further defined during 1984 and will require
close cooperation with the member and local
municipalities.
The Ministry of Tourism and Recreation, during 1983,
assumed a lead role in encouraging meetings of
recreation groups including the Authority. Further
. work with the Ministry in 1984 should be directed to
assuring a Provincial support and advocate for
Authority recreation projects in conjunction with
other divisions.
The Boyd Master Plan process included substantial
involvement with municipalities and public interest
groups. This was a major part of the Authority's
recreation planning work in 1983.
(c)&(f) Manage Recreation Lands to Ensure Continuation of the
Resource and Plan, Manage and Develop Facilities to
- suit Physiographic Features: - During 1983, the Boyd
Master Plan was the principal planning effort. This
plan assumed the primacy of the resource base in the
alternatives consldered and in the choice of the
recommended concept. It had been the objective to
complete the Master Plan in 1983, however, the public
participation ~rocess, required for the environmental
assessment, indicated considerable local concern and
it was decided to postpone finalizing the Plan until
all issues could be addressed. Early in 1984, staff
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must be prepared to finalize the Plan in order to .
achleve the 1984 objective tor approval under the
Environmental Assessment Act. While it may be
desirable to resolve all issues, this may be
unrealistic if any change is to be accomplished.
While not identified in the regular budget, further
planning work was accomplished through special
employment programs, including:
- the preparation of draft operation and maintenance
plans for 5 areas (~b1on, Bruce's Mill,
Claireville, Cold Creek, Heart Lake) addressing .
financial and resource management, flood control
and landscape maintenance. (C.D.D.P.)~
- preparlng site plans, drawings and specifications
for COED development projects (Claireville
Equestrian Centre, Cold Creek Trap Building and
Entrance Sign, Bruce's Mill restoration, Indian
Line Gatehouse). ( COE D) ~
- commenced work on Albion, Heart Lake and
C!aireville Master plans through data collection, .
constraint analysis and identification and
evaluat1o'n of plan components. (COED) ~
- prepared landscape plans for development projects
(Cold Creek Trap Bu~lding and Entrance Sign,
Indian Line Control Building and Gatehouse, Albion
Hills Washroom/Shelter). (COED and Parks Work
Sector) ~
The COED program will, by April 1984, have provided
tunding tor plann1ng work in approximate amounts of
$43,700 labour and $12,600 support. .
The specit1c oOjectives of the Watershed Recreation -
Development component in 1983 were:
- continue improvements to Indian Line Campground
including the construction of a 24 hour control
building, and landscaping:
- complete improvements for access for the disabled
to' Cons.e,rvation Areas'r
- construct one indoo~washroom building at Albion
Hills Conservation Area~
- continue the award planting program: .
- CFifivc!c the, s~t.e1r Aof the entrance to the Cold
r e' onserva, ~o rea:
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The Indlan Llne control bUlldlng was completed on
tlme and withln budget. Addltlonal work was possible
through COED program. Landscaping was largely
completed through agreement with M.T.C. in connection
with Finch Avenue Extension.
Access for the disabled provided through Wintario
grant and all approved projects completed under
estimated budget (unistone pathway at Cold Creek Trap
BUilding: drop-off area and path system to Bruce's
Mill beach area; parking improvements at Cold Creek
and Bruce's Mill; shower facilities at Petticoat
. Creek).
The washroom/picnic shelter was completed at Albion
at additional cost due to requirements for custom
materials.
The award planting project ~as provided, however, as
ln previous years the Division not involved in
decisions regarding number of trees and species.
The Cold Creek Entrance signage improved, however,
. work to have been carried out by Township did not
proceed.
Under special employment programs the following
additional works were accomplished:
- upgrading and standardizing area signage (COED,
Parks Work Sector): replaced all internal signs;
information signs/boards designed and 5 pre-
tabricated: 5 area lnformation maps produced:
graphics for watershed map completed:
-
- 2 fibre glass fish rearing tanks replaced at
Glen Haffy (COED):
- Trap Building at Cold Creek expanded by 640 square
teet (COED);
- repaired Greenwood and Claireville refreshment
booths (COED):
- developed Claireville Equestri~n Centre (COED),
including renovatlng barn; constructing tack
building/office and paddock;- fencing of pastures:
trail development:
.. - painting of Authority area buildings and rental
properties (COED)~ in conjunction with Property
Division maintenance budget;
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,
- Bruce's Mill restoration including support .
columns, window/shutter repair or replacement, new
exit (COED, MTRCF)~
Including the Authority's contribution to COED, the
total value of funding will be ~350,OOO labour and
$160,000 materials, etc.
The 1983 objectives for Watershed Recreation -
Operations and Maintenance were to:
- operate and maintain seven Conservation Areas and
three Forest and Wildlife Areas to provide 1.1
million user days, eliminating the Major Main- .
tenance program and the Canoe Instruction program~
- continue self-supporting visitor services programs
to increase accessibility of recreation
opportunties~
- maintain a high level of visitor safety~
- review the 1982 marketlng plan and develop
recommendations to improve visitor services~
.
Area attendance in 1983 1,025,000, Slightly under
projection of 1.1 million. Programs provided in 1983
lncluded:
- reduced canoe program from 1982 by eliminating
school programs - provided rentals and special
courses~
- skiing offered - early 1983 no snow, however,
late 1983 good conditions~
.
- camping - Indian Line one of few areas where
revenues per visitor exceed costs~
- maple syrup at Bruce's Mill - school program
revenues shown in Education budget, however,
most of costs borne by the area, i.e. set-up
and maintenance. WorthwhUe because it brings
people to area and allows weekend revenues not
provided elsewhere at th1S time of year~
- rifl& range at Cold Creekr
- boating at Beart taker
- equestrian program and windsurfing at Claireville~ .
Food:: Services in 19l:53 greatly improved over 1982 in
terms of visi,tor satisfaction.
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Visitor Satety - revlewed swimming program~
organization of lifeguards~ swimming areas~ and
developed improved system tor swimming safety.
Special employment programs enabled increase in level
of service at areas~ upgrading of nature trails~ and
preparation of area-specific brochures.
In 1982 review, there was a recommendation that a
weather index could assist in predicting attendance.
This was not undertaken in 1983, however, the
. maintaining of a record of weather conditions and
other variables (i.e. water qual~ty, special
programs, etc. ) is considered worthwhile and should
be noted by staff on weekly attendance/revenue
reports.
(d) Evaluate and Update Information on Outdoor
Recreation: - This work proceeded during 1983 through
the Boyd Master Plan, Visitors Survey and the
planning work carried out under the various special
employment programs (see comments under (c) and
. (f)).
(e) Make Available Lands in Urban Areas for Municipal
Management: - Lands at Thackeray transterred to Metro
in 1983. Transfer of lands to Vaughan under
negotiation in 1983.
GENERAL
1983 was a year of considerable progress in Watershed
Recreatlon In planning, development and operations,
particularly through the assistance of special employment
- programs and the management of area operations to reduce
expenditures. Cost per visitor calculations have been
prepared by area and information is being made available as a
result of visitor surveys. As a result of the progress made,
there has been a general improvement in morale.
During 1984, there is a need to address the future of the
recreation program as a part o.f the lO-Year Concept Plan.
Considerable baCKground work has been undertaken or is nearing
completion. It is necessary now to establish the framework
and priori ties for fu,ture work in order to respond to the-
changes proposed in the review of the Authority~
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CONSERVATION AREAS: VISITOR COST
.
1983 1982 1981 1980 1979
ALBION C 2.40 2.75 2.l7 1.95 1.44
R 1.01 1.25 l.21 .83 .77
N 1.39 I:SO -:96 l.12 .67
BOYD C 1.46 1.54 l.05 .91 .84
R .62 .62 .64 .57 .48
N .84 .92 .41 .34 .36
BRUCE'S MILL C 1.71 1.69 1.55 1.31 .94
R .88 .91 .93 .76 .62 .
N .83 .78 .62 .55 .32
CLAIREVILLE C 2.28 2.22 2.24 1.83 1.77
R .75 .70 .77 .68 .64
N 1.53 1.52 1.47 1.15 1.13
COLD CREEK C 4.40 4.52 4.34 4.15 2.79
R 2.00 1.92 1.90 1.68 1.34
N 2.40 2:60 2.44 2.47 l.45
GLEN HAFFY C 2.39 2.00 . l.77 1. 44 l.33 .
R ..73 .92 .69 .62 .48
N 1.66 1.08 1.08 .82 .85
GREENWOOD C 2.84 2.30 2.09 l.54 1. 75
R .60 .50 .57 .50 .45
N 2.24 1.80 132 m 1.30
HEART LAKE C 2.16 1. 68 1.61 1.22 l. 0 2
R .67 .5l .75 .69 .57
N 1. 49 T:TI .86 .53 .45
.
PALGRAVE C 1.06 1.14 1.24 1.90, l.OO
R 1.13 .96 .92 .95 .93
N (.07). .l8 -:32 .95 .07
PETl'ICOAT CRK. C 1.49 2.25 2.16. 1.94. 1.61
R 1.02 .88 .90 .82 .72
N -:4'7 1.37 I:"'2'6 1.l2 .89
INDIAN LINE C 1. 86 l.3l .75 .99 .82
R 3,.08 2.95 2..51 2..59 2..02
N ( 1..22)" (1..64)- ( 1.. 7'6')'''' ( 1..60)" (l.20)"
C :. Cost/Vis1tor
R = Revenue
N = Net Cost .
()- = N&t Revenue
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. CONSERVATION LAND MANAGEMENT
( a) Provide Advice and Assistance on Public and Private
Lands: - Progress in 1983, assisted through special
employment programs, resulted in the preparation of
draft forest management plans (9) and draft stream
assessment reports (9); implementation of 3 forest
management plans (Glen Major, Palgrave, Glen Haffy);
wildlife inventories (Bolton, Nashville, Glen Major
R.M.T.); and the completion of a wildlife management
plan for Bolton R.M.T. These works were undertaken
toward the long-term objective of having resource
. management plans for all Authority-managed lands.
Under the private lands component 3 Conservation
Plans were prepared and 300 site visits made., Eight
watershed maps have been prepared to enable
priorization of requests for private assistance based
on resource management needs. These will be
completed in 1984 for implementation in 1985.
Field inventories and studies carried out to priorize
Urban Management component. High priority areas are
. the valleys in Metro, Brampton and vaughan. Lower
priority areas include Pickering, Ajax and Markham.
This program continued to progress well in 1983 and
operated at a level higher than in 1982.
( b) Regulatory Controls to Reduce Erosion and Sediment: -
Primary responsibility of Development Control,
however, considerable Land Management input in 1983
through the preparation of draft restoration
guidelines for use by Development Control and through
comments of staff with respect to proposals affecting
- watercourses and ponds. Continued to work with
Caledon t~ implement Density Bonus Program and to
encourage similar initiatives with other
municipalities.
( c) Identify, Protect and Conserve Biological and
Hydrologically Significant Areas: - As directed by
E.S.A. report, Land Management staff are conducting
inventories to determine potential impacts on
E.S.A.'s and are preparing management strategies
prepared. Staff have been contacted and worked with
Metro Parks, T.F.N., Town of Uxbridge and North York.
During 1984 the. remaining s,ites will be completed and
meetings with municipalities sought~
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(d) Vegetatlon Management: - As noteo prevlously, ln
1983, plant propagatlon was accelereated to meet
future demands. As requested in 1982, A Nursery
Viability Report was completed analyzing the
cost/benetit of nursery production. Its conclusion
was that the nursery was viable and that monitoring
of cost/benefit continue. Costs of production have
been calculated as:
Trees: $ 0.78
Shrubs: 0.62
Caliper Stock: 18.34 .
Container Stock: 2.08
,
In 1983, sales included 7,431 farm trees~ 46,588 farm
shrubs~ 883 caliper trees~ and 3,658 container
trees.
Woodlot and forest management work during 1983
implemented the selective cutting, fireguard
maintenance/establishment recommendations of the ,
forest management plans discussed in (a).
Considerable assistance gained through COED. Sales
of fuel wood provided revenue. .
Reforestation included 99,000 seedlings on Authority
lands at an average cost of $ll5/l000 trees.
Assistance through COED, Scout programs. Private
reforestation included 20 properties planted with
47,525 trees. The net cost was $0.145 per unit (cost
SO.20/recovery SO.055). In 1983, objective was to
plant 100,000 trees, however, not possible due to
limited availability. Slightly higher unit cost in
1983 due to small orders and need to obtain materials
elsewhere. In 1984, will have areas priori zed for .
planting and will order materials earlier to minimize
costs.
Urban management component included inventory and
priorization. of 90 sites and the rehabilitation
through plantings, grading and seeding at 10 sites.
Potentia~ joint program with Brampton on Etobicoke
Creek in 1984,.
Faon tree and shrub plantings were. provided for 44
priv.ate landowners (3,535 trees and 15,,295 shrubs.).
The- long-term objective of 10,000 trees' and 20,,00'0
Shrubs/year is currently not possible based on
allocation of plant materials. 1983 was the highest
to date tor shrub plantings. These plantings, where .
possible~ are combined with reforestation to prov.ide
broader range of management.
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( e) Fisheries Enhancement/Stream Improvements: - Work ln
1983 greatly increased by special employment
programs (COED, Parks Work Sector, CCDP, Experience) .
Included fish habitat improvements (800m)~ draft
stream assessment reports (9)~ stream surveys (8);
fisheries assessments (10.5 km/4 properties).
preparation of inventory report of all Stream
Improvements since 1962.
( f) Agricultural and Recreational Land Leases: - Staff
continued in 1983 to review farm rental agreements
. ( 12) and established conditions for use. All leased
farm land is now being used in a manner compatible
with soil and water conservation concerns.
GENERAL
During 1983, work in Conservation Land Management proceeded
more rapidly than anticipated due to special employment
programs. Under the normal level of funding available, much
of this could not continue should special funding be
unavailable, particularly the stream improvement/fisheries
. enhancement work. The preliminary M.N.R. policies for
Authorities, circulated in 1983, resulted in further
uncertainty with respect to the future funding of certain
program components. These policies are currently being
redrafted and are hoped to reflect comments from this and
other Authorities.
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HISTORICAL SITES DrvISION
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HERITAGE CONSERVATION
( a) Continue to develop, manage, and operate Black Creek
pioneer Village: - During 1983 Black Creek Pioneer
Village continued to be the principal focus of the
Heritage Conservation Program. This objective was
actively pursued with the following progress:
The development planned for 1983 included completion
of the restoration of the Richmond Hill Manse,
Sawyers House and Nesbitt Sawmill; dismantle and
. reconstruct the Tinsmith Shop; and commence
construction of the Visitors Centre. With the
exception of the Tinsmith Shop, which was generally
accomplished and will be completed in 1984,
restoration of buildings did not proceed in 1983 due
to the higher priority of M.T.R.C.F. to raise funding
for the Visitors Centre. The Visitors Centre work
commenced, however, work did not proceed as far as
had been anticipated due to late start.
Management and operations objectives for 1983 and
. progress were as follows:
Increase Attendance by 15,000 over 1982, from 265,00
to 280,000: - This was not achieved and attendance
dropped to 223,000. 1984 estimates based on increase
of 20,000 over 1983, i.e. 243,000. As previously
discussed, on-going monitoring should determine if
this is realistic and adjus~~ents made in
expenditures, if required.
Provide Staff Person to Implement Marketing Plan: -
This was accomplished through hiring Promotions
- Officer on a contract in July. Due to delay in
hiring, impact of improved communications efforts not
measurable.
Operate in a Cost-Effective Manner Through Existing
Staff and Volunteers, while Increasing Visitor
Spending: - No additions to regular staff in 1983
except as in (b) above; use of Mimico volunteers
continued; substantial assistance through COED
program. Visitor spending did increase in 1983 to
Sl.60/person from Sl.45/person in 1982 (not including
food) . Despite thes& measures th~ cost per visitor
increased in 1983 to $6.24 from $5.50 in 1982 as
result of lower attendance and the large- proportion
of fixed costs.
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BF-32
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Review Food Services: - Early in 1983 the Authority IIIl
entered into a new food service arrangement to
provide this through special agreement with Dalmar.
Service appears to be considerably improved and 1984
should provide a better measure of impact.
Develop and Implement Special Events and Programs: -
New efforts were undertaken, however, the effects of
poor weather did not enable increased attendance and
frequently resulted in events being cancelled.
Considerable efforts in 1984 under Promotions
Off icer.
.
Provide Staff Development and Training, Maintain
Collection, Review Conservation Techniques: - These
are ongoing operations objectives and continued to be
achieved in 1983.
(b) Continue To Make The Village An Educational
Resource: - Tours and Pioneer Life Program continued
in 1983 under management of Information and Education
Division. Approximately 55,000 students participated
in 1983: 43,800 in Tours and 11,250 in the Pioneer
Life Program. Through increased use of volunteers .
and slight increases in fees (instituted mid-1982 for
Tours and mid-1983 for Pioneer Life) the net revenues
of this program increased in 1983 as follows:
1982 1983
Revenues $147,697 $l52,371
Expe nd i t ures 127,035 129,440
Net Revenue $ 20,662 $ 22,931
A summer program was added in 1983. .
(c) Develop A Pricing policy And Marketing Strategy: -
This work continues through 1983 in conjunction with
the Marketing Plan implementation.
(d) Cooperate With M.T.R.C.F. In Developing Funding
Sources: - Main priority in 1983 to construct the
Visitors Centre. Funding for this through
M.T.R.C.F., Lottarior Wintario and the member
municipalities. All monies from municipalities
{except from Durh~~ on hand at beginning of 1983.
The total cost of cons.truction is. estimated at
$3~S79rI32 to be funded as follows:
Member Municipalities $. 588,539
Wintario 530,000 .
Lot tar to. ~,.2S0,.00O
BF-33
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It had orlglnally been planned to DUlld and turnish
Phase I, however, the decision was made in 1983 to
complete construction of Phase II. To keep within
the available funding, elements of this phase (i.e.
landscaping, furnishings, etc.) deleted from contract
(totalled approximately Sl.2 million). Building
construction on both phases to be completed by
mid-1984. Issues to be resolved in 1984 are (a) the
anticipated cash flow shortfall due to the timing of
receipt of pledges and (b) the additional funding
required to complete furnishings, landscaping, etc.
. (e) Make The Black Creek Valleylands Available For
Municipal Management: - Lands assumed by Metro in
1982 and master plan prepared for M.T.R.C.A. approval
in 1983. Work proceeded on development, however,
this varied substantially from approved plan. This
matter being addressed by staff of other Divisions.
( f) Provide Security For Heritage Resources And
Archaeological Sites On M.T.R.C.A. Lands: - Security
system for B.C.P.V~ included in COED work, however,
. change in proposed type of system diverted work to
other priorities. Some assistance provided to Land
Management Division re:- Bruce's Mill restoration and
designation of Carrying Place Trail at Boyd.
Archaeological sites at Boyd continued to be managed
by Information and Education Division in conjunction
with R.O.M. experts. Still no comprehensive effort
to address all M.T.R.C.A. Heritage Resources evident
in Historical Sites work.
GENERAL
- With the exception of commencing the Visitors Centre, 1983 was
a disappointing year for the Village, particularly in the
subs~antial decrease in visitation from 1982. Estimates for
1984 provide for a higher attendance than 1983 but not to the
actual level achieved in 1982. It is hoped that this will be
realistic and caretul monitoring will occur to keep
projections up-to-da~e. Adjustments in operating hours, etc.,
should be considered in advance in order to be. implemented, if
required. The impact of the Promotion Officer's effort will,
hopefully, be telt in 1984 as well as the overall benefits of
other events'r e.g. Bicentennial. This position should be
continued for another year.
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BF-34
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Participation by statf on the Marketing Commlttee and ln tne
preparation of the lO-Year Recreation Concept Plan should
promote better coordination with other Divisions in promotion
and in the involvement of the Division with the Authority's
other heritage resources.
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INPORMATION AND EDUCATION DrvISION
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BF-36
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COMMUNITY RELATIONS
( i) CONSERVATION EDUCATION -
( a) Include Learning Opportunities in Conservation
Programs: - Continues to be achieved through
Conservation Field Centres, Kortright and in
components of Conservation Land Management. No major
new initiatives in 1983.
( b) Protect Natural Areas: - Accomplished by other
Divisions through completion of E.S.A. report in
1983; development of management guidelines and plans .
by Conservation Services staff: and participation in
plan input and review process.
(c) Manage Outdoor and Conservation Lands Consistent with
Authority Objects: - Management of lands generally
responsibility of other Divisions.
(d) Consider Authority Lands, Projects and Facilities,
Education Program Resources and Provide Suitable
Facilities: - During 1983 Conservation Field Centres
provided, as projected, the same level of service as .
in 1982. Programs at B.C.P.V. resulted in excess in
revenues over expenditures as a result of slightly
larger tour groups and the use of volunteers as tour
guides. Estimates for 1984 reflect continuing use of
volunteers but the same projected attendance (60,000)
as estimated in 1983. Larger group size does not
appear as effective.
Kortright Centre for Conservation: - While "themen
plans have been developed, no comprehensive plan with
overall priorities has been prepared. This should .
have priority in 1984. During 1983, capital
development at Kortright included new theatre seats,
marsh viewing facilities, the forestry theme, and the
renewable energy exhibits and demonstrations.
Maintenance of existing facilities was budgetted for
on a contingency basis in 1983. Reserve account to
be established in 1984. Major maintenance at Albion
Hills commenced in 1983 to be continued in 1984
(dormitory). Monies through COED assisted greatly in
ma.intenance requirements.. The reserve account should
alLeviate th~ dependence on speciaL program funding
for this type of work.
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( e) Cooperaee wlth other Agencles ln ~rovldlng Outaoor
Learnlng Opportunltles: - ThlS contlnues through
partnerships with Boards of Education and, in 1983,
the particular addition of the Etobicoke facility at
Albion Bills.
( f) Cooperate in Providing Opportunities for Study and
Research: - Continue to provide through agreements
. with educational and res,earch facilities for use of
land associated with Authority education centres.
(g) Carry out Planning to Determine Future Outdoor and
. Conservation Education Lands: - No work in 1983
under this objective. Future opportunities
previously identified to be reviewed as part of
Recreation Concept Plan work in 1984.
GENERAL
The introduction of a reserve account for facility maintenance
should be pursued in 1984 to enable this work to be funded by
the Authority rather than to have to rely on special program
funding, as available. A comprehensive plan for Kortright
. should be a priority for 1984.
( ii) CONSERVATION INFORMATION
( a) Provide Authority Members and Staff Information: -
This continued in 1983 but at a reduced level due to
higher priorities for marketing.
(b) PrOVide Information to Members to Communicate to
their Constituents: - See (a) above. Specific
information requests frequently received and dealt
- with by program managers and technical staff.
Advisory Boards also provide forum for information
dissemination through technical staff.
(c) Develop Specific Programs for Municipalities and
School Boards: - No specific activity in 1983 with
municipalities. In 1984, Water Resource Division
holding semlnars with municipal staff regarding plan
input and review participation. Direct relationship
with school boards through education program.
( d) Communicat& Need for Resource Management: -
Expenditures in 1983 related to translation and
printing of Regulation brochure. It was agreed that
an increased effort in this objective is reguired in
- cooperation with Water Resource and Conservation
Services.
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(e) Expand Communlcatlon Regarolng Water Management: - 11III
See (d) above.
( t) Malntaln Flood Warning and Forecasting System: -
Accomplished under Flood Control Program, Water
Resource Division.
(g) Develop New Mechanisms to Communicate Technical
Intormation to Specific Audiences: - As (d) above.
( h) Provide Technical Information to Municipalities: -
Continues to be the responsibility of the technical
program staff in Water Resource and Conservation Land .
Management.
( i) Develop a Comprehensive Marketing Strategy: - Being
developed in 1983, through improved visitor
information: use of consultant services: and special
committees (Authority members, staff) on Marketing.
Further surveys and staff committee work in 1984
proposed as well as site specific .product
. improvements. by managing divisions. The staff
committee should prOVide an opportunity to better
coordinate the implementation of this objective and .
should also provide a forum to assess the
effectiveness of the marketing efforts.
( j ) . PrOVide Print Material, etc., to Attract Visitors: -
Major efforts in 1983 to provide such information.
Impact of improvements are not measurable in 1983 and
may take 3-4 years to evolve. Attendance at
faci11ties also affected cy other factors, e.g.
weather, quality of previous experience.
( k) Cooperate with other Agencies in Marketing: - The
Authority continues to participate with such groups .
as the Convention and V1s1,tors Association and to
advertise its facilities in a number of multi-agency
publications and brochures.
( l) Communicate Value of Practising Conservation Land
Management: - Accomplished through Conservation Land
Management program and technical staff.
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~ GENERAL
ThlS component ot the Communlty Relations Program is comprised
ot three types of communication concerns: - general
information, marketing of Authority revenue-producing
facilities, and technical program informa~ion. Only in the
first instance is the Information Section fully accountable.
While the Sect10n has a major role in the marketing of
revenue-producing facilities, operating staff are also
responsible for a large part of these efforts, i.e. "product"
offered, pricing visitor services and programming. A formal
mechanism, the Staff Marketing Committee, was established in
. 1983 to facilitate the implementation of a marketing program.
This has been essential in light of the current organizational
structure and the identification of its weaknesses in
attempting to address tacility marketing in a comprehensive
manner. During 1984, the abil~ty of the Authority to pursue
its marketing objectives and to improve internal cooperation
and coordination through this committee should be monitored.
In respondlng to the program objectives for technical program
information, 1983 saw some improvement over 19~2. Many of the
stated objectives are largely the responsibility of technical
. staff within other Divisions. Certain objectives, however,
assume a shared responslbility, i.e. technical staff to
provide technical information and information staff to utilize
their expertise regarding choice of communication technique
. and format. This continued to be less effectively implemented
in 1983 than the other information concerns. This is a result
of a number of factors: priority in 1983 to market
revenue-producing facilities~ the lack of a clear "product" to
provide information about~ and a continuing lack of
coordination between technical and information staff. If
these objectives continue to be perceived as important, and if
- fundS are to contlnue to be prOVided in the Information budget
for this work, the effort in 1984 should be to establish a
formal mechanism by which to ensure that technical information
is being disseminated effectively. Perhaps, a "Technical
Information Commlttee",including representation from technical
and information sections, could identify ways and means to
more effectively program the provision of technical
information.
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BF-40
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SUMMARY
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a. WATER RESOURCE DIVISION
FLOOD CONTROL
All objectives of this program remain valid and are being
pursued. The implementation of remedial measures will proceed
as funds are available. During 1984, some modifications or
further negotiation with.municipalities may be necessary to
respond to the results of the Flood plain Review.
EROSION AND SEDIMENT CONTROL
.
Objectives relating to erosion control are being implemented
and remedial measures are proceeding as tunds available.
Following completion of Flood Plain Review, registration of
the proposed fill regulation line will be pursued.
Sediment control objectives specific to remedial measures are
not currently funded. ObJectives still perceived to be valid,
however, exte~nal discussions, regarding jurisdiction, among
Provincial Ministries is ongoing. Authority programs can
.. contribute to sediment reduction and improve water quality.
Pending resolution at the Provincial level, the Authority
should retain its sediment control objectives and continue to
identify the benefits which could occur trom their
implementation as part of a comprehensive watershed management
program.
STORM WATER MANAGEMENT
The Storm Water Management Program was a new initiative for
the Authority in 1980 and has been extremely well-received and
- supported across the watersheds. At such time as the
Watershed Plan update is prepared, the program objectives
should be reviewed to determine whether more specific
technical criteria should be incorporated cased on the
practical experience of program implementation.
SHORELINE MANAGEMENT
The program objectives are being pursued despite the current
levels of funding and the d1t:f:icul ties. in obtaining other
~pprovals~ owner agreement and' construction fill. The
objectives remain valid and w.ill continue- to be implemented.
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LAKE ONTARIO WATERFRONT DEVELOPMENT ~
The program objectives remain valid and continue to be
implemented. As a result of the M.T.R.C.A. Review and the
potential for higher levels of tunding, development within
this program may accelerate. This program will be reviewed as
part of the preparation of the organization-wide Concept Plan
for Recreation.
CONSERVATION' LAND MANAGEMENT DIVLSION
.
WATERSHED RECREATION
The program objectives remain valid and are being pursued. In
light ot the M.T.R.C.A. Review, there is a need to draw
together all background data and planning information
generated in the past few years to discuss, with member and
local municipalities, the development and implementation of
specific master plans. The framework for such discussions
will be developed as part of the Concept Plan for Recreation,
however, the details specitlc to each area will be the
responsibility of the Division. Funding for program .
implementation, with the exception ot special employment .
programs, has been at a low level. Given the endorsement of
Authority objectives by the M.T.R.C.A. Review, the potential
to increase funding for development is present, however, a
closer working relationship with munlcipal representatives
will be required.
CONSERVATION LAND MANAGEMENT
Given the limited base funding, considerable progress is being .
made and all objectives are being pursued. As with the
sediment control component of the Erosion and Sediment Control
Program, program implementation is hampered by lack of clear
support at the Provincial level. The benefits of a watershed
perspective to accomplish good land management practices must
continue to be emphasized, particularly where they result in
improved water quality through sediment reduction.
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HISTORICAL SITES DIVISION
HERITAGE CONSERVATION
All objectives continue to be pursued and objective (e) has
been concluded. As part of the review and update of the
Watershed Plan, the objective statements should be revised to
reflect ongoing efforts and further, to emphasize aspects of
heritage conservation other than Black Creek Pioneer Village.
. INFORMATION AND EDUCATION DIVISION
COMMUNITY RELATIONS/CONSERVATION EDUCATION
The objectives of this program component remain valid and are
being implemented. In updating the Watershed Plan,
consideration should be given to aeleting objectives covered
by other programs or generalizing these statements and clearly
relating them to the responsibi!ities of the Division. The
. Concept Plan for Recreation will include the Kortright Centre
for Conservation within the facilities provided by the
Authority and establish a framework for future work with the
municipalities for its development and management. The
preparation of specific plans for the Centre will be the
responsibility of the Division.
COMMUNITY RELATIONS/CONSERVATION INFORMATION
As with Conservation Education, a review of the objective
statements should consider deletion of those which are the
- responsibility of other Divisions or restating them so that
the responsibility of the Information and Education Division
is clear. All objectives are genera!ly being pursued,
however, clarification of responsibility would improve
effectlve implementation.
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the metropolitan toronto and region conservation authority
minutes
BUDGET & FINANCE
SUB-COMMITTEE 24-SEPTEMBER-1984 #2/84
The Budget & Finance Sub-Committee met the Authority Office, 5 Shoreham Drive,
North York, on Monday, 24 September, 1984, commenc~ng at 1 00 p m
PRESENT
. Chairman J S Scott
Members E A Fulton
B G Harrison
W R Herridge, Q C
Mrs N Stoner
Authority Cha~rman W T Foster
ABSENT
Members M W H B~ggar
E V Kolb
Mrs L Hancey
.. MINUTES
Res #6 Moved by Mrs N Stoner
Seconded by W R Herr~dge
THAT the M~nutes of Meet~ng #2/84 be approved
CARRIED
1985 PRELIMINARY BUDGET
The Committee cons~dered a staff report regarding the 1985 Prelim~nary Budget
Res #7 Moved by W R Herr~dge
Seconded by Mrs N Stoner
-
THE SUB-COMMITTEE RECOMMENDS THAT the 1985 Preliminary Budget as recommended by
the Funct~onal Advisory Boards, be approved and appended, together with the staff
report "1985 Prelim~nary Budget Est~mates" to the M~nutes of Execut~ve Meeting
#15/84 scheduled for October 3, 1984,
AND FURTHER THAT representat~ves of the Author~ty meet with appropriate off~c~als
of the member mun~c~pal~t~es to present and discuss the Authority's 1985 Budget
requirements pr~or to the final budget process
CARRIED
TERMINATION
On mot~on, the meet~ng was term~nated at 2 15 P m , September 24
-
J S Scott W E Jones
Cha~rman Secretary-Treasurer
KC