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Home My WebLink About2021-10-22_Minutes_Board_of_DirectorsToronto and Region Conservation Authority Board of Directors Meeting was held via videoconference, on Friday, October 22, 2021 pursuant to section C.12 of TRCA's Board of Directors Administrative By -Law. The Chair Jennifer Innis, called the meeting to order at 9:33 a.m. PRESENT Jennifer Innis Chair Jack Heath Vice -Chair Paul Ainslie (in: 9:36 a.m.) Member Kevin Ashe Member Shelley Carroll Member Ronald Chopowick Member Dipika Damerla Member Joanne Dies Member Paula Fletcher Member Chris Fonseca Member Xiao Han Member Gordon Highet Member Linda Jackson Member Maria Kelleher Member Mike Layton (in: 9:40 a.m.) Member Josh Matlow Member Michael Palleschi Member Steve Pellegrini Member Anthony Perruzza Member Gino Rosati (in: 10:06 a.m.) Member Rowena Santos Member Don Sinclair Member I_1=%1.111 Joe DiPaola Member Jennifer Drake Member Basudeb Mukherjee Member James Pasternak Member Connie Tang Member The Chair recited the Acknowledgement of Indigenous Territory DISCLOSURE OF PECUNIARY INTEREST • Don Sinclair declared a pecuniary interest in regard to item 3 — Minutes of Meeting held on September 24, 2021, as the item contains two reports related to TRCA's new administrative office building project, as his son's firm is involved in the planning function for the project. Mr. Sinclair did not take part in the discussion or vote on the item. RES.#A199/21 - MOTION TO AMEND AGENDA Moved by: Paul Ainslie Seconded by: Linda Jackson THAT the walk-on item 7.5. - Award of Request for Tender for Construction of Highland Creek Multi -Use Trail, Phase 2 for the Meadoway and the walk-on item 8.5. — Finalized Phase 1 Regulations under the Conservation Authorities Act, Environmental Registry of Ontario Posting (ERO#019-2986) be added to the agenda for the October 22, 2021 Board of Directors meeting. CARRIED RES.#A200/21 - MINUTES Moved by: Paul Ainslie Seconded by: Joanne Dies THAT the Minutes of Meeting held on September 24, 2021, be approved. CARRIED DELEGATIONS 4.1. Delegation by Mr. Walter Kehm and Ms. Marienka Bishop Kovac, Humber Bay For All, in regard to item 8.4 — Humber Bay Recreation Plan — City of Toronto. RES.#A201121 - DELEGATION 4.1. Moved by: Ronald Chopowick Seconded by: Jack Heath THAT above -noted delegation 4.1. be received. CARRIED HUMBER BAY NATURALIZATION & RECREATION PLAN A community derived concept plan to reinvigorate parkland and public space along the Humber Bay shoreline. Item 4.1 1 � 1 � 1111111 � r Item 4.1 LAND ACKNOWLEDGMENT The Humber Bay Naturalization & Recreation Plan is located within the traditional territory of many nations including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Wendat peoples and is now home to many diverse First Nations, Inuit and Metis peoples. The Humber River watershed, historically provided an integral connection for Anishinaabe, Haudenosaunee, and Wendat peoples between the Ontario Lakeshore and the Lake Simcoe/Georgian Bay regions. Toronto is covered by Treaty 13 signed with the Mississaugas of the Credit, and the Williams Treaty signed with multiple Mississaugas and Chippewa bands. Toronto continues to provide a vital source of interconnection for all (Humber College Indigenous Education & Engagement, 2021 & City of Toronto, 2021). Refined through engagement 2 VISION STATEMENT The Humber Bay Naturalization & Recreation Plan seeks to reinvigorate the 2012 Waterfront Landform Study and other approved studies, plans, and reports. As the use of open green space increases with Toronto's growing population, the demand for well-designed park space and waterfront access grows with it. The Humber Bay Naturalization & Recreation Plan will create a Green Gateway to the city of Toronto, providing increased accessibility for residents and visitors alike. The addition of new green spaces will assist in meeting the cities 40% canopy goal through the creation of new forest areas. The concept plan seeks to ease congestion and provide new opportunities for active and passive recreation. The Humber Bay Naturalization & Recreation Plan intends to create Blue Flag beaches by improving the bay's water quality while creating a new, resilient, functional and beautiful landscape. The rejuvenated parklands, beaches, and trails within the boundary of the concept plan will also be easily accessible by public transit facilities. Refined through engagement 3 EXISTING USES R Item 4.1 I Item 4.1 PRECEDENTS & THE SURROUNDING WARDS Frenchman's Bay Scarborough Waterfront ` Project 17 Ward 9 Toronto's Blue Flag Beaches rfront Ward 4 \1 O Environmental n Ward 10 Assessments Ward 3 11 0 f � 5 Item PRE -CONSTRUCTION & RECENT DEVELOPMENT '• - r - r r �� t f5i • • '� y, � i '�' �y yi `�qytet..! ; .. • • • •, f.. • • • ; +' =i • Development Proposals Ontario Line Underground Route 4 u Urban Toronto Data, 2021 The Humber Bay Naturalization & Recreation Plan has the capacity to handle the fill from the construction of transit expansion projects and new developments in the area I Item 4.1 Impact TAft XIay4-L% AM n-%AA-%v%A L%%s o M4- f*hange dL Apd n 1 3.•HxWv;�- • �� f.Y, `•F nn.PO,,.R 1 F Il ` p 1♦ r v •r 4 . raw r".- .. w/ £ Lw Ar , •� I- - ( p e I • —�' y;• ♦ n a�cn �.,«W i` J' a r,. a .1 1 . a� E * 1 a Percent Chan9 rMe In Peand • ' � � ew .�� i. `.� I }s?r Proviawn HIS .2033 • a 1' � ,,•, ar'v,a r 1',aw m.25% w 5%ro-la% am SM -a W. .O,. n..ew '•�/- ■Fame mo PoyW M (2016) mp loymnM EN&AS City of Toronto Parkland Strategy, 2019 8 FUTURE PARKLAND DEFICIENCIES Ward 3 provides 34.9sq m of green space per person Ward 4 provides 26.6sq m of green space per person Ward 9 provides 8.3sq m of green space per person Ward 10 provides 32.9sq m of green space per person Item 4.1 • Between the four wards and the 2016 census population there is a total of 26.4 sq m of open green space per person, which is below Toronto's city-wide average. • Development proposals and population growth will increase the demand for accessible parkland. City of Toronto Parkland Strategy, 2019 In 2016,ona city-wide average, residents had access to 28 sq m of parkland per person. I Item 4. EVOLUTION OF THE SITE AND LAKESHORE BOULEVARD ""K „= Toronto Archives, 19-- 10 SUNNYSIDE BATHING PAVILI Toronto Star Archives, 1924 Item 4.1 Toronto Star Archives, 1943 _ 3 _ Inadvertent lake filling is hampering water circulation behind the breakwall which is harming aquatic and avian habitats, and access to the Humber River Item 4.1 0 - Walter Kehm, 2021 13 OUR GOALS l"o ., w" ACCESSIBILITY ALONG THE ■ SHORELINE ENHANCE WATER & TERRESTRIAL ECOSYSTEMS Item 4.1 14 A THE CONCEPT PLAN Walter Kehm, 2021 Item 4.1 15 _ L� � N . x - tg � , e ��.a �!�� i i Wit— � �, r� �I �` B �^ ��. $� .� �� ° J 1 �I �.� � t �� 1 tip_ � t ' } li +f testa" �1, �5'\ } / N W �!� rte, i�/� S�'�`,�ai �`' � �A / C � f ai SS�f l F !/ , ��j'a �� h� '�iN'Y6�' :—�' :;;: '.., g L t .i �_ �'�L I �� I M p � nM R dr �I 4� L� �Jns �� " x��.b� f J } a � ' t•x r 1 �. �_ � i ,s-9 �5 s,. � _r ' � � :,.'}_ �.'. .. syr # _ ,ra Liv n � s t�a'�i�Y .JN 'd 4 �J`_ > } „ _ � _Z 'S ..fie .� el 4.1 ,u 18 CLICK M STRATEGIC ALIGNMENT *-- ECOLOGY RESTORATION • Pollinator Protection • Strateg • Wet Weather Flow Master Plan Parkland Strategy The Ontario Rebuilding and Recovery Act • Management Plan Item 4.1 • City of Toronto Policies, Plans, & Strategies •Provincial & Federal Policies, Plans, & Strategies The Humber Bay Naturalization & Recreation Plan • Toronto Beaches Plan - RECREATION • Humber Bay Park Master Plan • Central Waterfront Secondary Plan • Growth Plan 2017 INFRASTRUCTURE • The Marine Use Strategy 19 IMPLEMENTATION: NEXT STEPS • Reinvigorate existing plans, reports, and studies within the boundaries of the Humber Bay Naturalization & Recreation Plan. • Build the team • Feasibility & Environmental Assessment Process • Connect with Municipal, Provincial, and Federal partners for funding • Public Participation • Detailed Design & Construction drawings of the project V/ L ALt . . . 1'J Item 4.1 20 FEASIBILITY ASSESSMENT THE RIGGS ENGINEERING STUDY, 2018 The TRCA initiated the Riggs Engineering Study of the breakwall from Palace Pier Court at the mouth o" Humber River in the west, to the entrance to the Place West Channel in the east. • The study determined that the concrete breakw� structure experienced heavy to moderate deteri • The study anticipates that the concrete breakwa continue to rapidly deteriorate over the next 5 tc years. • Next Steps: Update the Study to include a cost-( Appendix with above water observations of the b rea kwa I I. ad '0�11111� 21 Item 4.1 RIGGS Engineering Study, 2017 8 million cubic meters of fill 11111 ICS 3p�gm k;,.meters of fill per truck Item 4.1 S60.00 of revenue per truck of fill Estimate of total revenue: $17,333,333.30 Item 4.1 WEBSA CONSULTATION METHODS & PUBLIC PROCESS Past Engagement • Public Meetings • November 25th, 2017 (1 PM- 4 PM) - Community Info Session I • May 23rd, 2018 (6 PM - 9 PM) - Community Info Session & Open House, Jennifer Keesmaat - Keynote Speaker Future Engagement • One-on-one targeted interviews with community members,special interest groups, and elected officials. • Pre -Engagement Phase for Indigenous Engagement • Virtual Public Meeting • Dissemination of useful information o Social media & letters of support r�� 22 Item 4.1 EMAIL YOUR PICTURES, NOTES, AND IDEAS TO WE BSA.TO RO NTO@G MAI L.CO M 0 0 Section I — Items for Board of Directors Action RESMA202/21 - TORONTO AND REGION CONSERVATION AUTHORITY'S 2021-2022 EXTERNAL COMMUNICATIONS STRATEGY Planting the Seeds for Success. Approval of Toronto and Region Conservation Authority's (TRCA) draft external communications strategy, which establishes the current state of TRCA's communications, defines key communications objectives, provides a tactical plan for achieving those objectives and acts to develop a nurturing culture of responsiveness and flexibility. Moved by: Jack Heath Seconded by: Chris Fonseca THAT this report and attached draft external communications strategy be approved. CARRIED BACKGROUND For the first time in TRCA's history, the organization has undertaken the development of an external communications strategy. This blueprint, written by the Communications, Marketing and Events business unit and supported by the Chair of TRCA's Board of Directors, will enable the organization to focus its efforts on its core communication objectives. Throughout a two-year internal consultation process, it became clear that TRCA has a long- standing history, earned credibility, a loyal network of partners, and a resilient and dedicated team. TRCA has created the TREE strategic approach to leverage these assets and guide our external communications decisions going forward. TREE is defined as follows: • Two-way communication: We will always look for ways to make our communications interactive and engaging • Recognition: We will ensure clarity and consistency of branding and messaging across all channels • Empowerment: We will always look for ways to develop content that is shareable for our stakeholders • Evaluation: We will ensure that our communications are informed by data and metrics to maximize our impact The five core communications objectives outlined in the report defined where TRCA prioritizes its resources and which messages get the most exposure across our channels, utilizing the TREE approach. The definition of these objectives is essential to developing a clear, consistent, and memorable message to our audience. The five objectives are as follows: • Improving brand recognition and understanding of TRCA's operations • Building a network of brand ambassadors • Driving the discourse on cross jurisdictional conservation and green infrastructure initiatives • Informing public policy and corporate decision making by leveraging the best available science • Bridging the gap between the public and the environment through engagement and education Within each of the objectives are key actions which the Communications, Marketing and Events business unit are concentrating their efforts on to ensure a successful implementation of the strategy. RATIONALE As the largest of Ontario's 36 conservation authorities, both in terms of population of residents within our jurisdiction and the financial magnitude of work performed, there is a constant flow of crucial messaging required to promote TRCA's value proposition regarding the organization's mandated responsibilities. The primary mission of the Communications, Marketing and Events business unit is to provide excellent customer service related to TRCA's mandated responsibilities. This entails making sure that TRCA is communicating efficiently and effectively with its core stakeholders — partner municipalities and their agencies, residents within the jurisdiction, politicians representing all levels of government, staff, TRCA's Board of Directors and advisory boards. The secondary mission is to provide value-added support related to TRCA's auxiliary offerings, which must be accomplished without obstructing the business unit's ability to achieve its primary mission. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 7 — Build partnerships and new business models DETAILS OF WORK TO BE DONE Following the approval of this report and the attached draft external communications strategy, staff will finalize the document and share it with TRCA's key stakeholders, including partner municipalities. TRCA staff will continue to address the action items outlined in the document and start preparations for a robust communications strategy to align with the organization's 2023 strategic planning. Report prepared by: Michael Tolensky, extension 5965 Emails: michael.tolensky(c trca.ca For Information contact: Michael Tolensky, extension 5965 Emails: michael.tolenskvCa)trca.ca Date: October 7, 2021 Attachment 1: Draft 2021 — 2022 External Communications Strategy Attachment 1: Draft 2021 — 2022 External Com .� PLANTING THE SEEDS FOR SUCCESS .a: I -r CGv�t�J ¢p t d n� r EM -.- ti _ I -r CGv�t�J ¢p t d n� r EM Attachment 1: Draft 2021 — 2022 External Communications Strategy F� 1IM] owe] W410],I1'4,1161 Executive Summary...........................................................................................2 Purpose..................................................................................................................4 MissionStatement.............................................................................................4 The Evolution ofTRCA's Communication Landscape ............................5 TREE Approach to Communications Alignment with TRCA's Strategic Plan Core Communicat nd rMicinitiMand ................. ....................8 ... .................... ......................9 ....... ...................... ...................9 �1in TRCA's operations.............10 dors....1........................................................12 s juVdilfional conservation and green ....................14 InformilOM blic policy and corporate decision makers by leveraging the ......15 best available science Bridging the gap between the public and the environment through .................16 engagement and education Key Audiences and Messaging....................................................................18 Tactics and Channels......................................................................................20 Measurement and Adaptation...................................................................27 ClosingThoughts............................................................................................28 Appendix 1 - Unfunded Communications Priorities ..........................29 2021-2022 External Communications Strategy 1 1 Executive Summary For the first time in Toronto and Region Conservation Authority's (TRCA) history, the organization has undertaken the development of an external Communications Strategy. This blueprint, written by the Communications, Marketing and Events (CME) business unit and supported by the Chair ofTRCA's Board of Directors, will enable the organization to focus its efforts on it's core communication objectives. 2 1 2021-2022 External Communications Strategy With more than 60 years of experience, TRCA is the largest of 36 Conservation Authorities in Ontario, created to safeguard and enhance the health and well-being of watershed communities through the protection and restoration of the natural environment and the ecological services the environment provides. As an apolitical registered charity organization, TRCA manages nine watersheds plus their collective Lake Ontario waterfront shorelines, spanning six upper -tier and 15 lower -tier municipalities, including some of Canada's largest and fastest growing municipalities. Our vision is for a new kind of community human settlement can flourish forever as nature's beauty and diver ' sior protect, conserve, and res natu esc of scienc7Wm4Nd0N1h&gemN, and service cWllence. We stakehold who wollab tively, fWu§h meaningf tion to GiNte thilMold vision for a common Communication is an essential tool to accomplish this mission. Being able to effectively share knowledge, educate, inspire, and motivate our audience to actively participate in this mission — whether that be through public policy, sustainable development, or the everyday actions of individuals — is the only way we can tackle the collective environmental challenges our growing communities face. This strategy defines TRCA's external communications priorities, clarifies our primary audiences, and lays out the strategic approach that will set the standard for all communications going forward. It provides the CME business unit with a clear path for how to achieve our goals and a clear scope for where to allocate our resources. i This document addresses the need forTRCA to prioritize core operations through its communication efforts, which include programs and services that are mandated through the provincial Conservation Authorities Act (CA Act), and those programs and services that are requested through TRCA's primary funders, its partner municipalities. This is congruent with messaging from the Province, which is in the process of updating CA Actto reflect the vital role that co authorities fulfill for the Pro ' s 1 lementation agents for partner icioalities. JWd meas ble objectives outlined in this align commations toTRCA's 2013-2022 : Plan and TR corporate values. In addition, port a positive corporate culture, while turning nal research collected into actionable items to support continuous improvement. The strategy, already in motion byTRCA since early 2021, will guide TRCA's communications through imminent changes to the CA Act and the subsequent reconfiguration ofTRCA's implementation role vis-a-vis its partner municipalities and stakeholders. Going forward our communications strategy development will align with the next edition of the organization's strategic plan in 2023. This document is intended to help focusTRCA's external communications efforts to tell a more cohesive story, leverage our extensive partnerships to amplify our message and reach, and share the best available science in an accessible and understandable way to support better environmental decision making, while positioning the organization as a leader in regional initiatives. TRCA has a remarkable story to tell, and the implementation of this communications strategy will ensure that it is heard. 2021-2022 External Communications Strategy 1 3 Attachment 1: Draft 2021 — 2022 External Communications Strategy Purpose The purpose ofTRCA's Communications Strategy is to: Establish the current state ofTRCA's communications, verified through consultation with internal staff. DefineTRCA's key communications objectives and audiences, to support future business planning. Provide a tactical plan on how TRCA will achieve those objectives, exchange information, and engage stakeholders. Develop a nurturing culture of responsiveness and flexibility, to ensure that TRCA utilizes available information, industry best practices and analytics to inform communication decisions and adapt to changing technologies. Mission Statement TRCA's communications need to be act the nein of the vast network of stakeholder it serves. As the larg n 's 36 c ser n aut ities, both in terloof population of residents within itsj and finan magn e a work performed for its partner municipalities, t a con flo f mess g requi o oteTRCA's value proposition regarding the or zation! m to pon itie Additionally, TRCA created a sta I portfo 10 of supplementary programs and services to further its objects, primarily rel g to C rvatio Parks and Lands, and Education and Training, which further rely on Communications, Ma d Events to tell their stories, engage their audiences and in many scenarios, convert engagement t>fales to generate sustainable revenue. The primary mission of the Communications, Marketing, and Events business unit is to provide excellent customer service related toTRCA's mandated responsibilities. This entails making sure that TRCA is communicating efficiently and effectively with its core stakeholders — partner municipalities and their agencies, residents within the jurisdiction, politicians representing all levels of government, staff, TRCA's Board of Directors and advisory boards. The secondary mission is to provide value-added support related to TRCA's auxiliary offerings, which must be accomplished without obstructing the business unit's ability to achieve its primary mission.This is a fundamental principal for all Corporate Services, as our stakeholders understand that TRCA exists to fulfill its mandated responsibilities, and therefore resources need to be allocated accordingly. Going forward, the Communications, Marketing, and Events business unit will work with all divisions to establish an improved operating model, which will include financial support from supplemental programs and services in order to increase resources to support their communications requirements. The Evolution ofTRCA's Communication Landscape For much ofTRCA's history, the organization concentrated on external communications that dictated messages to its stakeholders, primarily though print media and broadcast outlets for stakeholders. There has been a fundamental shift in the communications landscape in the past decade, which is widely believed to be the most profound out of any ten-year period in TRCA's existence. While the speed of the transformation has been exciting, allowing for increased connectivity and innovation, it presents TRCA with unique risks and exciting opportunities, given constant pressure to prioritize 24/7 responsive communication, primarily through active participation in social media. Prior to the centralization of Corporate Services, staff throughout the organization were creating and maintaining hundreds of TRCA social media accounts without training or guidance. Without oversight, these staff members focused on generating content to reflect their unique voices. This led to inconsistent messaging and brand experiences. It also meant that communications were being SJilgoby program staff — often lengthy, technical documents that are inaccessible to broad a By professional izing communications within minimizing access to its remaining accounts, consolidating its accounts, r service standards for its ified brand. The development ific focus on strengthening relationships to and accessible to engage our audiences. 4 1 2021- 2022 External Communications Strategy 2021- 2022 External Communications Strategy 1 5 Attachment 1: Draft 2021 - 2022 External Communications Strategy Strengths In the development of this strategic document,TRCA determined several strengths which will help engage it's stakeholders and reinforce it's brand, including An extensive network of partners municipalities, Board of Directors, advisory boards, stakeholders, community groups, volunteers, and others. A highly experienced and passionate workforce. A longstanding and highly credible brand. Analytics tools and in-house expertise to measure our progress and work toward constant improvement. Continually evolving communication tools and number channels to diversify how we present our information. Diverse programming and excellent content for engaging storytelling. Sophisticated digital communication tools for targeting audiences to reaching the right people with the right message. Subject matter expertise. The communication landscape gel y is a wded ce, it has never been eaWr to create engaging, interacti sibl%ntent diver Ne chnologies provide the opportunity for robust conn and pu np varie fimponi tives - often in real time.This critical connection provi moreopp nto sh p forward. The goal, moving fdWycl, is to i roveWA's reach with authentic storytelling and meaningful connections using new tech nolo . TRSJJVFnphasis is to leverage its extensive network, to empower CME with resources and the latest tools, aikloWalytics to test, adapt and continue improving our methods. Opportunities The consultation with staff identified several opportunities - some lingering because of the historically decentralized communications process -that must be addressed to best communicate with our audiences: Broad range of services and audiences requiring diverse messaging, and limited funds to reach each audience with the right targeted content. Information overload, given the number and complexity of matters that need to be communicated. Lack of formal communications relationships to ensure TRCA is reaching its targeted audience with the required technical information. Limited resources to acquire new technologies or update existing ones IikeTRCA websites. Messaging being too technical or lengthy for general audiences. Overcoming language barriers and access in our diverse and In addition we have identified unfunded TRCA to better address these (page29) that would allow Attachment 1: Draft 2021 — 2022 External Communications Strategy TREE Approach to Communications Throughout the consultation process, it became clearTRCA has a long-standing history, earned credibility, a loyal network of partners, and a resilient and dedicated team. TRCA has created the TREE strategic approach to leverage these assets and guide our external communications decisions going forward. Two-way communication: Listening to our audiences is as important as talking to them. Given that our largest stakeholders are the citizens who live in ourjurisdiction and the partner municipalities that serve those citizens, our communications need to be straightforward and responsive. We will always look for ways to make our communications interactive and engaging. Recognition: A recognizable and memorable brand is the most powerful asset an or ation has. TRCA touches so many aspects of daily life through its mandated responsibilitie a is a substantial barrier to telling this story due to limited communications resources w' M—ing ligations to develop messaging for the organization's supplemental programs and cervi CA corn tions will always reinforce the brand. We will prioritize communications ut mand activities. We ommunicate clearly, concisely, and avoid jargon. We will ensure clariffinsistb ding ing ss all channels. IW VW Empowermen an b ig cant communications and marketing asset.We need to develop the rela for our etwork to be empowered to amplify our message. As an organization activeland education efforts, it is essential thatTRCAs Board of Directors and advisory board memlities and the general public, amongst other prominent stakeholders, have the information Wired to enthusiastically support our mission, vision and values. We will develop processes, templates, and relationships to utilize this network to amplify our message and reach. We will always look for ways to develop content that is shareable for our stakeholders. Alignment with TRCA's Strategic Plan With every tweet, image selection, news release and website post, TRCA's core values and strategic vision must be represented. Each piece of daily communication, messaging and storytelling is an opportunity to reinforce TRCA's corporate identity. All communications efforts are aimed at supporting identified TRCA business objectives and overall strategic vision. This plan outlines specific tactics and action items for 2021 and 2022 while creating a broader communication framework that will inform and support future planning, starting in 2023 with the next edition ofTRCA's strategic plan. Achieving our vision requires a long-term strategic approach to engage citizens and inspire action, influence partners and communities, and inform public policy decisions with the best available science. These objectives are foundational to achieving TRCA's ultimate vision. Th( TR( CI Th( its TR( me Im TR Evaluation: Data drives great communications. TRCA needs to monitor its performance to celebrate Dr successes. Measuring performance also allows for us to alter course if required. A communications plan is a living document, that needs to be continually refined based on the changing needs of the organization, its gr( stakeholders, and the continued technological revolution. Inf We will ensure that our communications are informed by data and metrics to maximize our impact. lee The TREE strategic approach establishes a permanent standard by which TRCA will assess all existing Bri communications and make new communications and marketing decisions. It sets a high standard for service thi delivery to external audiences so that no matter where an interaction is occurring throughout TRCA, over what channel or medium, it is a positive one. 8 1 2021- 2022 External Communications Strategy 2021- 2022 External Communications Strategy 1 9 Attachment 1: Draft 2021 — 2022 External Communications Strategy Improving brand recognition and understanding ofTRCXs operations TRCA has a longstanding and credible brand but looks to improve in communicating a cohesive story and/or value proposition to our stakeholders. TRCA has earned a reputation with select stakeholders for expertise and consistently delivering on its mandated role. Now we must tell that story more broadly. Essential to our success going forward is prioritizing messaging for mandated activities, developing standardized branding across the organization, and consistant messaging. Anecdotally, there is also a perception that though the broader audience may know who we are, they do not know what we do, and most importantly why. Communicating the why more effectively will improve brand understanding and overall brand perception. TRCA must collect metrics on its impact and share more effectively with funders and the public. This presents a significant opportunity since TRCA's programing is so broad. ACTION 2021 2022 CelebrateTRCA staff successes through monthly soci 'a posVarecuted nd advisory board members to share t loping r unof what differentTRCA teams do an value ded a itie t in support of our staal� CelebrateTRCA Messes throdpo�nTRMwEpite (min 40 per year), providing insights on mand initiative d s sses fr supplemental offerings. Leverage impact mants from all programs quarterly based on information provided internallyt ategic business planning and reporting. Consolidate at least 50%ofTRCA's 34 newsletters, to concentrate staff resources on generating value-added content, rather than unique branding. Create a TRCA editorial style guide so staff have a resource when creating their own content. Create key messaging templates and processes to standardize TRCA language. V Create media training for all TRCA spokespeople. V Create social media guidelines to identify content/audience variances for each platform to target more effectively. Ensure that 100% of communications are done in support of one or more of TRCA's 12 strategic priorities, in accordance with TRCA's 2013-2022 Strategy Plan. 10 1 2021 -2022 External Communications Strategy ACTION Ensure that 100% of corporate documents which utilize TRCA branding have a comparable look and feel, to increase brand recognition. Increase annual subscription toTRCA's newsletters by 20%. Increase TRCA's media coverage by 20% per year, driven by an increase in internally generated news releases and media advisories. Increase TRCA's social media followers and engagement by 20% per year. 2021 2022 V V V V Inrrpa Cp viaitnra to TRCA'a wphsitpa by 700% npr vpar. . / . / Attachment 1: Draft 2021 — 2022 External Communications Strategy Building a Network of Brand Ambassadors One ofTRCA's identified strengths is its relationships. A huge part of our work is done in collaboration with partners. This means we have access to auxiliary communication channels through which to promote our work. Additionally,TRCA's Board of Directors and advisory boards are huge assets that have been underutilized in the past. It is essential that we leverage these assets and create the structure and resources to facilitate easy sharing of our content to amplify our reach. ACTION Circulate messaging and shareable content monthly (at a minimum) with stakeholders for their social media channels, websites, and newsletters. -..a 1 Circulate messaging and shareable content with TRCA's Board of and advisory board members on a bi-weekly basis. Complete outreach toTRCA's partrilidpollftlities t st h key unications contacts at each of our upper tier lower muni alit inT sjurisdiction. Create an influeMr strateav?Moci Create social med sharing other organizations content. Develop biannual learning and development opportunities for staff to learn more about TRCA's communications strategy and progress to date, how to best support the strategy, and how to engage social media followers in support ofTRCA. Establish regular cross -promotion relationship with identified partners. Establish two youth focused campaigns per year, leveraging voices and networks of TRCA Youth Council. 12 1 2021 -2022 External Communications Strategy 2021 2022 V V V V V V V V V ACTION Increase community events involving federal, provincial, and/or municipal representatives, led by Communications, Marketing, and Events by 20% per year contingent on public health guidelines. Undertake assessment of resources on TRCA.ca for shareable social media content. 2021 2022 V . . .i 13 Attachment 1: Draft 2021 — 2022 External Communications Strategy Driving the discourse across jurisdictional conservation and green infrastructure initiatives TRCA is an organization with an unwavering mandate and longevity of Board of Directors and senior leadership, giving us the opportunity to become a vocal leader in driving forward multi-year regional initiatives (e.g. Trails Strategy and Erosion Hazard Monitoring Program, and the Lake Ontario Waterfront trail). TRCA must actively communicate about the value proposition of these initiatives and our role in their implementation. ACTION Create Public Appearance/Speaking Engagement Strategy for Board 1 advisory boards, and senior leadership team to drive priority projects Establish logo lock ups and marketing agreements Establish quarterly check ins with on regional projqiIiII1011111ft, Identify internal Proactively and other marketing long term projects. role in regional work through media relations aiming for minimum quarterly proactive outreach on Publish regular project updates using multimedia to demonstrate progress and impact. 14 1 2021 -2022 External Communications Strategy 2021 2022 V V V V V V V V Informing public policy and corporate decision makers by leveraging the best available science Conveying knowledge to corporate and government decision makers is central to TRCA's mission and doing it successfully can significantly increase our impact. As an organization whose corporate identity is based in science, TRCA must continue communicating technical information in understandable formats while finding ways to make it engaging, more digestible, and most importantly easier to find. ACTION Create shareable content (like infographics, data visualization, video summary, etc) for all public policy reports. Identify distribution lists for specific subject matter to ensure target audiences. .dd Media relations to develop relationships upcoming reports/recommendations. Media relations to suppor� Set starl and Work wi reports broader for 2021 aching V to h V blications to report writing and educational videos. trategize on Search Engine Optimization in advance so copy are optimized for search so they can be found by a V 2022 V V 2021-2022 External Communications strategy 1 15 Attachment 1: Draft 2021 - 2022 External Communications Strategy Bridging the gap between the public and the environment through engagement and education The growing population and density of ourjurisdiction paired with an increasing global public discourse on climate change and the impact greenspaces have on mental health means there has never been a better time to engage the public in our work. TRCA has the capacity to educate the public about the natural world and the environment they live in, and inspire them to take personal action to improve the environment, and share accessible information about the use of TRCA parks and lands. ACTION 2021 2022 Create an automation strategy for newsletters to ladder people from passive of news to active supporters/participants. Create community management social media guideliarik Ensure that 100% of prospective ment pporti TR and operations, , including formal re ov ent c ultati c pr tations, etc. are posted in a ssible er ebsite refere o cial media. Ensure that 100%ublicly ets and meWeb Co nt Aco websites is accurate, current, V V Ensure that all socialquiries and those received viaTRCA's general email account (info@trca.ca are responded to within two business days. ImproveTRCA's interactive online calendar of events to reflect all public planned initiatives related toTRCA's core mandate andTRCA's supplemental programs and services. Increase social media contests that leverage user -generated content to minimum three per year. Pilot initially two Ask Me Anything or twitter chats to expand the public's access to our subject matter experts. Produce 25% more measurable content related to tips, personal actions, information sharing that is a value -add to the public not a marketing activity. Solicit feedback from the public on an annual basis, through TRCA newsletter and/or social media. 16 1 2021 -2022 External Communications Strategy V V V V V V V/ t - - - _ Ail • All levels of governmental Decision Makers (Municipal, Provincial, and Federal) • Indigenous Communities • Professional Organizations and Associations • Scientific and Academic Community • Construction and Development Industry • Agricultural Industry • Community and Environmental NGOs 18 1 2021-2022 External Communications Strategy PRIMARY MESSAGING FOR KEY AUDIENCES TRCA provides vital, timely, accurate information to protect people and property during flood emergencies. TRCA is an apolitical not-for-profit organization who's programs and services offer substantial benefits to communities. TRCA welcomes you to visit our properties and get involved in programming. TRCA is an invaluable partner for bringing TRCA has subject matter TRCA is a credible and well-known source to support and inform the public discourse with the best possible science. TRCA is a vital partner for communicating safety messaging, flood warning, and emergency response details to the public. TRCA staff do not take positions on public policy, unless directed by the Board of Directors. TRCA is accessible, responsive, and proactive with messaging. 2021- 2022 External Communications Strategy 1 19 Attachment 1: Draft 2021 — 2022 External Communications Strategy Tactics and Channels TRCA'semail campaigns generally fall into these categories: Digital Communications As the digital communication landscape shifts, one thing is certain: it is the way end users want to receive information. This includes websites, email marketing, mobile applications, live streaming events, video presentations/webinars and social media platforms. These channels of communication provide a consistent and direct link to users allowing for a higher level of interactivity. Email Marketing In terms of newsletters, the scale ofTRCA's email marketing and communications is substantial, as the following stats for 2020 show: NE=LMER XFMRL 2020 =7130,000 Subscribers r Public newsletter — Anyone can subscribe to these newsletters. Usually, there is a subscription button on a related web page or website. Membership holder — Membership holders, such as Conservation Park Passes, receive member specific communication to provide added value. Operational emails — Email communications that are part of the operation of a program. This could include emails to registrants of an event or conference. This breakdown is usef cussing email marketing an c s, particularly for developi egies and p s. The differences email catego can be further W* at hoall functions 3nous mar ket In support ofTRCA'S strategic priorities,TRCA's primary social media accounts provide important and exciting opportunities for the organization to communicate and engage with a wide range of audiences and stakeholders. These social media accounts will be used to inform community members of TRCA activities, connect with stakeholders to increase their exposure and impact, and provide visual stories to keep stakeholders engaged. To generate content forTRCA's social media accounts, Communications, Marketing, and Events will work in collaboration with various business units within TRCA to highlight key projects/events taking place during the year. A special days'calendar will also be used to engage users throughout the year. Each social channel will highlight different content to ensure TRCA is maximizing its exposure. TRCA Facebook page should consist of content that provides the user with more details regarding an event, project, or achievement. The Facebook page will be used to create targeted paid ads using demographic and regional targeting when promoting content through Facebook's advertising platform. On FacebookTRCA posting consistency will be on a minimum 3-5x a week. Total Followers: TRCA HQ: Black Creek Pioneer Village: The Meadoway: TRCATwitter account is ideal for timely is a great platform to share i �as news; Twitter acXw 0ilders a ?asily retw consistenc On Instagram sharing other users' content is a great way to engage. RCA Instagram feed should consist of high-quality curated photos from both its followers and alsoTRCA's own photos. On Instagram stories, TRCA can share upcoming events and promotional content. Corresponding appropriate keywords and hashtags should be added to make the content discoverable and for reporting purposes. Ontario Parks is a strong example of an Instagram account that shares other users' photos to curate their feed. On Instagram TRCA's posting consistency will be 3-5 posts a week. Total Followers: TRCA HQ: Black Creek Pioneer Village: The Meadoway: Total posts Totalshares Total comments Total posts Total retweets Total comments Total posts Total comments totals as of September 2021 20 1 2021-2022 External Communications Strategy 2021-2022 External Communications strategy 1 21 Attachment 1: Draft 2021 — 2022 External Communications Strategy Linkedln: Linkedln content should be posted to TRCA's company page and may include brief written posts, images and video as well as presentations. Career opportunities should only be posted in the designated Linkedln Career Slots at the discretion of human resources staff. On Linkedln TRCA posting consistency will be 1-2x a week. YouTube: Videos posted to YouTube must be of a high quality and ensure TRCA's brand is properly represented. ATRCA logo ball watermark should be included in all content with a link back to TRCA's website. Videos must adhere to the AODA accessibility requirements by including text -based closed captioning. Corporate websites The Corporate websites will continue to be an important point of connection. TRCA's site has served its constituents well but will be revamped to further enhance the user experience. The site is currently a wealth of information and resourcatior will be even more intuitive and easi o navl The current situaW with CO 9 enhancedTRCA's 'talcommu tiAwd rate Analytics and feed k from sta oln users dictate thatT is on th htith the expanded use of ne h es and video. The At Home with Nature on gital strategy was viewed on all platforms including social media and YouTube. The online resources for teachers and parents have been particularly successful. Moving forward,TRCA will seek to enhance social media collaboration with municipal partners and politicians.The Communications, Marketing, and Events business unit currently hosts channels on Facebook (FB LIVES), Instagram (IGTV),Twitter and Linkedln. Diversity and Inclusion Initiatives will be an area of focus for the Communications, Marketing, and Events business unit. TRCA has a tremendous opportunity to deploy multilingual and multicultural communications products to reach a larger audience and demographic. Digital communications platforms are the most effective from both a cost and market penetration perspective. 22 1 2021-2022 External Communications Strategy Media Relations Engaging wi is h undamentally changed in the las ade with a gre r emphasis on two-way ommuniVninstory term "ea dmedia" has never n moren organ ion's media relations p ust ff with ins t and a deep un nthe digita media landscape S. from a news outlet often requires thodical and consistent emphasis on relationship building and trust. Understanding the nuance and the complexities of the media is imperative to building a respectful and effective relationship with reporters. It is expected that TRCA's corporate representatives engage in multi -part conversations providing excellent customer service and interesting content. Brand identity and reputation also play key roles in fostering connections with journalists. The goal of any media relations strategy is to tell the story of an organization to a larger audience. Landing a positive story on a national newscast or a highly influential local blog site can dramatically help promoteTRCA's brand.The primary communication vehicles are news releases, public service announcements, and media advisories inviting the attendance of reporters to events. Social media also supports the promotion of major announcements, events, and achievements. Twitter, in particular, is used by the media regularly to research and source story ideas. Inquiries from journalists on specific topics such as flood warnings, and TRCA's response to these requests, present an opportunity to improve media relations by providing updates and further information on TRCA programs and initiatives. Another profound shift in the media landscape is the participation of the public who can now submit comments on news stories through social media and internet platforms. This speaks to the importance of media monitoring. In the interest of brand integrity, it is imperative to track and respond to public comments when necessary. Staying flexible and responsive also presents an opportunity to continue two-way communications by further engaging the public in TRCA's story and services. Fortunately, TRCA's 60 -year history of outstanding work in the field of protection, conservation restoration has positioned the organization a content expert on a wide ics. H v there is a growing need f roactiv edia r tit It is a buSw�iBd 'a Ian ape. E lookin the most cti t thr h the noise Inn' a heard. A o flexr cr ve, and unique a ach to rel ns wil u eTRCA's message i ectively con ntly represented in the public ai Marketing Telling the TRCA story is at the heart of the Communications, Marketing, and Events business unit.The team supports and manages a wide range of marketing activities that engage the community and promote a positive image of the organization. All departments within TRCA are supported by a group of experienced marketing professionals. Projects include the production of marketing and promotional materials, advertising placements and media buys, photography management, media sponsorship programs, and branding and design consultation. In its branIstandar role, the business unit is respo Iing marketing and advertising s actices for developing and ducingI materials. All marketing r' RCA meet the highest pr condhave a consistent pre tatilines help maintain and prot TRdentity and overall image. -2022 External Comm cations Strategy 23 Attachment 1: Draft 2021 — 2022 External Communications Strategy Events Reputation and Brand Management Events promote community involvement and In the fast -paced and ever shifting digital space, recreation in TRCA's natural spaces while generating maintaining brand integrity is a priority for the diversified revenue that supportsTRCA's program Communications, Marketing, and Events business delivery and financial sustainability. unit. It is imperative all marketing materials help TRCA's staff responded quickly to the COVID-19 outbreak by developing opportunities within a virtual format. The goal was to continue executing events that educate and engage the community. Staff have implemented webinars, live streamed video, Facebook Lives, Instagram (IGTV) and a consistent presence on social media to stay connected with its audiences and stakeholders. This new model proved successful with relevant weekly content reaching thousands of views. TRCA's celebration of the Canadian Heritage River designation of the Humber River is an example of using new technologies for community engagement and outreach. Viewers have expe through a series of pre-recorded community on a tour learning about i4W the river. When there is alar the Events team is dignitary's office. The Events team is also responsible for communicating the plan to the various TRCA business units involved in the project. TRCA collaborates regularly with municipal partners on a wide variety of events throughout the year. The Events team works in partnership with external stakeholders providing leadership, support and expertise. TRCA's Events team is embracing a new norm while continuing to build relationships and connect with the community. maintain a consistent and engaging tone that matches the corporate identity. The marketing department oversees the branding message by applying a rigorous lens to each item of communication whether it be a speech, presentation, program or social media post. Effective branding resonates not only with stakeholders, partner municipalities and residents but with the organization's employees. Communications plays a ke directly supporting TRCA's brand. Em I ambassadors for the corporati h the plicthe on of effective internal commun ions products,es and advice, there e oppor 'ties trengcorporate culture. TR 10 -ye trategic Plan pr es common nd c values to anchor the "feel" of all RFeorgJatidW marketing materials. The logo and coloorpalette may be the most recognizable part of brand identity but it is the Communications, Marketing, and Events business unit's expertise and consistent oversight of the TRCA story that ensures the success of its reputation for excellence. Its valued employees are what makes TRCA's story possible. Promoting ownership and pride in the brand, not only nurtures a thriving workplace culture but a united and powerful identity for all to see. 24 1 2021- 2022 External Communications Strategy 2021- 2022 External Communications Strategy 1 25 nal6omrin+etidns.S rateg '- 3M .., NFL Measurement and Adaptation r. As noted in the TREE strategic approach, the Communications Marketing and Event business unit will use data to ` guide their decision making. To do that we must create structure to collect data and feedback from our internal t; - clients, our stakeholders, and the public. Using methods ranging from surveys to digital analytics, the data •-• F �y� �#+ri collection will allowTRCA's communications to adapt and make sure it is meeting needs and resonating with audiences, while providing excellent customer service. This data will also serve as helpful guidance and standards for divisions when moving away from historic communication norms. �• � � f ,iT a NFL Measurement and Adaptation As noted in the TREE strategic approach, the Communications Marketing and Event business unit will use data to ` guide their decision making. To do that we must create structure to collect data and feedback from our internal clients, our stakeholders, and the public. Using methods ranging from surveys to digital analytics, the data collection will allowTRCA's communications to adapt and make sure it is meeting needs and resonating with audiences, while providing excellent customer service. This data will also serve as helpful guidance and standards for divisions when moving away from historic communication norms. SMART GOALS Develop annual surveys to gather feedback on TRCKs Develop quarterly communications reporting for each celebrate joint successes and promote comtere be shared with their councils andresidents. aeW pcorrIM oportunities. 2022 2023 iicatio nce. V V so municipality to ' points t can V and of Directors and age, progress on the V Review suIW resul ith Cor?Fimunications, Marketing, and Events staff to discuss successes allbiggMent improvement opportunities monthly. V Closing Thoughts Through the development and approval of this strategic document, TRCA is confirming its commitment to providing exceptional communication services to its stakeholders. The robust staff consultation process has allowed the Communications, Marketing, and Events business unit to gain a deeper understanding for the need to connect and collaborate, develop consistent messaging promoting TRCA's value propositions and respond to stakeholder requests/feedback on a timely basis. 28 1 2021-2022 External Communications Strategy The SMART goals outlined in this strategy represent a momentous opportunity for growth using social media, TRCA's vast network of stakeholders and available technologies. These actionable items will ensure TRCA's messaging is shared with a wider audience and position the organization as a content expert in support of its mandated responsibilities, in addition to supplemental offerings. TRCA'sTREE approach to improving strategic communication will heIpTRCA shape the future through: Two-way communication — communication in the form of a conversation. Recognition — building brand awareness. Empowerment— impacting behaviour. Evaluation — measuring and adapting. TRCA is eager to branch out its communications to better share the organization's remarkable story and plant the seeds for future success — for its staff, Board of Directors, advisory boards, partner municipalities and the residents it serves. Appendix The list below represents some of the challenges ai unicati to TRCA's c rategv, but s Priorities nications and address ly feasible with additional communications objective. Fe, allowing for more tailored visualization dependent on whether a to learn more about TRCA's core initiatives or its supplemental offerings. Increased development of multi -media content in-house. Engage translation services for multilingual communications materials to better serve TRCA's diverse communities. Introduce content writing and copy editing as corporate services available to divisions. Introduce consistent CRM across the organization to better track stakeholder relations and public engagement. 2021-2022 External Communications Strategy 1 29 OL TRCA.CA +. 4 r RES.#A203/21 - REQUEST FOR PROPOSAL FOR COMPENSATION REVIEW Award of Request for Proposal (RFP) No. 10036479 for consulting services to conduct Toronto and Region Conservation Authority's (TRCA) compensation review. Moved by: Shelley Carroll Seconded by: Xiao Han WHEREAS TRCA is engaged in a project that requires consultant services to conduct a compensation review; AND WHEREAS TRCA solicited proposals through a publicly advertised process and evaluated the proposals based on pre -established criteria; THEREFORE, LET IT BE RESOLVED THAT Request for Proposal (RFP) No. 10036479 for TRCA's Compensation Review be awarded to LifeWorks (Canada) Ltd. at a total cost not to exceed $250,000, plus 10% contingency if deemed necessary by TRCA staff, plus applicable taxes, to be expended as authorized by TRCA staff; AND FURTHER THAT authorized TRCA officials be directed to take whatever action may be required to implement the contract, including the obtaining of necessary approvals and the signing and execution of any documents. CARRIED BACKGROUND TRCA previously conducted a compensation review (which excluded supplementary positions and compensation structure), that commenced in 2016 and was completed in 2018, that was approved by the Board of Directors. As part of the Board Resolution for the implementation of the compensation changes, the Board recommended that salaries be reviewed at a minimum every five (5) years and include additional comparators prepared for TRCA consideration, and that an update to the comprehensive compensation review take place at a minimum every ten (10) years. TRCA Human Resources staff conducted a thorough review of our current compensation program, job evaluation tools and associated job descriptions and identified opportunities to bolster market competitiveness and alignment, recruitment and retention of top talent, cross functionality of roles across the organization, standardized and consistent job descriptions, pay for performance, and employee engagement. To align with TRCA's commitment to conduct both a compensation structure review and salary market review, TRCA would like to proceed with the engagement of a consulting firm to conduct a fulsome review of TRCA's existing compensation structure, job evaluation tools and job descriptions. The key elements to be considered in the review and recommendations related to TRCA's current compensation structure include: • Updated, standardized, consolidated and cross -functional job descriptions • Market competitiveness of both TRCA's compensation structure and salaries • Ongoing compliance with Pay Equity legislation and a recommended method to maintain compliance during any future job evaluations • Assessment of options in support a performance-based compensation structure • Flexible and innovative compensation structure that aligns with TRCA's partner organizations • Support of internal career progression and career pathing • Fostering of employee engagement, inclusivity, and equity • Fiscally responsible recommendations that consider resource constraints RATIONALE RFP documentation was posted on the public procurement website www.biddingo.com on August 5, 2021 and closed on August 26, 2021. Three (3) addendums were issued to respond to questions received. A total of twelve (12) firms downloaded the documents and four (4) proposals were received from the following Proponent(s): • Gallagher Benefit Services (Canada) Group Inc. • LifeWorks (Canada) Ltd. • Pesce & Associates Inc. • Stratford Group Proposals received from Gallagher Benefit Services (Canada) Group Inc., Pesce & Associates, and Stratford Group did not meet the minimum technical criteria score of 65 out of 80 and therefore were not evaluated further. An Evaluation Committee comprised of staff from Corporate Services, Michael Tolensky, CEO's Office, Michelle Sirizzotti, Development and Engineering Services, Sameer Dhalla, Human Resources, Danielle Festa and Natalie Blake undertook this review. The criteria used to evaluate and select the recommended Proponent included the following: Criteria Weight Minimum Score Proponent Information and Profile 5 No minimum Key Personnel 15 No minimum Experience and Methodology 20 No minimum Scope of Work Capabilities 20 No minimum Workplan and Time Frame 20 No minimum Sub -Total 80 65 Pricing 20 10 Sub -Total 20 10 Total Points 100 75 LifeWorks proposal allocated appropriate levels of expertise and resources to deliver on a highly labour-intensive review, recommendation and implementation process. LifeWorks has allocated appropriate project time to complete the substantial and comprehensive amount of work required to address all TRCA requirements outlined in our RFP. TRCA staff based, on review, determined that the proposal is of reasonable value and meets the requirements outlined in the RFP documents, therefore it is recommended that contract No. 10036479 be awarded LifeWorks (Canada) Ltd. at a total cost not to exceed $250,000 plus 10% contingency, before applicable taxes, it being the highest ranked Proponent meeting TRCA specifications. Proponent's scores and staff analysis of the evaluation results can be provided in an in -camera presentation, upon request. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategic priority set forth in the TRCA 2013-2022 Strategic Plan: Strategy 11 — Invest in our staff Strategy 10 — Accelerate innovation FINANCIAL DETAILS Funds for the contract are identified through both Human Resources existing budget with shortfalls being offset through TRCA's operating budget. Report prepared by: Natalie Blake, extension 5374 Emails: natal ie. blake(aDtrca.ca For Information contact: Natalie Blake Emails: natal ie. blake(a)trca.ca Date: October 7, 2021 RES.#A204/21 - PROPOSED UPDATES TO THE PARTNERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE TERMS OF REFERENCE AND NEW MEMBER APPOINTMENT Update to Partners in Project Green Executive Management Committee Terms of Reference and membership composition and approval of new member appointment. Moved by: Jack Heath Seconded by: Chris Fonseca WHEREAS the Board of Directors adopted the current Partners in Project Green Executive Management Committee (PPG EMC, or the Committee) Terms of Reference at its April 26, 2019 meeting (RES.#A51/19); AND WHEREAS at its October 24, 2020 meeting the Board of Directors approved the appointment of a participant or alumnus of TRCA's Newcomer Youth Green Economy (NYGEP) or Professional Access into Employment (PATE) as an advisory member, in principle (RES.#A163/20); AND WHEREAS PPG EMC identified opportunities to enhance oversight, governance and impact of the PPG EMC by revising the current membership structure, including removal of the non-voting membership classification and expanding sector representation; AND WHEREAS at the meeting held on September 21, 2021, the PPG EMC directed TRCA staff to submit the revised Terms of Reference for approval to the Board of Directors (RES.#PPG12/21); THEREFORE, LET IT BE RESOLVED THAT the revisions to the PPG EMC Terms of Reference be approved, effective as of November 1, 2021; THAT all current non-voting members be transitioned to Members at Large for the remainder of the current term; AND FURTHER THAT PAIE alumnus, Vivek Chauhan, be appointed to the PPG EMC for the remainder of the current term. CARRIED BACKGROUND As outlined in the 2019-2023 Terms of Reference (ToR), the objectives of the PPG EMC include: • assisting businesses in the Pearson Eco -Business Zone and beyond to help improve their environmental performance while at the same time as reducing costs; • retaining and attracting clean and more environmentally friendly investments in the Pearson Eco -Business Zone and beyond; and, • acting as a catalyst for new ideas, innovation, excellence, and improvement in the employment lands, with a focus on reducing environmental impacts, encompassed by the Pearson Eco -Business Zone and beyond. These objectives have been in place since 2008 and while still reflective of the role of this Committee, there is a desire to reevaluate and reenergize the objectives of the Committee to drive action towards a more sustainable economy while improving overall representation in the governance structure of PPG. The PPG EMC Terms of Reference specifies that the voting members are to represent the following groups in the number shown: • TRCA (1); • GTAA (1); • Business community leaders (8); • Municipal leaders (4). While this composition ensures an appropriate distribution of public and private representatives, it misses opportunities to include voices from youth, Boards of Trade and Chambers of Commerce, and other key interest groups. Additionally, currently the EMC may have up to five (5) non-voting Advisory members that can be drawn from Federal, Provincial, or Municipal governments, or from the business community. Advisory members provide insights and opinions on PPG strategy, programs and efforts, however, do not currently have voting rights on issues before the committee. The distinction between voting and non-voting members serves to divide the committee unnecessarily in creating two classes of EMC members, as well as limiting engagement of key stakeholders in the governance, decision-making and priority -setting processes of PPG by not conferring voting rights to important leaders from target sectors and levels of government. Updates to the PPG EMC Terms of Reference are required to ensure that PPG EMC effectively serves to achieve the vision and objectives of PPG. RATIONALE Since 2019 TRCA and PPG have taken steps to ensure that committees reflect the communities we serve, and opportunities to improve committee efficiency and effectiveness have come to the forefront. For example, work has been undertaken to include community representation from equity deserving groups, and the meeting structure has been changed to allow for a `think-tank' conversation following governance activities. These factors present an opportunity to revise the PPG EMC Terms of Reference as a means to ensure effective delivery of the goals and governance of PPG. In order to better reflect the needs of the community and direct the actions of the Committee, it is proposed that EMC purpose be restated as follows: • To act as a catalyst for new ideas, innovation, excellence, and improvement of environmental and social impacts of organizations in TRCA's jurisdiction. • To provide strategic oversight to the Partners in Project Green (PPG) initiative, with the aim of creating an internationally recognized community of leaders advancing environmental action and economic prosperity across the Greater Toronto Area. It is further proposed that the objectives of the EMC be updated to: • Lead a member -based network of environmental and social impact leaders; • Provide insight on industry trends and major policy directions as it relates to organizational environmental and social impacts; • Support advocacy with various levels of government as it relates to the business engagement programs of PPG; • Advance adoption of sustainable technology and infrastructure investments on private and public lands in the Greater Toronto Area; and • Make recommendations for long-term financial sustainability while maintaining equitable access for the ICI sector to TRCA's eco -business programs, specifically Partners in Project Green. In terms of Committee composition, it is recommended that all members be voting members and be appointed from the stakeholder groups listed below. The pre-existing membership categories are augmented by adding representation from additional groups such as the Ontario Chamber of Commerce or local Board of Trade or Chamber of Commerce, youth and previously approved in principle (RES.#A163/20) community representation filled by a participant or alumnus of TRCA's NYGEP or PAIE programs. The proposed composition of the Committee is designed to reflect the public-private partnership of PPG, while ensuring voices from diverse perspectives can be heard. The proposed composition is as follows: • Greater Toronto Airports Authority (GTAA) representative (1) o To be appointed by the GTAA • TRCA's Chief Executive Officer (1) • Municipal representatives (4) o To be appointed by the Region of Peel (2), the City of Toronto (1), and the Region of York (1) • Business representatives with an affiliation to TRCA's jurisdiction (8) o To be selected from Partners and Project Green member organizations • Ontario Chamber of Commerce or affiliate Local Board of Trade or Chamber of Commerce representative (1) o To be appointed by the Ontario Chamber of Commerce Community representative (1) o To be selected from TRCA's Professional Access into Employment (PATE) and/or Newcomer Youth Green Economy Project (NYGEP) programs and/or other TRCA programs as appropriate Youth representative attending a post -secondary educational institution in TRCA's jurisdiction (1) o To be selected through the advertised recruitment process Up to three (3) members at large o To be appointed as per TRCA's Public Appointments policy, as determined by program staff, striving for a balance of public and private representation and variety of perspectives, skills, and experiences. Those members can be representatives of Federal, Provincial and/or Municipal governments; businesses; research institutions; or local Indigenous groups and communities. With approval of the revised Terms of Reference, three current non-voting members will immediately be granted voting rights under the Members at Large category for the remainder of the current term, which ends on November 14, 2022 (RES.#A14/21). Additionally, recruitment for the previously approved community representation (RES.#A163/20) position has completed. The selection process consisted of direct communications to all PAIE and NYGEP alumnus and an application and resume submission. Five (5) applications were received, and telephone screenings were completed with all applicants. Interviews were held for three (3) candidates and the panel consisted of Jennifer Taves, Senior Project Manager, PPG and Todd Ernst, Director Aviation Infrastructure, Energy & Environment, Greater Toronto Airports Authority and PPG EMC Co -Chair. The proposed candidate is Vivek Chauhan, P.Eng. Mr. Chauhan is the Program Advisor, Renewable Group and Power Markets, Northwest Operations with Ontario Power Generation. He has 15 years of experience in operations and maintenance, continuous improvement, asset management, digital transformation and electrical engineering. Given that there is only one year remaining in the current PPG EMC term, all outstanding EMC vacancies will remain unfilled for the remainder of the current term at which point a fulsome appointment and selection process as per the Terms of Reference and relevant TRCA policies will be conducted for the new 2023-2024 term. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 1 — Green the Toronto region's economy Strategy 5 — Foster sustainable citizenship Strategy 8 — Gather and share the best sustainability knowledge DETAILS OF WORK TO BE DONE Pending approval by TRCA Board of Directors, the revised Terms of Reference will become effective as of November 1, 2021 and will be circulated to all committee members. In addition, a recruitment plan for representatives will be developed and included in PPG communications and Membership packages to ensure a robust selection process for the next term. Report prepared by: Jennifer Taves, (647) 287-7568 Emails: Jennifer.taves(&trca.ca For Information contact: Jennifer Taves, (647) 287-7568 Emails: Jennifer.Taves(dtrca.ca Date: September 24, 2021 Attachments: 1 Attachment 1: Proposed Partners in Project Green Executive Management Committee Terms of Reference �jNv Toronto and Region Partners in Project Green Executive Management Committee !W Conservation Terms of Reference Authority PROPOSED PARNTERS IN PROJECT GREEN EXECUTIVE MANAGEMENT COMMITTEE TERMS OF REFERENCE TABLE OF CONTENTS �jNv Toronto and Region Partners in Project Green Executive Management Committee !W Conservation Terms of Reference 1. PURPOSE Authority 1.01. To act as a catalyst for new ideas, innovation, excellence, and improvement of environmental and social impacts of organizations in TRCA's jurisdiction. 1.02. To provide strategic oversight to the Partners in Project Green (PPG) initiative, with the aim of creating an internationally recognized community of leaders advancing environmental action and economic prosperity across the Greater Toronto Area. OBJECTIVES 2.01. Working with TRCA and municipal, association, and Industrial, Commercial and Institutional (ICI) partners, advance the strategic objectives of Partners in Project Green, as endorsed by the TRCA Board of Directors, by providing thought leadership on environmental and social impact issues impacting businesses and municipalities in the Greater Toronto Area. Specifically: (a) Lead a member -based network of environmental and social impact leaders; (b) Provide insight on industry trends and major policy directions as it relates to organizational environmental and social impacts; (c) Support advocacy with various levels of government as it relates to the business engagement programs of PPG; (d) Advance adoption of sustainable technology and infrastructure investments on private and public lands in the Greater Toronto Area; and (e) Make recommendations for long-term financial sustainability while maintaining equitable access for the ICI sector to TRCA's eco -business programs, specifically Partners in Project Green. 3. AUTHORITY 3.01. The EMC is authorized by the Board of Directors to: (a) Make recommendations to TRCA's Board of Directors regarding improvements to frameworks, processes, education, and resources to support economic, social and environmental business practices in the Greater Toronto Area; (b) Provide leadership and communication among PPG members and supporters; (c) Act as an ambassador for Partners in Project Green; (d) Monitor overall Partners in Project Green priorities; (e) Provide guidance relating to Partners in Project Green activities. (f) The work of the Subcommittee of the Board is to meet needs located wholly or partially within the TRCA's participating municipalities. 4. MEMBERSHIP AND ELECTIONS 4.01. Membership to consist of: (a) Greater Toronto Airports Authority (GTAA) representative (1) • To be appointed by the GTAA (b) TRCA's Chief Executive Officer (1) (c) Municipal representatives (4) Partners in Project Green Executive Management Committee Terms of Reference v Toronto and Region Conservation Authority • To be appointed by the Region of Peel (2), the City of Toronto (1), and the Region of York (1) (d) Business representatives with an affiliation to TRCA's jurisdiction (8) • To be selected from Partners and Project Green member organizations (e) Ontario Chamber of Commerce or affiliate Local Board of Trade or Chamber of Commerce representative (1) • To be appointed by the Ontario Chamber of Commerce (f) Community representative (1) • To be selected from TRCA's Professional Access into Employment (PATE) and/or Newcomer Youth Green Economy Project (NYGEP) programs and/or other TRCA programs as appropriate (g) Youth representative attending a post -secondary educational institution in TRCA's jurisdiction (1) • To be selected through the advertised recruitment process (h) Up to three (3) members at large • To be appointed as per TRCA's Public Appointments policy, as determined by program staff, striving for a balance of public and private representation and variety of perspectives, skills, and experiences. Those members can be representatives of Federal, Provincial and/or Municipal governments; businesses; research institutions; or local Indigenous groups and communities. 4.02. The selection and appointments process will be conducted in accordance with TRCA policies and procedures. 4.03. PPG Executive Management Committee (PPG EMC) members will be appointed by the TRCA Board of Directors for a two-year, renewable term aligned with municipal Terms of Council or until their successors are appointed. Members will be canvassed prior to the expiration of their first two-year term to establish whether they wish to pursue a term renewal. Should members choose renewal, their terms will be automatically renewed for another two-year term. The two-year term can only be renewed once, after which the member would need to undergo application and selection process again. 4.04. PPG EMC shall have two Co -Chairs. The first Co -Chair will be the appointed Greater Toronto Airports Authority representative. The second Co -Chair will be elected from amongst PPG EMC members for the term of the Committee at the inaugural meeting of the term. The Board of Directors may appoint an interim Chair until such time as an election can take place. The election procedures and procedural matters used for this election and in the administration of the subcommittee will be that outlined in the Board of Directors Administration By-law. 5. ROLES AND RESPONSIBILITIES 5.01. The Co -Chairs are responsible for: (a) Acting as the primary spokespersons for Partners in Project Green at public and official functions; (b) Presiding over Committee meetings, setting the agenda and generally ensuring the effectiveness of meetings; and �jNv Toronto and Region Partners in Project Green Executive Management Committee !W Conservation Terms of Reference (c) Calling special meetings, as required. Authority 5.02. Committee Members are responsible for: (a) Attending Committee meetings as required; (b) Acting as a role model for organizational environmental and social action; (c) Representing Partners in Project Green at events and engagements; (d) Sharing the stories of the network to inspire others to action; (e) Acting as a resource to TRCA, TRCA's municipal partners and the Toronto and Region Conservation Foundation by providing advice on matters of interest to the business community and facilitating access to strategic partners and advisors; (f) Maximizing the collective impact of the Committee through information sharing and reporting on priorities, activities, and results as it pertains to organizational environmental and social action; (d) Monitoring the performance of Partners in Project Green and reporting to the Board of Directors on a regular basis; and, (e) Appointing an Acting Chair in the absence of the Co -Chairs who for the purposes of that meeting shall have all the powers and shall perform all the duties of the Chair. 5.03. TRCA's Director, Education and Training is responsible for providing general support in regards to the activities and actions of the Committee and setting agendas for the meetings. 5.04. TRCA's Clerk's Office is responsible for acting in a Committee Clerk capacity, arranging meeting logistics, preparing the agenda, maintaining meeting minutes, tracking and delegating action items. 6. GOVERNANCE General 6.01. The Committee is an advisory board of the Board of Directors and as such does not have decision-making power but shall make recommendations to the Board of Directors. 6.02. The Committee may establish subcommittees/working groups or standing committees as needed. Meetings and Attendance 6.03. The Committee shall meet at minimum four times per year or more frequently as required. Members are required to attend all meetings of the Committee. 6.04. In order to maintain a high level of commitment, members may be required to resign if they have been absent for three consecutive meetings without good cause. Quorum 6.05. A quorum will consist of one-third of appointed Members. Partners in Project Green Executive Management Committee Terms of Reference go 6.07 Toronto and Region Conservation Authority If there is no quorum within one half hour after the time appointed for the meeting, the Chair for the meeting shall declare the meeting adjourned due to a lack of a quorum, or shall recess until quorum arrives, and the Clerk shall record the names of the Members present and absent. If during a meeting a quorum is lost, then the Chair shall declare that the meeting shall stand recessed or adjourned, until the date of the next regular meeting or other meeting called in accordance with the provisions of the Board of Directors Administrative By-law. Agenda items may be covered and presented, and issues discussed, but no formal recommendation may be made by the remaining Members which do not constitute a quorum. Should a member resign or be removed from a committee, quorum provisions for the committee with a vacant position, until the vacancy is filled, will be reduced by the number of vacant positions, as determined by the Clerk. Remunerations 6.08. At official Committee meetings, Members will be eligible for travel expenses according to Board of Directors Administrative By -Law, where these are not covered by their agency or other source. Members shall not receive a per diem or honorarium for attendance at meetings and functions. Compliance and Procedure 6.09. If any part of the Terms of Reference conflicts with any provisions of the Board of Directors Administrative By -Law, the Municipal Conflict of Interest Act or the Municipal Freedom of Information and Protection of Privacy Act or a provision of a Regulation made under one of those Acts, the provision of that Act, Regulation, or By -Law prevails. 6.10. In all matters of procedure not specifically dealt with under the Terms of Reference, Board of Directors Administrative By -Law shall be binding. REPORTING 7.01. The Committee is considered an advisory board of TRCA and shall make recommendations and report to the Board of Directors. 7.02. The minutes of the Committee will be received by the Board of Directors. 7.03. Each member shall report back to their appointing municipality, government, organization, or agency as required. DEFINITIONS None. Partners in Project Green Executive Management Committee Terms of Reference ADMINISTRATION Toronto and Region Conservation Authority Review Schedule: 5 Years Next Review Date: October 22, 2026 Revision History Version Number Approval Authority and Date 1 TBD RES.#A205/21 - APPROVAL OF PUBLIC APPOINTMENTS POLICY Approval of a new Public Appointments policy for the selection and appointments to Toronto and Region Conservation Authority advisory boards and committees. Moved by: Jack Heath Seconded by: Chris Fonseca WHEREAS Toronto and Region Conservation Authority (TRCA) continues to review, update and manage its corporate policies; AND WHEREAS TRCA's Board of Directors established a number of advisory boards under subsection 18(2) of the Conservation Authorities Act; AND WHEREAS TRCA requires an open, consistent, and equitable process for public appointments to Board of Directors advisory boards; THEREFORE, LET IT BE RESOLVED THAT the new Public Appointments policy and the Selection Committee Terms of Reference be approved; THAT the competency areas document for the Natural Science and Education Committee be approved; AND FURTHER THAT the approved policy be posted on TRCA's website. CARRIED BACKGROUND As part of its policy program, TRCA is actively engaged in the review of existing policies and the creation of new ones. Over the last three years TRCA made significant strides toward a more modern suite of relevant policies by conducting a systematic and comprehensive review and update of TRCA's existing policies, as well as development of new policies, procedures and standard operating procedures (SOPS) intended to fill identified policy gaps. As part of this process, TRCA staff has developed a new Public Appointments policy intended to provide an open, consistent, and equitable framework for appointments to the Board of Directors established advisory boards. RATIONALE Under subsection 18(2) of the Conservation Authorities Act the Board of Directors may establish advisory boards as it considers appropriate. As of the date of this report, TRCA has two active advisory boards: Regional Watershed Alliance and Partners and Project Green Executive Management Committee. The establishment of the Natural Science and Education Committee was approved by the Board of Directors on February 26, 2021 (RES.#A17/21), and the advisory board is expected to begin operations in January 2022. Each advisory board has a set of distinct responsibilities and provides recommendations to TRCA's Board of Directors and staff on the topics within their mandate. Advisory boards do not deliver services, direct TRCA employees, or make decisions binding TRCA. Each advisory board has a unique membership composition, determined by its objectives and mandate and described in their individual Terms of Reference. While some members are appointed directly by the interest groups (e.g., municipal, provincial, and federal representatives, school board trustees, etc.), others are expected to be selected from a larger pool of candidates (e.g., watershed residents, youth representatives, etc.). In order to address this requirement and ensure an open, consistent, and equitable process for appointments to advisory boards, TRCA staff developed a new Public Appointments policy (Attachment 1), which establishes a principle -based framework for the advertisement, application, selection and appointments process to advisory boards. In developing the new policy, TRCA staff undertook an environmental scan and confirmed that this process is comparable to the municipalities in TRCA's jurisdiction. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 7 — Build partnerships and new business models FINANCIAL DETAILS There are no financial implications associated with this report. DETAILS OF WORK TO BE DONE Upon approval, the policy will be published on TRCA's internal Policies and Procedures webpage and posted on TRCA's website. Report prepared by: Alisa Mahrova, extension 5381 Emails: alisa.mahrova(cDtrca.ca For Information contact: Alisa Mahrova, extension 5381 Emails: alisa.mahrova(cDtrca.ca Date: October 14, 2021 Attachments: 2 Attachment 1: CG -2.01 -P Public Appointments Policy Attachment 2: Selection Committee Terms of Reference Toronto and Region Conservation Authority CORPORATE POLICY & PROCEDURE POLICY TITLE: PUBLIC APPOINTMENTS POLICY NO.: CG -2.01-P Chapter: Corporate Governance Section: 2. Board Governance Effective Date: October 22, 2021 Last Review Date: October 22, 2021 Approval Authority: Board of Directors Issued to: All TRCA Employees Policy Owner: Clerk's Office PURPOSE 1.01. The purpose of this Policy is to create an open, consistent, and equitable process for public appointments to Toronto and Region Conservation Authority (TRCA) advisory boards and committees ("committees"). 1.02. The Policy provides a framework for the Board of Directors to ensure that the public appointment process is principle -based while ensuring the most suitable candidates are selected and appointed as committee members. 1.03. The appointment of public members to serve on committees is important to TRCA in order to: (a) Provide a variety of perspectives, reflecting the diverse demography of TRCA's jurisdiction; (b) Represent stakeholder groups and specific groups of service users; and (c) Bring specific skills and expertise which contribute to good governance. 2. SCOPE 2.01. This Policy applies to public appointments to any of TRCA's committees, unless the Board of Directors directs that an alternate appointment process be undertaken. 2.02. This Policy does not apply to the Board Member appointments to committees. 3. POLICY Eligibility 3.01. The committee membership eligibility shall be determined in the committee's Terms of Reference (ToR) and applicable TRCA policies and procedures. Toronto and Region Conservation Authority Policy Title: PUBLIC APPOINTMENTS Policy No.: CG -2.01-P 3.02. To remain an active member, appointees are required to maintain their eligibility throughout their term. 3.03. The following individuals are broadly not eligible: (a) TRCA employees; (b) Board of Directors family members; (c) Selection Committee family members; (d) Individuals who have a criminal record for which a pardon has not been granted. Qualifications 3.04. Qualifications, describing the specific competency areas desired for each individual committee will be approved by the Chief Executive Officer on the advice of the program staff. The appointments will ensure that members collectively cover the range of skills and experience required to effectively address the mandate, with individual members bringing a variety of perspectives, interests, or skills. 3.05. The following guidelines are considered in establishing the qualifications: (a) Qualifications relate to the ability to perform the duties of the committee, including any necessary competencies; (b) Qualifications are clear, yet flexible, defining areas of specialization, experience, or community service; and (c) Skills and knowledge requirements for the positions should not be more specialized than necessary. 3.06. TRCA seeks a merit based system for committee composition within a diverse and inclusive culture which solicits multiple perspectives and views and is free of conscious or unconscious bias and discrimination. When assessing committee composition or identifying suitable candidates, TRCA will consider the principles of gender parity and inclusion of under -represented groups, including but not limited to racialized individuals, persons living with disabilities (including invisible and episodic disabilities), LGBTQIA2S+ individuals, and First Nations, Inuit and Metis peoples. Application Process 3.07. Generally, the public appointments process will begin as soon as possible following the first meeting of the Board of Directors after a municipal election. 3.08. The recruitment process will be determined by the type of qualifications sought for a committee and may include one or more of the methods set out below. Advertised Recruitment 3.09. Advertised recruitment is the standard recruitment process used by TRCA for committees where skills and interests required are general in nature, which is conducted by inviting applications through an advertisement to the public in large. Toronto and Region Conservation Authority Policy Title: PUBLIC APPOINTMENTS Policy No.: CG -2.01-P Interest Group Nominations 3.10. Where the Board of Directors wishes to represent the interests of stakeholders or obtain special expertise from a professional or technical organization, or government entity, the composition of a committee in the Terms of Reference as adopted by the Board will designate one or more positions as being nominated directly from a specifically designated group or organization. In that case, the designated stakeholder/interest group will be able to nominate members for approval by Board of Directors. Board of Directors rely on the ability of the interest group to nominate appropriate and effective representatives. Membership -Based 3.11. Where members are required to be selected from a special interest membership group, TRCA will reach out to the group to solicit applications, which will then go through the standard selection process. Public Notice 3.12. When pursuing advertised recruitment, The Clerk's Office will arrange for a public notice to be placed on TRCA's website and social media, advising the general public of the committee positions available. In some cases social media or partner municipality websites and social media channels may be leveraged for this purpose. For the membership -based recruitment the notice will be circulated directly to the interest/stakeholder groups. The notice will generally be posted for three consecutive weeks but this may vary depending on factors such as interest received, statutory holidays and other factors. 3.13. Board Members and TRCA staff may encourage qualified applicants to submit applications to enrich the applicant pool, but may not provide references for nor endorse or recommend through the recruitment process any candidates that are being or will be considered by a Selection Committee. Information Sessions 3.14. The public notice may advise that an information session will be held by the Clerk's Office and may involving Screening Committee representatives. Interested individuals may attend the information session. Application Form 3.15. Application forms will be made available on TRCA's website and during information session, should it be held in-person. Applicants must submit their completed application forms through TRCA's website or to the Clerk's Office at clerks@trca.ca or by mail. Incumbents must reapply each term. 3.16. The application form will require applicants to provide information about their interest/experience as it relates to the committee to which they are applying. Applicants for all positions will be asked the same questions to ensure consistency and fairness in the evaluation process. Toronto and Region Conservation Authority Policy Title: PUBLIC APPOINTMENTS Policy No.: CG -2.01-P 3.17. The application must be completed and submitted to the Clerk's Office by the advertised deadline. Late applications will not be considered. 3.18. Prior to submitting the application, applicants should consider whether they have a real or perceived conflict of interest with a Board committee, including direct or indirect pecuniary interest with TRCA. As part of the application process, applicants must identify and disclose any actual or potential conflicts of interest they may have. Potential conflicts of interest may include: (a) Currently doing business with TRCA; (b) Any interest, direct or indirect, in outstanding litigation involving TRCA; (c) Any potential direct competition with TRCA for work and funding involving TRCA's partners. Disclosure of such potential conflicts does not mean that an applicant is automatically ineligible for an appointment, but the Selection Committee may assess potential conflicts in its determination of whether an applicant may be considered further. Selection and Appointments Process 3.19. A Selection Committee will be comprised of the Chair of the Board of Directors, the Chief Executive Officer, and a program staff member, responsible for the committee's strategic direction, or their designates. Screening Process 3.20. All applications received by the established deadline will be screened by the Clerk's Office to ensure overall eligibility and application completeness. Any applications not meeting these requirements will be screened out. All eligible applications will be provided to the internal Screening Committee, comprised from program staff members. 3.21. The Screening Committee will meet in private to review applications based on the approved qualifications and form a short list of candidates for the review by the Selection Committee. There will be at least two (2) program staff member reviewing all applications together. The short list will be formed by consensus. The short listed applications, together with the screening and evaluation record will be provided to the Selection Committee. Selection Committee 3.22. The Selection Committee will meet in private to review the application short list. The Committee may directly select members based on the review of short listed applications or they may select candidates to further interview, prior to making a final selection. In the case of interviews, the Committee will approve an interview question list proposed by the program staff. A Clerk's Office staff member will act as a policy advisor for the panel. Additional TRCA program staff may be invited as advisors/observers subject to strict confidentiality requirements. All Selection Committee members must be present throughout the entire selection process in order to make recommendations. Toronto and Region Conservation Authority Policy Title: PUBLIC APPOINTMENTS Policy No.: CG -2.01-P 3.23. The Selection Committee will conduct interviews with short-listed candidates in private. All candidates will be asked the same questions. The Clerk's Office staff will attend the interviews in advisory capacity. Program staff may also be invited to attend as advisors/observers subject to strict confidentiality requirements. 3.24. Following the review process, potential appointees will be selected by the Selection Committee. The recommendations will be consolidated by the Clerk's Office in a public report to the Executive Committee for review and recommendation, which will then be submitted to the Board of Directors for their consideration and final approval. The report will contain names and biographical summaries of individuals recommended for appointment. If the Executive Committee or Board of Directors wishes to discuss the confidential personal information about recommended nominees, it shall do so in private in accordance with the closed meeting provisions of the Board of Directors Administrative By -Law. In special circumstances, where submission to the Executive Committee is not possible due to time constraints, recommendations may be submitted directly to the Board of Directors. 3.25. Board Members who have a conflict of interest or who perceive a conflict of interest with respect to an applicant for a committee appointment, must declare the conflict and abstain from debating and voting at any meeting where the application is being discussed. A business relationship between a Board Member and an applicant should also preclude them from participating in the appointment process. 3.26. The Clerk's Office will notify all applicants, in writing, of the Board of Directors' decision and manage all applications in accordance with TRCA's Records Retention Schedule. Confidentiality of Applications 3.27. All applications will be retained by the Clerk's Office for the term of the committee for consideration of vacancies that may arise during the term and may be brought forward with the permission of the applicant should a vacancy arise. 3.28. Only members of the Screening Committee, Selection Committee and designated TRCA staff who are providing support in the selection process shall be provided with copies of the applications by default. However, other Board Members, who will be voting when a recommendation is made by the Selection Committee, may request to see the applications. 3.29. Board Members and TRCA staff may not copy, disclose or otherwise disseminate information contained in any confidential lists of applications, or in any confidential applications, or other information received in private sessions, nor may they repeat any confidential information heard at those meetings. Term of Office 3.30. A set term will be established for each committee in the Terms of Reference. The term of office is generally two years and aligned with the municipal terms of office. Members shall retain office until successors are appointed. Toronto and Region Conservation Authority Policy Title: PUBLIC APPOINTMENTS Policy No.: CG -2.01-P 3.31. Where a committee has a renewable two-year term, the Clerk's Office will canvas members prior to the expiration of their first two-year term to establish whether they wish to pursue a term renewal. Should members choose renewal, their terms will be automatically renewed for another two-year term. The two-year term can only be renewed once, after which the member would need to undergo application and selection process again. 3.32. While there are no specific term limits for public appointees, Board of Directors may give preference to qualified applicants who have not had a previous opportunity to serve over those who are seeking re -appointment after serving two (2) consecutive terms. Transitional process for 2021 and 2022 recruitments 3.33. To facilitate the alignment of committee terms with the municipal terms of office, any appointments conducted in the 2021 or 2022 shall be for either a one-year or a three-year term with the end of term aligned with either the end of term or the mid- term of municipal councils. For example, a member appointed in November 2021 may be appointed for a one- year term expiring at the end of 2022 at which point a new recruitment for a standard two-year or four-year term, as described in the ToR, will be conducted. Leaves of Absence 3.34. Committee members who run for elected office shall take a leave of absence from the committee. The leave is required to begin as of the day the member is nominated as a candidate standing for election. 3.35. Members who wish to request a leave of absence for an extended period of time may submit such a request to the committee Chair. The Chair, through the Clerk's Office, will forward the request to the Selection Committee for action it deems as appropriate. 3.36. Requests may be approved or denied at the sole discretion of the Selection Committee. 3.37. A temporary vacancy created by a leave of absence may be filled on a temporary basis from the list of previously -submitted applications from among the qualified candidates for the period of leave, or it may be left vacant. Vacancies and Resignations 3.38. Resignation of a member during the term of the committee must be given in writing to the committee Chair. The Chair, through the Clerk's Office, will forward the request to the Selection Committee for action it deems as appropriate. Selection Committee may choose not to fill a vacancy, except where a resignation will leave the committee unable to maintain quorum. 3.39. In order to maintain a high level of commitment, members may be required to resign if they have been absent for three consecutive meetings without good cause. Toronto and Region Conservation Authority Policy Title: PUBLIC APPOINTMENTS Policy No.: CG -2.01-P 3.40. When a vacancy needs to be filled, the previous applications will be submitted to the Selection Committee for consideration. 3.41. If there are no previous applicants who are suitable and available to serve, the Clerk's Office will undertake application and appointment process described above. Expenses 3.42. Members may be eligible for reimbursements in accordance with the committee Terms of Reference. Policy Management 3.43. This Policy shall be reviewed and updated by the Board of Directors as early as possible following the municipal elections. New recruitment processes will begin following the approval of the Policy. 3.44. The Clerk may make minor wording changes to the Policy from time -to -time to update terminology and titles, clarify existing processes, and reflect use of new technologies. These administrative changes do not require Board of Directors approval. 4. RESPONSIBILITY 4.01. Board of Directors is responsible for approving committee members. 4.02. Executive Committee is responsible for reviewing and recommending candidates to the Board of Directors. 4.03. Selection Committee is responsible for: (a) Selecting and recommending candidates to the Executive Committee; and (b) Approving or denying leaves of absences. 4.04. The Screening Committee is responsible for forming a short list of candidates for the review by the Selection Committee. 4.05. Clerk's Office is responsible for administering appointments to committees in accordance with this Policy. 4.06. On advice of the Board of Directors, TRCA may accept, revise or rescind this Policy. 5. PROCEDURE None. 6. DEFINITIONS 6.01. "Board Members" means Members of the Board of Directors. Toronto and Region Conservation Authority Policy Title: PUBLIC APPOINTMENTS Policy No.: CG -2.01-P 6.02. "Code of Conduct" means a set of rules outlining the norms, rules, and responsibilities or committee members. 6.03. "Committee" means an advisory board, a committee, or a task force, established by the Board of Directors under subsection 18(2) of the Conservation Authorities Act. Committees do not deliver services, direct TRCA employees, or make decisions binding TRCA. 6.04. "Committee Composition" means the number of members approved for the composition of the committee. The composition of each committee will vary according to specific stakeholder engagement objectives and is contained in the terms of reference for the committee. 6.05. "Equitable" means that practices are consistent with achieving participation that affirms the diversity of our society. TRCA's commitment to a discrimination -free environment includes the responsibility to remove barriers to the recruitment, selection and retention of members of systemically disadvantaged groups. It also means fair representation of all geographic areas of TRCA's jurisdiction. 6.06. "Family member" means (a) Spouse or partner; (b) A parent, step-parent or foster parent of the individual or their spouse; (c) A child, step -child or foster child of the individual or their spouse; (d) A grandparent, step -grandparent, grandchild or step -grandchild of the individual or their spouse; (e) The spouse of a child of the individual; (f) Brother or sister; (g) A relative who is dependent on the employee for care or assistance. 6.07. "Interest Group" means a stakeholder group or a professional or technical organization that has been invited by the Board of Directors to nominate one or more members to a committee. 6.08. "Open" means that clear expectations for each position are identified, with expectations agreed to in advance and clearly communicated to all associated with the selection process. 6.09. "Public member" means residents of TRCA's jurisdiction appointed to a committee. 6.10. "Qualifications" mean specific skills and experience desired in committee members to meet the needs of individual committees. Board of Directors approves the qualifications relevant to the responsibilities of each committee as part of the committee's governance structure. 6.11. "Vacancy" means a position that is no longer filled due to resignation or other means. Toronto and Region Conservation Authority Policy Title: PUBLIC APPOINTMENTS Policy No.: CG -2.01-P ADMINISTRATION Administered by the Clerk's Office Review 4 Years Next Review January 27, 2023 Schedule: Date: Supersedes: NEW Related Ontario's Accessibility for Ontarians with Disabilities Act, 2005, S.O. 2005. c. 11 Legislation, Regulations and Ontario's Human Rights Code, R.S.O. 1990. c. H.19 Guidelines: Related Policies CG -1.01-P Board of Directors Administrative By -Law and Policy Tools: CS -2.02-P Protection of Privacy Accessibility for People with Disabilities (2014-01-10) Accessibility Standards for Customer Service (2010-05-31) Revision History Version Number Version Date Description 1 October 22, 2021 Policy went into effect. Toronto and Region Conservation Authority Selection Committee Terms of Reference �I Toronto and Region Conservation Authority SELECTION COMMITTEE TERMS OF REFERENCE TABLE OF CONTENTS 1. Purpose..................................................................................................................................2 2. Objectives............................................................................................................................... 2 3. Authority................................................................................................................................. 2 4. Membership............................................................................................................................2 5. Roles and Responsibilities......................................................................................................2 6. Governance............................................................................................................................3 7. Reporting................................................................................................................................ 3 8. Definitions...............................................................................................................................3 9. Administration.........................................................................................................................3 Toronto and Region Conservation Authority Selection Committee Terms of Reference Toronto and Region Conservation Authority 1. PURPOSE 1.01. The Selection Committee is established to review applications, conduct a selection process, and recommend appointees to the Toronto and Region Conservation Authority advisory boards in accordance with the CG -2.01-P Public Appointments policy. 2. OBJECTIVES 2.01. Ensure that the public appointment process is principle -based while ensuring the most suitable candidates are selected and appointed as advisory board members. 2.02. Review applications based on a Board of Directors approved competency areas for each advisory board. 3. AUTHORITY 3.01. Recommend advisory board members to the Executive Committee. 4. MEMBERSHIP 4.01. Selection Committee Membership includes: (a) Chair of the Board of Directors or designate; (b) Chief Executive Officer or designate; (c) Senior Program Staff Member, responsible for the advisory board strategic direction or designate 4.02. A Clerk's Office staff member will act as a policy advisor for the panel. 4.03. Additional TRCA program staff may be invited as advisors/observers. 5. ROLES AND RESPONSIBILITIES 5.01. The Selection Committee is responsible for: (a) Reviewing applications shortlisted by the program staff members based on the Board of Directors approved qualifications; (b) Approving interview questions; (c) Conducting interviews with short-listed candidates, as required; (d) Selecting and recommending advisory board members to the Executive Committee. 5.02. The Clerk's Office is responsible for (a) Arranging meeting logistics; (b) Preparing the agenda and meeting minutes; (c) Providing policy advice; (d) Consolidating Selection Committee recommendations in a public report to the Executive Committee. Toronto and Region Conservation Authority Selection Committee Terms of Reference 6. GOVERNANCE Toronto and Region Conservation Authority 6.01. Meetings will be held as determined by the Clerk's Office and approved by the Chair. 6.02. The meeting agenda will be developed by the Clerk's Office and released a week prior to a meeting. Included in the agenda will be confidential attachments including lists of candidates, and, as appropriate, interview questions. 6.03. A quorum will consist of all three members. 6.04. The Terms of Reference will be reviewed by the Board of Directors at least once every 4 years, following municipal elections, or as needed. 6.05. If any part of the Terms of Reference conflicts with any provisions of the Board of Directors Administrative By -Law, the Municipal Conflict of Interest Act or the Municipal Freedom of Information and Protection of Privacy Act or a provision of a Regulation made under one of those Acts, the provision of that Act, Regulation, or By -Law prevails. 6.06. In all matters of procedure not specifically dealt with under the Terms of Reference, Board of Directors Administrative By -Law shall be binding. REPORTING 7.01. The Selection Committee will report to the Executive Committee. 8. DEFINITIONS None. 9. ADMINISTRATION Review Schedule: 5 Years Next Review Date: January 27, 2023 Revision History Version Number Approval Authority and Date 1 Approved by the Board of Directors, October 22, 2021. Toronto and Region Conservation Authority RES.#A206/21 - REQUEST FOR TENDER FOR CONSTRUCTION OF HIGHLAND CREEK MULTI -USE TRAIL, PHASE 2 FOR THE MEADOWAY Award of Request for Tender (RFT) No.10036549 for the supply of all labour, equipment, and materials necessary for the construction of Highland Creek Phase 2 multi -use trail as part of The Meadoway Project, in the City of Toronto. Moved by: Paul Ainslie Seconded by: Josh Matlow WHEREAS the Weston Family Foundation, as the primary funder of The Meadoway project has advised Toronto and Region Conservation Authority (TRCA) to proceed with the tender of the Highland Creek trail construction and has committed to funding this deliverable, should the tender results be deemed acceptable; AND WHEREAS TRCA solicited tenders through a publicly advertised process; THEREFORE, LET IT BE RESOLVED THAT RFT No. 10036549 for Phase 2 of The Meadoway Highland Creek multi -use trail be awarded to CSL Group Ltd. at a total cost not to exceed $1,639,553, plus applicable taxes, to be expended as authorized by TRCA staff; THAT TRCA staff be authorized to approve additional expenditures to a maximum of $245,933 (approximately 15% of the total project cost), plus applicable taxes, in excess of the contract cost as a contingency allowance if deemed necessary; THAT should TRCA staff be unable to negotiate a contract with the successful Proponent, staff be authorized to enter into and conclude contract negotiations with other Proponents that submitted quotations, beginning with the next lowest bid meeting TRCA specifications; AND FURTHER THAT authorized TRCA officials be directed to take whatever action may be required to implement the contract, including the obtaining of necessary approvals and the signing and execution of any documents. CARRIED BACKGROUND Led by TRCA, in partnership with Toronto and Region Conservation Foundation, City of Toronto, Hydro One, and the Weston Family Foundation, The Meadoway Project will transform 16 kilometres of hydro corridor in Scarborough into one of the largest urban linear greenspaces in Canada. One of the key deliverables of Phase 1 was the planning and design of the multi -use trail which will run the full 16 km of The Meadoway. The conceptual alignments for the multi -use trail were evaluated through a Municipal Engineers Class Environmental Assessment (Schedule C), which received approval by the Ministry of Environment, Conservation and Parks (MECP) in January of 2020. In support of the project's active transportation and connections objective, implementation of one of the exiting trail gaps at Highland Creek (Section 5) was included in the Phase 1 budget and deliverables. The Highland Creek trail gap spans 1.8 km between Ellesmere Road and Orton Park Road to the west and Neilson Road to the east. It includes a bridge crossing over the Highland Creek and a boardwalk over a wetland on the east side of the river. It also will connect with the Upper Highland Pan Am Path, allowing users to travel south to the Lake Ontario waterfront. RATIONALE The deadline for substantial completion of Phase 2 of this project is late summer 2022. In summer 2020, staff initiated a Request for Pre- Qualification (RFPQ) of general contractors for construction of The Meadoway Trail Project — Section 5 Phases 1 and 2. The RFPQ was publicly advertised on the electronic procurement website Biddingo (www.biddingo.com) on July 23, 2020. General contractors interested in pre -qualifying were advised that the criteria for evaluation would include meeting a series of mandatory and non -mandatory requirements as shown below: Mandatory Requirements • 2019 Contractor's Qualification Statement (CCDC 11); • (3-5yrs) Relevant/compatible Experience (between $3,500,000 to $4,500,000) • Bonding Verification; • Insurance Verification; • Health and Safety Policy Document; • WSIB Clearance; • Compliance with the City of Toronto's Fair Wage Schedule; and • A signed Pre -Qualification Form. Non -Mandatory Requirements • Project Specific Experience; • Key Personnel; and • Construction Management Experience. On August 6, 2020, TRCA received pre -qualification submissions from the following 7 general contractors: • Bronte Construction Ltd.; • Clearway Construction Inc.; • CSL Group Ltd.; • Dynex Construction Inc.; • Loc -Pave Construction Ltd.: • McPherson -Andrews Contracting Ltd.; and • Metric Contracting Services Corporation. Following receipt of the submissions, pre -qualifying documents were reviewed by the selection committee made up of TRCA staff. Evaluations were based on the criteria defined above. Based on the evaluation process the following six general contractors were pre- qualified to bid on contracts for Section 5 Phases 1 and 2 of the Meadoway Project: • Bronte Construction Ltd.; • CSL Group Ltd.; • Dynex Construction Inc.; • Loc -Pave Construction Ltd.; • McPherson -Andrews Contracting Ltd.; and • Metric Contracting Services Corporation. A bidder's meeting/site tour for Phase 2 was held on October 5, 2021. Tenders closed for Phase 2 works on October 20, 2021 and the Procurement Opening Committee opened the tenders with the following results: BIDDERS TOTAL TENDER AMOUNT Plus HST CSL Group Ltd. $1,639,553 D nex Construction Inc. $1,673,706 McPherson -Andrews Contracting Ltd. $1,899,866 Loc -Pave Construction $1,949,958 All bids complied with the mandatory bid requirements as stipulated in the bid documents. TRCA staff reviewed the bid received from CSL Group Ltd. against its own cost estimate and has determined that the bid is of reasonable value and meets the requirements as outlined in the contract documents. Further assessment of CSL Group Ltd ability to undertake similar projects was conducted through internal research and resulted in positive feedback that CSL Group Ltd. can undertake the scope of work. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 3 — Rethink greenspace to maximize its value Strategy 4 — Create complete communities that integrate nature and the built environment Strategy 5 — Foster sustainable citizenship Strategy 12 — Facilitate a region -wide approach to sustainability FINANCIAL DETAILS Based on deliverable refinements, a revised budget of $38.175M for 2018 — 2025 has been estimated for the overall project. $10M was secured from the Weston Family Foundation for Phase 1, with an additional $15M pledged which was contingent on TRCA raising matching funding making the gap in funding currently $13.175M. Funding for the Highland Creek Trail connection was allocated as part of the original $10M grant from the Weston Family Foundation. In addition to this, $1.348M in bridge funding for 2021 to continue to advance meadow restoration and overall project management/coordination. This brings the total approved grant from the Weston Family Foundation for The Meadoway project to $11.348M. TRCA and the City of Toronto have been successful in securing additional leverage funds for the project. To date $2.734M has been leveraged from the following sources: • $800K — City of Toronto — confirmed reallocation from the Menno-Reesor Restoration Project to contribute to The Meadoway Highland Creek Trail implementation in 2021; • $50K— City of Toronto Ravine Invasive Species Funds in support of adaptive management of the meadow; • $50K — City of Toronto Shrub Node maintenance funding; • $175K — City of Toronto through the Investing in Canada Infrastructure Program (ICIP) — confirmed Wayfinding for existing completed trail in 2021; • $150K - TRCA through Rouge National Urban Park - confirmed for trail upgrades and contribution to meadow restoration in the area abutting the Park for 2021/2022; • $40K — TRCA through Grassland Stewardship Initiative grant to support meadow restoration; • $1.348M — TRCA through the Conservation Ontario Nature Smart Climate Solutions Fund Initiative (Federal) to support meadow restoration in 2022 — 2024; • $22K — TRCA through the 2021 Canada Summer Jobs supporting meadow restoration field staff; • $24K — TRCA through the Project Learning Tree in support of meadow restoration; and • $75K — TRCA through the Habitat Stewardship Program (Federal) supporting meadow restoration, stewardship and education. Discussions are currently underway with the Weston Family Foundation to determine how these funds will impact release of the $15M previously pledged. In addition to the above confirmed funding, the City of Toronto has recognized The Meadoway as a priority for the Natural Infrastructure Fund (Federal) and TRCA awaits the intake for the Active Transportation Fund (Federal). Both these funds could help support the advancement of the multi- use trail connection in two other areas of the corridor where gaps remain. Funds for The Meadoway project are being tracked in account series: 260-01. IQ 4 f-11 [IRKS] AWS] :3 Ilk 11011 ; 310101 � I TRCA will initiate contractor on -boarding and Agreement preparation and execution. On-site works are scheduled to begin in November of 2021. Report prepared by: Corey Wells, ext. 5233 Email: corev.wells0trca.ca For Information contact: Mark Preston, ext. 5848 Emails: mark. orestonnatrca.ca Date: October 20, 2021 Section III — Items for the Information of the Board RES.#A207/21 - RECOGNITION OF THE WESTON FAMILY FOUNDATION'S SUPPORT OF THE ENVIRONMENTAL LEADERS OF TOMORROW PROGRAM Recognition of the Weston Family Foundation's commitment to education, the natural environment, and the well-being of young Canadians living in Ontario's urban communities through their investment in Toronto and Region Conservation Authority's (TRCA) Environmental Leaders of Tomorrow program. Moved by: Ronald Chopowick Seconded by: Shelley Carroll WHEREAS since 2007 The Weston Family Foundation has provided financial support for schools to participate in TRCA's Environmental Leaders of Tomorrow program; AND WHEREAS during that time over 18,026 students from 681 schools have experienced and learned about natural systems, watersheds and the environment while contributing to over 550 community-based environmental action projects; IT IS RECOMMENDED THAT the attached report Recognition of the Weston Family Foundation's Support of the Environmental Leaders of Tomorrow Program be received; THAT TRCA recognize the Weston Family Foundation's remarkable contributions to TRCA's Environmental Leaders of Tomorrow program over the last thirteen years; AND FURTHER THAT the attached report be provided to the Weston Family Foundation. CARRIED BACKGROUND The Weston Family Foundation invests in innovation and learning to deliver measurable impacts to the well-being of Canadians by taking a collaborative approach to philanthropy and working alongside forward -thinking partners to advance Canada and create lasting benefits. They are passionate about healthy ecosystems, nature and the environment, and fund initiatives that have a positive outcome on the well-being of Canadians. Toronto and Region Conservation Authority (TRCA) is one of Canada's largest providers of outdoor and experiential education. TRCA has a rich, 60+ year history in education that reaches learners of all ages, and specifically, engages more than 175,000 students, youth and adults every year. TRCA provides life-long learning programs which develop creative problem - solving skills, build environmental literacy, foster a commitment to action, helping to realize TRCAs goal of building sustainable communities, with an informed and involved citizenry. In 2007, through the Conservation Foundation of Greater Toronto (now Toronto and Region Conservation Foundation (TRCF)), TRCA came together with the Weston Family Foundation (at the time known as The W. Garfield Weston Foundation) to establish a unique model of student learning that connected students to their environment through meaningful hands-on exploration of local systems over a two -and -a -half-day trip to one of TRCA's field centres. The experience served grade six students within school communities that did not have the financial means to participate in overnight outdoor education programming. With the goal of inspiring students to become environmental leaders and to take action in their school or local community, The Weston Family Environmental Leaders of Tomorrow Program (now known as Environmental Leaders of Tomorrow) was established. Since that time, through collaborations, partnerships and lessons learned, the program has matured under TRCA's guidance to what it is today: an innovative, hands-on, multi -phased and curriculum -linked approach to environmental education. It has provided an opportunity for students living in some of the most vulnerable communities in the Greater Toronto Area region and across Ontario to experience nature first-hand, while developing their environmental knowledge and leadership skills. The leadership of the Weston Family Foundation also reaches well beyond the Environmental Leaders of Tomorrow program. Their support of a meadow restoration pilot project in 2012 lead to the launch of The Meadoway project. The Foundation has been the lead funder and visionary for this project which is transforming the Gatineau Hydro Corridor in Scarborough into a vibrant 16 -kilometre stretch of urban greenspace and meadowlands that will become one of Canada's largest linear urban parks. The Meadoway is an award-winning initiative that has been recognized as a model for building relationships between communities, utility companies, philanthropists, and Conservation Authorities. RATIONALE As the Weston Family Foundation continues championing the well-being of all Canadians, TRCA remains extremely appreciative of their tremendous support over the last thirteen (13) years of the work of TRCA. As a result of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program, youth have been inspired to make a difference and take meaningful environmental action both personally and in the community. Moreover, the overall outcomes of TRCA's education programming have been strengthened and continue to expand, which is in no small measure the direct result of the generous support of the Weston Family Foundation over the period of their support for the Environmental Leaders of Tomorrow program. This report recognizes the positive impact of the Weston Family Foundation's investment in educating youth across Ontario as well as the influence the Weston Family Foundation has had on reshaping education at TRCA. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 5 — Foster sustainable citizenship Strategy 7 — Build partnerships and new business models FINANCIAL DETAILS There are no financial implications. DETAILS OF WORK TO BE DONE A formal letter of appreciation and the attached report will be sent by TRCA to the Weston Family Foundation. TRCA will continue to recognize the Weston Family Foundation as a founding partner for the Environmental Leaders of Tomorrow program on the associated website. Report prepared by: Amy Thurston, extension 5878 Emails: amv.thurston(a)trca.ca For Information contact: Darryl Gray, 416-791-0327 Emails: darrvLaray(&trca.ca Date: September 8, 2021 Attachments: 1 Attachment 1: Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow Program ' Toronto and Region Conservation Authority Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program Prepared by Amy Thurston, Program Manager, Integrated Learning October 2021 Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program The Weston Family Foundation invests in innovation and learning initiatives that have a positive outcome on the well-being of Canadians. They are passionate about healthy ecosystems, nature and the environment and take a collaborative approach to philanthropy by working alongside other forward -thinking partners to advance Canada and create lasting benefits. Toronto and Region Conservation Authority (TRCA) is one of Canada's largest providers of outdoor and experiential education. TRCA has a rich, 60+ year history in education that reaches learners of all ages, and specifically, engages more than 175,000 students, youth and adults every year. TRCA provides life-long learning programs which develop creative problem -solving skills, build environmental literacy, foster a commitment to action, all helping to realize TRCAs goal of building sustainable communities, with an informed and involved citizenry. In 2007, through the Conservation Foundation of Greater Toronto (now known as Toronto and Region Conservation Foundation (TRCF)), TRCA came together with the Weston Family Foundation (at the time known as The W. Garfield Weston Foundation) to establish a unique model of learning that connected students to their environment through meaningful hands-on exploration of local systems over a two -and -a -half-day trip to one of TRCA's field centres. The experience served grade six students within school communities that did not have the financial means to participate in overnight outdoor education programming. With the goal of inspiring students to become environmental leaders and to take action in their school or local community, The Weston Family Environmental Leaders of Tomorrow Program (now known as Environmental Leaders of Tomorrow) was established. Since that time, through collaborations, partnerships and lessons learned, the program has matured under TRCA's guidance to what it is today: an innovative, hands-on, multi -phased and curriculum -linked approach to environmental education. It has provided an opportunity for students living in some of the most vulnerable communities in the Toronto region and across Ontario to experience nature first-hand, while developing their environmental knowledge and leadership skills. As the Weston Family Foundation continues to champion the well-being of all Canadians, we are extremely thankful for their tremendous support over the last 13 years in our own region towards the work of TRCA. Because of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program, youth have been inspired to make a difference and take meaningful environmental action both personally and in the community. Moreover, the overall outcomes of TRCA's education programming have been strengthened and continue to expand. These impacts have only been possible because of the generous support of the Weston Family Foundation, and we are truly grateful. This report recognizes the positive impact of the Weston Family Foundation's investment in educating youth across Ontario as well as the influence the Weston Family Foundation has had on reshaping education at TRCA. Toronto and Region Conservation Authority Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program Impact of the Weston Family Foundation's investment in the Environmental Leaders of Tomorrow program 00000 oo■oo 18,026 Students engaged 681 Schools engaged 270,390 Hours spent learning and playing in nature together 000 27 0 o School boards munities 550+ Class -led environmental action projects 73 Schoolyard Biodiversity Grants awarded �Ofromm"Em 8� 13,390 Partner outdoor O Healthy meals prepared for education centres individuals and families in needs Toronto and Region Conservation Authority I ii Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program Table of Contents History.........................................................................................................................1 Impact.........................................................................................................................3 Testimonials and Reflections from Partners and Participants....................................5 Photos.........................................................................................................................6 The information contained in this document is copyright O Toronto and Region Conservation Authority Toronto and Region Conservation Authority I iii Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program HISTORY Over a decade ago, TRCA, through the Conservation Foundation of Greater Toronto (now known as Toronto and Region Conservation Foundation) approached the Weston Family Foundation (formerly, The W. Garfield Weston Foundation) to collaborate on a unique overnight outdoor education program aimed at schools in GTA communities that would not normally have the financial resources to provide their students with an overnight outdoor education experience. TRCA and the Weston Family Foundation understood the importance of getting kids learning outside in nature, recognized the lack of public funding for outdoor environmental education experiences and acknowledged the resulting gap in reaching schools located in vulnerable urban communities. Through this collaboration, in 2007, a vision for a new kind of environmental education program emerged. The focus of this new and innovative program was to connect grade six students to their environment through meaningful hands-on exploration of local systems over a two -and -a -half-day trip that included lodging, meals and educational programming at one of TRCAs outdoor environmental education centres. Featuring outdoor classrooms of woodlands, wetlands, meadows, rivers and lakes, these centres provided natural learning environments. During their visit, students were engaged in lifestyle and learning activities that were key components of building sustainable communities With the goal of inspiring students to become environmental leaders and to take action in their homes, schools and local communities through personal behaviour change and class -led environmental action projects The Weston Family Environmental Leaders of Tomorrow Program (now known as Environmental Leaders of Tomorrow) was established. The first students to participate, a grade six class from Our Lady of Lourdes Catholic School located in the heart of Toronto, arrived at Lake St. George Field Centre on February 11, 2008. For two and a half days, the students lived, learned and played together, using Lake St. George as their classroom and their shared experiences as the foundation for positive change. Through hands-on participation, these students became increasingly aware of their connections to the environment. They were encouraged to take a leadership role upon returning to their communities by modeling and initiating environmentally responsible behaviours for family and peers. This initial class set the stage for thousands of grade six students from urban communities across Ontario that would benefit from the opportunity to experience learning in nature first-hand. Following the first year, The Weston Family Environmental Leaders of Tomorrow Program began to gain recognition within the education community. Its pedagogy was recognized as the "Weston Model" with local school boards and in 2009, the model was presented on the world stage at the 5th World Congress on Environmental Education, held in Montreal. The methodology, which now included both a pre and a post experience to ensure that learning at the field centre did not occur in isolation, was also adopted more widely in education at TRCA and became the foundation for the Peel Environmental Weeks program offered at Albion Hills Field Centre (supported by the Region of Peel) and McCutcheon Environmental Weeks program offered at Claremont Field Centre (supported by the John and Pat McCutcheon Charitable Foundation). Building on the success of the program at Lake St. George and with the continued and generous support of the Weston Family Foundation, The Weston Family Environmental Leaders of Tomorrow Program expanded Toronto and Region Conservation Authority Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program significantly. First, in 2010, program delivery was launched at TRCA's other two field centres - Albion Hills and Claremont— in an effort to reach more GTA students. In 2012, recognizing the economic challenges faced by families and schools from urbanized communities within the province, the program was further expanded across Ontario to give the opportunity for students outside the GTA to connect to nature. Partnering with five leading outdoor education centres, TRCA was able to extend access to outdoor, natural science learning to students from 27 school boards across 53 Ontario communities. Provincial delivery partners included: • Camp Sylvan (Ausable Bayfield Conservation Authority) • Ganaraska Forest Centre (Ganaraska Region Conservation Authority) • MacSkimming Outdoor Centre (Ottawa -Carleton District School Board) • The Canadian Ecology Centre • YMCA Camp Ki-Wa-Y With many of these partners located in distant areas of Ontario, TRCA formed a partnership with Royal Botanical Gardens (RBG) to deliver integrated virtual classroom pre -visits for provincial expansion partners, a first of its kind. Building on the existing virtual programming expertise of RBG, an online learning experience customized to each location was created to kick off the program and to set the stage for the trip to the outdoor centre. Through continued evaluation and feedback, year -over -year improvements were made to strengthen the program foundation, methodology and delivery, resulting in the creation of the Environmental Leaders of Tomorrow program that we know today; a multi -phased, curriculum -linked, hands-on integrated program where learning takes place both in the school community and at the outdoor centre. One such improvement was to train and equip teachers to meet the challenges of environmental education. By providing them with the skills and resources to become a part of the integrated process, TRCA was able to boost the impact of the program. Key to this improvement was enriching the program with external partnerships with The Dr. Eric Jackman Institute of the Child Study Lab School (University of Toronto) and Evergreen. Both organizations provided professional development opportunities that strengthened teacher knowledge and skills related to the natural environment within their school community and as a result, extended the impact of the program further By supporting stewardship and networking connections, schools also formed partnerships with other local and like-minded organizations as they completed their classroom action projects, which focused on an environmental topic of interest to the class. Classes were encouraged to adopt projects that would increase local biodiversity and were supported with the introduction of a Schoolyard Biodiversity Grant to purchase plant material, tools and supplies. This component assisted students in understanding the importance of preserving and restoring natural areas using their own schoolyard, as well as providing a long-term benefit to the school and local biodiversity by increasing natural space within an urban area. TRCA continued to share results of the program through presentations at conferences, to school boards, provincial ministries and other agencies. Notably, The Weston Family Environmental Leaders of Tomorrow Toronto and Region Conservation Authority Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program Program was named one of the top 15 projects for 2015 at the Clean 50 Summit and was showcased later that year during a symposium held at the North American Association for Environmental Education (NAAEE). With the approval of the Weston Family Foundation and recognizing the influence that the 'Weston model' had on TRCA's other integrated learning programs, The Weston Family Environmental Leaders of Tomorrow Program and Peel Environmental Weeks program were amalgamated and rebranded to one unified offering called Environmental Leaders of Tomorrow at the beginning of the 2015-16 academic year. This scalable and cohesive program would enable additional fundraising opportunities to support future program sustainability. With changing directions and the shift of focus to other large initiatives including The Meadoway, the Weston Family Foundation's Conservation Committee began to wind down funding for education programs. Support for the provincial program concluded in June 2016 and the Toronto area program was shifted for a final three years of funding through the Weston Family Foundation's Education Committee. To ensure strong cross collaboration between related initiatives, a multi-year project was piloted with success in the fall of 2018 and saw grade six graduates of the Environmental Leaders of Tomorrow program extend their learning and leadership skills into their grade seven academic year by participating in a TRCA-led education program that included growing and planting native seedlings in naturalized spaces along The Meadoway. By reinforcing the lessons of the Environmental Leaders of Tomorrow program with activities that extend into the community, the impact of the program was again amplified, creating tangible connections to local naturalized areas for students and their families. It was during the last year of this final grant cycle that we were once again reminded of how truly remarkable the Weston Family Foundation is. In April 2020, with the unexpected shift in education programming due to the COVID-19 pandemic, TRCA began exploring how to continue helping local communities. As a result of the commitment of the Weston Family Foundation to their communities, the provision of healthy meals for students during their visit to TRCA field centres during the Environmental Leaders of Tomorrow program was quickly pivoted to support escalating food insecurity for vulnerable communities in Peel and York Regions. Through this generous reallocation of funds by the Weston Family Foundation, TRCA was able to establish formal partnerships with 13 social service agencies and leverage an additional $127,000 in support of the Healthy Meal program from four other funding partners in the community. By the end of October 2021, TRCA will have prepared over 33,500 healthy meals for distribution to individuals and families in need in Peel and York Regions. I M PACT Through TRCA's Environmental Leaders of Tomorrow program, the Weston Family Foundation has made an unparalleled contribution to supporting financially challenged youth from across Ontario experience nature first- hand while developing key environmental leadership skills. The impact of the Weston Family Foundation's investment has been far reaching. Since 2008, the Weston Family Foundation has enabled over 18,000 students to interact with the natural world through meaningful hands-on experiences. Using robust qualitative and quantitative evaluation methods, program monitoring, a Toronto and Region Conservation Authority Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program student ecofootprint self-assessment and teacher survey, we know that through this program, young learners have been ignited to make positive behaviour changes and have brought many of the sustainability and community living practices home from the outdoor centre to share and influence the habits of their families and peers. Because of the support of the Weston Family Foundation, the program has achieved success in changing student behaviours and attitudes. Since tracking of current measures began in the fall of 2012: • 78% of participating students decreased their ecological footprint with an average reduction of 20% during their involvement in the program. • 87% of teachers reported that their students were more aware and sensitive to environmental issues upon completion of the program. • Over 90% of participating classes led an environmental action project or campaign, an indication that environmental education and eco -friendly habits have been fully embedded within the culture of these participating schools and their school boards • 71% of teachers reported that students were more willing to engage in environmental initiatives after participating in the program and 72% of teachers reported that students were more willing to mentor and inform others about environmental issues. Yet the impact of the program has gone well beyond that of the student and the school. The expansion of the Environmental Leaders of Tomorrow program across Ontario contributed to a stronger provincial network of like-minded environmental educators and organizations and has had a positive impact on the capacity of partner outdoor education centres. This collaborative funding partnership has been instrumental in a profound shift in how TRCA approaches education and the communities we serve. A clear line can be drawn between the inception of the Environmental Leaders of Tomorrow program and the way we now support communities through integrated experiences, along with our increased commitment to addressing social equity through education, outreach and engagement activities as a key pillar of sustainability. Weston Family Foundation support has enabled TRCA to explore new and innovative partnerships, leverage additional financial support for the Environmental Leaders of Tomorrow program and, over the years, inspired the creation of other bursary and sponsored programs aimed at increasing equitable access to outdoor and science -based environmental education programs. As the Weston Family Foundation continues championing the well-being of all Canadians, TRCA is extremely thankful for their tremendous support in our own region towards our work. Because of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program, youth have been inspired to make a difference and take meaningful environmental action both personally and in the community; and the overall outcomes of TRCA's education programming have been strengthened and continue to expand. These impacts have only been possible because of the generous support of the Weston Family Foundation, and we are truly grateful. Toronto and Region Conservation Authority Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program TESTIMONIALS AND REFLECTIONS FROM PARTNERS AND PARTICIPANTS "I appreciate the outdoors more because 1 know now what (it) is to appreciate."— Student "[This trip] got me as close as 1 have been to nature and natural areas. We learned about nature, animals and more. Reading it from a book couldn't have been as fun as doing it. You made this possible so 1 thank you."— Student, TCDSB "Such an awesome experience far students who would not otherwise get to be involved in these types of activities. The feedback from parents has been so positive. They appreciate the investment into their children."— Teacher, LKDSB "1 am always grateful that my students have a chance to connect with the environment and have such a great experience with the Environmental Leaders Program. It is perfectly suited to their age group and aligns very well with curriculum expectations."—Teacher, TCDSB "This was life changing for many of my students and 1 suspect will be serve as one of their best lifelong memories of middle school."—Teacher, TDSB "Over the years 1 have taken classes from a number of Toronto area schools to TRG4 field centres as part of the Environmental Leaders of Tomorrow program. The program has assisted students in building a safe and inclusive learning opportunity that has fostered wonderful community living skills of shared responsibility to others. Students have gained an appreciation for nature and an understanding of the impact of human and natural events that affect the environment. More importantly, it has provided students with strategies to advocate for important environmental matters and to become responsible global citizens. The students continue to recall the fun, hands on activities, the cooperation and the wonderful food they were served. This program has provided lasting memories and will always be cherished. On behalf of myself, the many students and staff who have participated in these experiences- thank you Weston Family Foundation."— Principal, TCDSB "The meals I've been able to receive through the Krasman Centre have helped me stay nourished during the pandemic when my usual food sources suddenly disappeared. I actually feel healthier now because I am able to access healthy meals on a daily basis... it's helped me cope with my addiction challenges too as I've been sober for many weeks now, but my body actually feels healthier because my nutrition has improved". — Healthy Meal Recipient, Krasman Centre "'Thank you'sincerely for the provision of the frozen meals ... We are mostly accessed by those most vulnerable in our community (namely those experiencing isolation, poverty, homelessness, issues of mental health and/or addictions). The frozen meals have been a huge factor in our ability to respond to the ongoing expressed need... Food insecurity continues to be a priority issue for many, as I'm sure you are aware. On behalf of those we support as well as our staff team, thank you!" - Susan Dobson, Executive Director, Krasman Centre Toronto and Region Conservation Authority w "w'-`.- • iiq 1 � � � �i i 1 h t "#A Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program Personal ecopledge poster created by students Toronto and Region Conservation Authority Recognition of the Weston Family Foundation's support of the Environmental Leaders of Tomorrow program TRCA staff preparing healthy meals in the Albion Hills Field Centre kitchen Toronto and Region Conservation Authority Toronto and Region www.trca.ca Conservation Authority RES.#A208/21 - UPDATE ON THE DELEGATED AUTHORITY TO AWARD CONTRACT No. 10035896 FOR TRCA SHORELINE HAZARD MAPPING UPDATE Update on the request for delegated authority to the Chief Executive Officer to award RFP No. 10035896 for required consulting services to support the Shoreline Hazard Mapping update study and work underway related to the National Disaster Mitigation Program (NDMP) Intake 6 project funding deadlines. Moved by: Ronald Chopowick Seconded by: Shelley Carroll IT IS RECOMMENDED THAT the Update on the Delegated Authority to Award Contract No. 10035896 For TRCA Shoreline Hazard Mapping Update be received. CARRIED BACKGROUND Shoreline hazard studies are used to identify hazards such as lake -based flooding, shoreline erosion, and dynamic beaches. These studies help define TRCA's regulation mapping and assist with land use, infrastructure, and emergency management planning along the Lake Ontario shoreline. The current shoreline flood hazard standards were developed using information from the Ministry of Natural Resources in 1989, making them over 30 years old. Since 1989, multiple significant events have occurred which necessitates an update to the flood hazard limit. In 2017 and 2019 record water levels in Lake Ontario were greater than the 100 -year limit established in 1989. Also, the International Joint Commission (IJC) implemented a new regulation plan for the St. Lawrence Seaway and Lake Ontario in 2017. The plan is known as Plan 2014, is expected to result in a broader range of water levels, depending on the return period considered. Taken together, these factors would produce higher return period lake levels and larger flood hazard limits than those previously calculated. This is also an opportunity for TRCA to update shoreline erosion and dynamic beach hazard mapping with the new lake level information and new base mapping information based on LiDAR, and incorporate information from site-specific studies supporting remedial erosion works. All calculations and procedures would be consistent with provincial technical guidelines and regulations. The combination of updated flood, erosion, and dynamic beach hazards would enable TRCA to update regulation mapping along the entire Lake Ontario shoreline. Completion of this project will create new shoreline hazard information incorporating the latest data, and technologies to better support land use, infrastructure and emergency management planning, and engineering standards development. Ultimately this would serve to better protect people and property from flooding, erosion, and dynamic beach hazards on the Lake. The member municipalities with shorelines in TRCA's jurisdiction, the City of Toronto and Durham Region, have provided letters of support for this project. Due to timelines associated with NDMP funding, TRCA staff have been proactively advancing components of the project including; project planning and administration, procurement, and data collection. To ensure project timelines meet funding requirements, TRCA staff requested delegated authority to the Chief Executive Officer to award RFP No. 10035896 for required consulting services. At Board of Directors Meeting held on April 30, 2021, resolution #A74/21 was approved as follows: WHEREAS Toronto and Region Conservation Authority (TRCA) is pursuing NDMP Intake 6 funded projects that require consulting services; AND WHEREAS TRCA is currently soliciting proposals through a publicly advertised process and will evaluate the proposals based on pre -established criteria, meeting all TRCA procurement requirements; LET IT BE RESOLVED THAT the Chief Executive Officer be granted delegated authority to award the contract, plus appropriate contingency, in order to expedite the Shoreline Hazard Mapping Update study timelines, prior to the May 2021 Board of Directors meeting; THAT should TRCA staff be unable to negotiate a contract with the successful Proponent, staff be authorized to enter into and conclude contract negotiations with other Proponents that submitted proposals, beginning with the next highest ranked proponent meeting TRCA specifications; THAT authorized TRCA officials be directed to take whatever action may be required to implement the contract, including the obtaining of necessary approvals and the signing and execution of any documents; AND FURTHER THAT staff report back on the contract award to at a future Board of Directors meeting. RATIONALE This report provides an update in accordance with the final clause of Resolution #A74/21, as described above. RFP documentation was posted on the public procurement website www.biddingo.com on April 9, 2021 and closed on April 30, 2021. Two (2) addendums were issued to respond to questions received. A total of twenty-four (25) firms downloaded the documents and two (2) proposals were received from the following Proponent(s): • W.F. Baird & Associates Costal Engineering Ltd. • AHYDTECH Geomorphic Ltd. An Evaluation Committee comprised of staff from Engineering Services (Nick Lorrain, Rob Chan and Christina Bright), reviewed the proposals. The criteria used to evaluate and select the recommended Proponent included the following: Criteria Weight Minimum Score Conformance with the terms of 1 1 he RFP Understanding of Project and 12 9 Scope of Work Similar Project — Scope and 10 7 Magnitude Expertise of Key 12 9 Personnel/Project Team pproach/Methodology 25 15 Schedule and Availability of 10 5 Project Team Sub -Total Technical 70 46 Pricing Sub -Total Price 20 20 Oral Presentation 10 5 Total Points 100 51 W.F. Baird & Associates Costal Engineering Ltd. achieved the highest overall score based on the evaluation criteria. Therefore RFP No. 10035896 was awarded to W.F. Baird & Associates Costal Engineering Ltd. at a total cost not to exceed $145,450 plus 15% contingency, plus applicable taxes, it being the highest ranked Proponent meeting TRCA specifications. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategic priority set forth in the TRCA 2013-2022 Strategic Plan: Strategy 7 — Build partnerships and new business models Strategy 2 — Manage our regional water resources for current and future generations Strategy 4 — Create complete communities that integrate nature and the built environment FINANCIAL DETAILS NDMP will fund 50% of the project costs and remaining costs will be funded through TRCA's Flood Protection and Remedial Studies program account 107-02, supported by funding from the City of Toronto, as well as funding from the Region of Durham. Funds will be tracked in account 107-18. DETAILS OF WORK TO BE DONE The key phases of the project are outlined below: • Release and award of the RFP for external technical support services and execution of a consulting services agreement with the successful consulting team (completed in May 2021) • Complete background review and data gap analysis, and basemap development (underway) • Complete detailed hazard characterization assessments and the creation of shoreline hazard maps (March 2022) • Project reporting and closing (April 2022) • Summary of findings report to the Board of Directors (Summer 2022) Report prepared by: Nick Lorrain, extension 5278 Emails: nick. lorrain(a)trca.ca, For Information contact: Nick Lorrain, extension 5278 Emails: nick. lorrainC&trca.ca Date: October 22, 2021 RES.#A209/21 - FEASIBILITY STUDY OF PAID PARKING AT TRCA OWNED CONSERVATION LANDS AND CITY OF RICHMOND HILL AND TOWNSHIP OF UXBRIDGE INTEREST ON PURSUING A PILOT AT SELECT TRAILHEAD SITES Statement of Interest: Strategic Business Planning Initiative. To provide information to Toronto and Region Conservation Authority's (TRCA) Board of Directors regarding a planned study of the feasibility of paid parking which is an initiative of the Conservation Parks and Lands division and to update the Board on the City of Richmond Hill and the Township of Uxbridge interest in pursuing a pilot project or projects near or around TRCA-managed trailheads. Moved by: Gino Rosati Seconded by: Gordon Highet IT IS RECOMMENDED THAT this report regarding the Paid Parking on Conservation Lands initiative be received; AND FURTHER THAT TRCA staff report back on the City of Richmond Hill and the Township of Uxbridge interest on pursuing a future paid parking pilot on TRCA-managed lands. CARRIED BACKGROUND In accordance with Toronto and Region Conservation Authority's (TRCA) Strategic Business Planning (SBP) Policy, all potential new projects/programs or proposed modifications to existing initiatives must proceed through the SBP Policy workflow, including reporting to the Board of Directors for informational purposes. RATIONALE TRCA has identified an opportunity to utilize pay -for -parking services at passive use properties to generate additional revenues which will be allocated to state of good repair needs and visitor amenity initiatives within passive use properties. Passive use properties are defined as greenspaces where select public use activities are permitted without a cost for access or use, but where few facilities are provided. The ultimate objective of this proposed initiative includes the installation, maintenance, and enforcement of a paid parking system across TRCA's jurisdiction on passive use lands. The specific location of this infrastructure has yet to be finalized and will be determined through a feasibility study as part of phase 2 of this initiative. The phased approach to implementation, potential partnerships, and details regarding costs and anticipated revenues will also be determined as part of phase 2 of this initiative as outlined on the following page. Phase 1: (Current) • Direction to explore a potential pay -for -parking model at passive use lands • Approval to issue a Request for Proposal for a consultant to conduct a feasibility study of all potential locations Phase 2 (November 2021 — November 2022) • Conduct feasibility study • Consultation with partner municipalities for potential partnership opportunities • Develop detailed business plan • Develop financial plan (including potential partnership agreements) • Present final recommendations to Senior Leadership Team and TRCA Board of Directors Phase 3 (2022 - TBD) • Issue Request for Quotation for implementation of infrastructure • Phased implementation In parallel with TRCA Conservation Parks and Lands staff initiating this work across our broader jurisdiction, TRCA has been approached by officials from both the City of Richmond Hill and the Township of Uxbridge on the opportunity to conduct a pilot paid parking project at key trailheads within their municipalities. The proposed pilots would address increased user demand for parking on TRCA and municipal sites and the resulting of spillover parking on surrounding roads. In particular, City of Richmond Hill staff would like to work with TRCA to conduct a pilot for paid parking on lands TRCA owns or manages as part of or located near the Oak Ridges Corridor Conservation Reserve. Similarly, the Township of Uxbridge would like to work with TRCA on a paid parking pilot project at key trailheads on TRCA lands. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 3 — Rethink greenspace to maximize its value Strategy 7 — Build partnerships and new business models FINANCIAL DETAILS The proposed feasibility study is estimated to cost up to approximately $100,000 and will be funded using existing funds in the Conservation Parks and Lands operating account (340-01). This study will be used to determine the feasibility of each potential site based on available servicing, partner support, one-time capital costs for infrastructure, and annual costs related to licensing, maintenance, and enforcement. DETAILS OF WORK TO BE DONE Following the receipt of this report, staff will initiate phase 2 of this project which includes securing a consultant and executing the feasibility study. Once complete, the business plan, financial plan and final recommendations will continue to follow the SBP Policy workflow and be presented to both Senior Leadership Team and TRCA Board of Directors. In addition, TRCA staff will continue to meet with officials in the City of Richmond Hill and the Township of Uxbridge and report back to the Board when additional details about TRCA's involvement in their respective paid parking initiatives are known. Report prepared by: Kimberly Krawczyk, extension 5862 Emails: kim.krawczyk(&trca.ca For Information contact: Richard Ubbens, extension 5672 Emails: richard.ubbens(&trca.ca Date: September 29, 2021 RES.#A210/21 - HUMBER BAY RECREATION PLAN — CITY OF TORONTO To provide an update on the Humber Bay Recreation Plan and discuss potential opportunities for TRCA to assist the City and stakeholders with advancing components of the Plan. Moved by: Ronald Chopowick Seconded by: Jack Heath IT IS RECOMMENDED THAT this report be received for information purposes; AND FURTHER THAT staff continue to work with the City and stakeholders related to this initiative. CARRIED BACKGROUND Western Beaches Breakwall condition Humber Bay, also known as the western beaches on Lake Ontario has been a popular destination for residents of Toronto and those visiting the City of Toronto to appreciate greenspace and park amenities, water sports, the Martin Goodman Trail, beach access, significant views and vistas, and opportunities to visit Ontario Place and the CNE grounds as well as the beautiful Humber Marshes. There is an existing breakwall that extends the entire length of the western beaches that was built by the Federal government approximately 100 years ago, as part of a Toronto Waterfront Plan. It stretches 4,400 m from Ontario Place to the Humber River and was originally engineered to last 60 years. The protected area between the shoreline and the existing breakwater is used by recreational enthusiasts for dragon boating, rowing, canoeing, kayaking, seasonal mooring of boats, youth sailboat and rowing training and other water sports such as paddle boarding. Gaps in the breakwall provide access to Lake Ontario and the sheltered embayment of the western beaches Due to the age of the breakwall, the current structural condition is poor and continues to deteriorate. The City of Toronto continues to make minor repairs to the breakwall and conduct repairs in response to critical situations. The breakwall is at a point in its lifecycle where the on- going costs of maintenance, and risk profile of structural failure, will continue to increase. In 2017, an engineering assessment found that the existing breakwall was in danger of collapse in several locations and the general condition was a serious concern. In the early 1990s, a portion of the breakwall was collapsing into the lake opposite Marilyn Bell Park and was repaired by the City of Toronto. Ultimately, this part of the wall became part of the new Western Beaches Watercourse Facility. In 2006, a large portion of the breakwall fell into Lake Ontario opposite the Boulevard Club, and was again replaced. In spring 2011, the cap on the deflector arm at the gap near Ontario Place fell into Lake Ontario and remains in the lake. Should the breakwall collapse altogether, aquatic facility users and land-based recreationists will be negatively impacted to the extent of eliminating most of these activities. In addition, substantial financial and economic benefits to Toronto and the Province from local activities, and national and international events will be impacted. Western Beaches Flat Water Course The City of Toronto was selected as the host city for the 2006 International Dragon Boat Federation (IDBF) World Club Crew Championships, conditional upon the construction of a new venue at the Western Beaches by June 1, 2006. Toronto Waterfront Revitalization Corporation (TWRC) retained a consultant team to prepare a Feasibility Study to determine whether the conditions of the IDBF could be met. This Feasibility Study was positive and the Toronto and Region Conservation Authority (TRCA), acting on behalf of TWRC, engaged consultants to conduct the environmental assessment and approvals process, and to prepare detailed designs for the watercourse. By the end of June 2005, the approval process was completed and detailed designs for a 600 m by 135 m watercourse parallel to the shoreline at Marilyn Bell Park were ready for tender. Construction of the dragon boat course (watercourse) was completed on time and on budget at a cost of $23 million. The success of the IBDF Club Crew World Championships resulted in an estimated $24.2 million of new economic activity. The event was the catalyst for the creation of the 600 metre Western Beaches Watercourse Facility. The watercourse was also part of the City of Toronto Council's vision for a revitalized waterfront. Western Waterfront Master Plan In 2009, the City approved a Master Plan for the Western Waterfront that would guide future decisions related to improvements to the public realm within the Western Waterfront over the next twenty years and beyond. The Master Plan provides an overall vision for improving parkland, beaches, break walls, trails, promenades, roads, bridges, servicing, and recreational facilities within the Western Waterfront. The Plan applies to the waterfront area between the Humber River and Exhibition Place and includes Sunnyside Beach and Marilyn Bell Park. Some components of the Plan have been implemented; others have been delayed due to lack of funding. Waterfront Landform Study In 2012 the city approved the Waterfront Landform Study which explored the feasibility and the costs associated with carrying out an Environmental Assessment for the construction of landforms at Ashbridge's Bay and Humber Bay. The purpose of the Humber Bay Islands Landform would be to improve water quality at Sunnyside Beach and protect the shoreline from erosion. Construction of a landform also had the potential to provide an ancillary benefit as it presented an alternative disposal location for clean fill generated from City-wide capital construction projects resulting in disposal and off-site transportation cost savings. The report recommended that the Toronto and Region Conservation Authority, in collaboration with Toronto Water, the Parks, Forestry and Recreation Division, and Waterfront Toronto, initiate an Environmental Assessment Study complying with the requisite Federal and Provincial Environmental Assessment requirements, to support the advancement of these landform. The Ashbridge Bay Environmental Assessment was completed in 2015 with a focus on erosion and sediment control, while integrating previously approved facilities in the local study area. This project is now under construction with an anticipated completion by 2024. Prior to launching the Environmental Assessment for Humber Bay, in 2013 TRCA was asked by the City of Toronto to undertake a preliminary Scoping Study. The purpose of this study was to incorporate improvements in data availability and digital modeling technology to further refine the outcomes of the original Wet Weather Flow Master Plan (WWFMP) completed in 2003 for the Humber River and Humber Bay area. This scoping would then inform and focus the framework for a potential Individual Environmental Assessment (EA) for Humber Bay. Specifically, the Study assessed the requirement for and the feasibility of constructing a landform at the mouth of the Humber River that would improve bacteriological water quality and achieve Blue Flag beach certification at the Western Beaches. Concepts with various length, form and orientation to the shoreline were modelled and evaluated based on constructability and cost. The study concluded that the marginal improvement, if any, in bacteriological water quality at the Western Beaches provided by the deflector arm concepts did not appear at this time to justify the capital costs and risks inherent with the construction of a landform structure at the mouth of the Humber River. Therefore, based on these results, it was determined by the City of Toronto that the Study would not proceed to the Individual EA phase. It should be noted that the Scoping Study only considered deflector arm concepts and did not include broader public use considerations or the potential to address the adjacent deteriorating breakwaters. Extreme Lake Levels In the spring of 2017, water levels in Lake Ontario reached levels higher than had been measured since record keeping began in 1918, and these levels were once again surpassed in 2019. The effect of this flooding was significant across TRCA's jurisdiction. The Toronto Waterfront includes many beaches and recreational infrastructure to the east and west of the downtown core, as well as marina and port -related infrastructure. As much of the Downtown Toronto waterfront is lake -fill, high lake levels result in poor drainage and sewer back-up onto roads and underpasses during times of wet weather. In 2019, portions of Lakeshore Blvd were frequently closed as the storm sewer system could not achieve positive drainage for rainfall. The overtopping of offshore erosion protection structures due to high -lake levels left many areas along the entire waterfront subject to erosion during times of high waves, including the Western Beaches. Impacts to the waterfront areas included significant trail erosion and damage to recreational infrastructure, as well as high water table impacts. The 2019 event was the worst experienced thus far in terms of still -water level, duration of high level, and concurrent windstorms, causing significant wave action and lake seiche. It is important to understand that levels even a few cm higher would have triggered an entire new set of impacts with drastic consequences as outlined below. While TRCA continues to work with municipal partners towards the implementation of resilience measures in certain specific areas, it is important to recognize the significant risk prior to the implementation of such measures, and the significant and widespread risk that will continue to exist in other shoreline areas. Ontario Place Redevelopment The Ontario government has announced details of its plan to revitalize Ontario Place into a world-class destination. Three successful participants from the 2019 Call for Development process Therme Group, Live Nation and Ecorecreo Group will help deliver an exciting, inclusive, and family friendly experience that will play a key role in the province's post - pandemic recovery, both as a tourism destination and as a display of Ontario's strong cultural identity. The government also outlined the next phase of consultations with stakeholders and community members. Across the site, public spaces will be enhanced and brought up to modern standards with new parks, promenades, trails, and beaches. Key heritage and recreational features of the site will be retained and integrated into the redevelopment, including the Cinesphere, the pod complex, the marina, Trillium Park, and the William G. Davis Trail. The province will also work with the Ontario Science Centre to explore opportunities to have science -related tourism and educational programming at the Cinesphere and pod complex. lit is anticipated that the redevelopment of Ontario Place will require some lakefill to achieve the desired design elements such as the West Island beach. The redevelopment will also require compensation for lost habitat if lakefilling is contemplated. Depending on the timing of planned works, and subject to additional feasibility studies, there could be some potential synergies and cost savings if the lakefilling for Ontario Place and the western Beaches occurs at the same time. Fill Deposition Opportunity Several large City Building projects (i.e., Metrolinx — Ontario Line) are currently underway or will be advancing over the next 5 — 10 years. This will generate significant amounts of surplus fill. TRCA staff are currently working with Metrolinx and stakeholders to see if there are opportunities to source appropriate materials that could support elements of The Humber Bay For All Recreation Plan or other waterfront projects being advanced by TRCA and our partners. RATIONALE The Humber Bay Recreation Plan is a community derived concept plan to reinvigorate parkland and public space along the Humber Bay shoreline. The Humber Bay Recreation Plan seeks to reinvigorate the 2012 Waterfront Landform Study and other approved studies, plans, and reports. As the use of open green space increases with Toronto's growing population, the demand for well-designed park space and waterfront access grows with it. The Humber Bay Recreation Plan will create a Green Gateway to the City of Toronto, providing increased accessibility for residents and visitors alike. The addition of new greenspaces will assist in meeting the cities 40% canopy goal through the creation of new forest areas. Furthermore, the concept plan seeks to ease congestion and provide new opportunities for active and passive recreation. In addition, the Humber Bay Recreation Plan intends to create Blue Flag beaches by improving the bay's water quality while creating a new, resilient, functional, and beautiful landscape. Also, the rejuvenated parklands, beaches, and trails within the boundary of the concept plan will be easily accessible by public transit facilities. The Humber Bay Recreation Plan will enhance accessibility along the shoreline by providing: • restored and augmented beaches with greater accessibility; • expanded recreation areas on newly created habitat islands; • improved multi -use recreational trails; improvement of the Martin Goodman Trail; and • aquatic recreational launching docks and rentals and additional restroom facilities. The Plan will also enhance recreational boating opportunities by providing: • new dock and mooring areas; • small boat rental facilities; • habitat islands and recreation areas connected to a new breakwater; and • provision for international scale of sport regattas. Implementation of the Humber Bay Recreation Plan would result in a tremendous benefit to residents of the City of Toronto and beyond. Many projects are now being advanced concurrently in the same geographic area which makes this a particularly good time to discuss synergies between projects and as well as potential cost savings that could also be achieved. Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategy set forth in the TRCA 2013-2022 Strategic Plan Strategy 3 — Rethink greenspace to maximize its value Strategy 7 — Build partnerships and new business models DETAILS OF WORK TO BE DONE TRCA through our work with the City of Toronto will continue to share information with Humber Bay for All and waterfront stakeholders. This includes support to compile all existing plans, reports, and studies within the boundaries of the Humber Bay Recreation Plan to assist in understanding the existing conditions. TRCA staff will also be available to assist the City and stakeholders including Humber Bay for All in developing more detailed budgets and funding proposals to undertake the necessary feasibility studies including an Environmental Assessment(s) and public and stakeholder consultation. Report prepared by: Nancy Gaffney, extension 5313 Emails: nancy.gaff ney@trca.ca For Information contact: Nancy Gaffney, extension 5313 Emails: nancy.gaffney@trca.ca Date: October 13, 2021 Attachment 1: Humber Bay Map Humber Bay Tama.. —...no Dan ueatl b cre98 . map wn of to me Pun s re a & of rooms fl tlab9, e w TRCA Yka F renether na ,w amn at en the Oia and mre,ro ek not BIDA D parlmeyaa a roianhna at en�rme wunm nmro, rnr,Umer imnroairo Tem, Toronto and Region h ' a be re,rmap. {9ema ct lerre be BIDA Rpatlmen,(<16) 661bW0. Conservation May nA, sahe re tetl wAM1wl pamlaelm. Thin b ro, a phn l eurvef. Authority OhMpM1ao - First Baas Snorers ®oueen's GAnBrfor Onlao. Dare: 2021-10-M Author: Web AppButh erfor At RES.#A211/21 - FINALIZED PHASE 1 REGULATIONS UNDER THE CONSERVATION AUTHORITIES ACT, ENVIRONMENTAL REGISTRY OF ONTARIO POSTING (ERO #019-2986) Overview of the recently released Ministry of Environment, Conservation and Parks' (MECP) finalized Phase 1 Regulations under the Conservation Authorities Act and next steps. Moved by: Jack Heath Seconded by: Shelley Carroll IT IS RECOMMENDED THAT this overview of the recently issued Phase 1 Regulations under the Conservation Authorities Act be received for information purposes. CARRIED BACKGROUND On May 13, 2021, MECP posted on the ERO a "REGULATORY PROPOSAL CONSULTATION GUIDE: Regulations Defining Core Mandate and Improving Governance, Oversight and Accountability of Conservation Authorities" for a 45 -day public commenting period ending June 27, 2021. A staff report and preliminary analysis of the ERO posting was received by the Board of Directors at their meeting on May 28, 2021. At the Board of Directors Meeting held on June 25, 2021, Resolution #A142/21 was approved as follows regarding TRCA's draft comments to the ERO: WHEREAS on May 13, 2021, the Ministry of Environment, Conservation and Parks (MECP) posted a 'REGULATORY PROPOSAL CONSULTATION GUIDE: Regulations Defining Core Mandate and Improving Governance, Oversight and Accountability of Conservation Authorities' for public comment on the Environmental Registry of Ontario (ERO); AND WHEREAS THE ERO imposes a June 27, 2021 deadline for submission of comments on this Phase 1 of the MECP's regulatory proposals under the Conservation Authorities Act; THEREFORE, LET IT BE RESOLVED THAT the Toronto and Region Conservation Authority (TRCA) draft comments to ERO #019-2986 be received and that any comments from the Board of Directors inform TRCA's final submission to the ERO, AND FURTHER THAT the Clerk and Manager, Policy, so advise TRCA's partner municipalities, the Ministry of Natural Resources and Forestry, Ministry of Municipal Affairs and Housing, the Building Industry and Land Development Association (BILD), and Conservation Ontario. On October 7, 2021, MECP posted the Notice of Decision and Phase 1 regulations on the ERO. The notice includes a summary of how the 444 comments received through the ERO consultation process informed MECP's decision. Since January, TRCA has been a valued member of the Province's Conservation Authority Working Group and has appreciated the opportunity to provide insight to the Province to help inform aspects of the regulations. The first phase of these regulations aligns with TRCA's support of the provincial requirement for three types of programs and services that conservation authorities provide: (1) legislated as mandatory by the Province, (2) requested by partner municipalities, and (3) other programs and services that the conservation authority determines are advisable to further the purposes of the Act. The purpose of the Act is to "provide for the organization and delivery of programs and services that further the conservation, restoration, development and management of natural resources in watersheds in Ontario". Through engagement with our partner municipalities on non -mandatory programs and services ((2) and (3) above), TRCA is at the forefront of meeting the new regulatory requirements, as we continue to establish comprehensive, updated Memorandums of Understanding, and to refine existing municipal -CA agreements, where required. Based on feedback received from our municipal and agency partners to date, TRCA does not anticipate any changes to its self-sustaining programs and services that benefit our watersheds and the close to 5 million residents and diverse stakeholders within our jurisdiction. Since the outset of this process, TRCA has been supportive of agreements to ensure transparency and accountability with our stakeholders and funding partners. The following sections of this report provide a high-level overview of the new regulations, however, for specific details, accuracy and legal purposes, the most current version of the Conservation Authorities Act and associated Phase 1 regulations published on a -Laws: Ontario Regulation 686/21; Ontario Regulation 687/21 and Ontario Regulation 688/21, should be referenced. Ontario Regulation 686/21: Mandatory Programs and Services This regulation, (refer to Attachment 1), prescribes the mandatory programs and services conservation authorities (CAs) are required to provide and comes into effect on January 1, 2022. These programs and services may be funded by provincial grants and/or conservation authority self -generated revenue (e.g., user fees) and otherwise through the municipal levy. CAs can levy participating municipalities to fund budgeted (revenue) shortfalls. The regulation sets out six mandatory program and service categories. 1. Programs and Services Related to the Risks of Natural Hazards Each CA will be required to implement a program or service to help manage the risk posed by the natural hazards within their jurisdiction, including flooding, erosion, dynamic beaches, hazardous lands, and hazardous sites as defined in the Provincial Policy Statement (2020) and low water or drought conditions as part of Ontario's Low Water Response. Programs and services shall be designed to: • identify natural hazards; • assess risks associated with natural hazards including impacts of climate change; • manage risks associated with natural hazards; and • promote public awareness of the risks associated with natural hazards and areas that are important to the management of natural hazards including wetlands, river or stream valleys, areas adjacent to the Great Lakes shoreline and unstable soils and bedrock. Managing risks associated with natural hazards may include prevention, protection, mitigation, preparedness, and response. The scope of mandatory programs and services related to the risk of natural hazards in O. Reg. 686/21 generally aligns with current TRCA programs and services for this category including: • the collection, provision and management of information (e.g., delineation and mapping of natural hazards, undertaking technical studies, etc.) • the development of and consultation on plans and policies to support programs and services related to the risk of natural hazards functions and responsibilities related to flood forecasting and warning the operation, maintenance, repair and decommissioning of infrastructure owned or managed by TRCA (e.g., water control, erosion control) functions and responsibilities as a public body under the Planning Act or to act on behalf of the Ministry of Northern Development, Mines, Natural Resources and Forestry (i.e., represent the provincial interest) to ensure decisions under the Act are consistent with natural hazard policies in provincial policy statements and plans; provide technical input into and participate in the provincial review of Special Policy Areas, and to independently appeal decisions related to prescribed natural hazards to the Ontario Land Tribunal (OLT) when appropriate to ensure that the provincial interest is met review proposals under the Aggregate Resources Act, Drainage Act, Environmental Assessment Act and Niagara Escarpment Planning and Development Act for the purpose of commenting on the risks related to natural hazards duties, functions and responsibilities to administer and enforce Section 28, 28.0.1 and 30.1 of the Act and regulations made under Section 28 (regulatory permitting responsibilities) The regulation requires CAs to complete by December 31, 2024, the development and implementation of: 1) an ice management plan, if determined necessary within its area of jurisdiction; 2) infrastructure operational plan(s) and 3) infrastructure asset management plan(s). TRCA has no concerns with these requirements or timing of deliverables and will provide further details in future reporting to the Board. In terms of ice management in TRCA's jurisdiction, our focus is on the technical advisory elements of ice management and response, while our municipal partners operationalize the response (e.g., responsible for standby equipment). TRCA's flood forecasting and warning program references ice jam -based flooding and includes a river ice monitoring program. TRCA has infrastructure operational and asset management plans either in place, or in the process of being developed. 2. Programs and Services Related to the Management of Conservation Authority Lands Each CA will be required to implement the mandatory programs and services related to the conservation and management of lands owned or controlled by the authority, including any interests in land registered on title, within their jurisdiction. This includes: • preparing a conservation area strategy by December 31, 2024, per the parameters set out in the regulation • compiling a land inventory by December 31, 2024 • programs and services to maintain facilities, trails or other amenities that support public access and recreational activities in conservation areas in a self-directed nature without CA staffing or programming (e.g., hiking) • programs and services to secure a CA's interests in its lands to prevent unlawful entry and protect the CA from exposure to liability • carrying out programs and services to conserve, protect, rehabilitate, establish and manage natural heritage • administering the Minister's regulations made under section 29 of the Act (governing the rules of conduct on land owned by CAs, including permits and enforcement activities). The scope of activities related to the conservation and management of conservation authority land as set out in the regulation generally align with current TRCA programs and services. It is indicated in the notice of decision on the ERO that as a result of extensive support received through the consultation process, MECP included low maintenance, passive recreation activities. Staff will report back on further details and a work plan to prepare a conservation area strategy and land inventory within the prescribed timelines, as TRCA staff anticipate that the biggest challenge will be finding additional municipal funding to cover these mandatory costs. TRCA comments related to the section 29 regulation (enforcement on CA -owned lands) are provided in a separate section below. 3. Other Programs and Services Prescribed in the Regulation Each CA will be required to provide: • programs and services to continue implementing the provincial stream monitoring program and provincial groundwater monitoring program related to water quality and groundwater quantity monitoring • programs and services to support the CA's function and responsibilities related to the development and implementation of a watershed -based resource management strategy by December 31, 2024, including a summary of existing technical studies, monitoring programs and other information on the natural resources the CA relies on within its area of jurisdiction or in specific watersheds that directly informs and supports the effective delivery of mandatory programs and services. As noted in TRCA's submission to the ERO posting, the value and addition of a watershed - based resource management strategy is a very positive outcome of the Ministry's process and aligns with the collaborative work of CAs, partner municipalities and stakeholders, as stated in the Made -In -Ontario Environment Plan, to focus and deliver on the CA "core mandate of protecting people and property from flooding and other natural hazards and conserving natural resources." In future reporting, further detail will be provided regarding the requirements of the regulation and work plan to meet the December 31, 2024 deadline for completion of the strategy. It should be noted that the TRCA Watershed and Ecosystem Reporting Hub released earlier this year, identifies current conditions and explains the importance of different environmental indicators for understanding watershed and ecosystem health within the watersheds and waterfront in TRCA's jurisdiction. 4. Source Protection Authority under the Clean Water Act, 2006 CAs will be required to continue implementing its responsibilities as source protection authorities under the Clean Water Act, 2006. The scope of mandatory programs and services related to source protection appears to be consistent with the current responsibilities of the Toronto and Region Source Protection Authority for the Credit Valley -Toronto and Region - Central Lake Ontario (CTC) Source Protection Region. 5. Programs and Services Related to Conservation Authority Responsibilities Under an Act Prescribed by Regulation This category recognizes the role of North Bay-Mattawa Conservation Authority as prescribed in regulation to enforce the provisions related to sewage systems under the Building Code Act. As such, this category is not applicable to TRCA. 6. Lake Simcoe Region Conservation Authority duties, functions, and responsibilities under the Lake Simcoe Protection Act, 2008 — Not applicable to TRCA. Ontario Regulation 687/21: Transition Plans and Agreements for Programs and Services Under Section 21.1.2 of the Act This regulation, (refer to Attachment 2), sets out the process, requirements and timelines for CAs to prepare transition plans and enter into agreements with their participating municipalities for the use of municipal funding to finance in whole, or in part, the non -mandatory programs and services to be delivered on behalf of, and at the request of a municipality, or that the authority has determined are advisable to further the purpose of the Act. The following is a summary of the key elements of the regulation: The development of a Transition Plan, which includes a timeline for the CA to meet the requirements for the first and second phases of the transition period (see below). The Transition Plan must be sent to all participating municipalities in the CA's area of jurisdiction and to MECP by December 31, 2021. The Transition Plan must also be published on the CA's website or be made available to the public by such other means as the CA considers advisable. The first phase of the transition period, which includes preparing an inventory of CA programs and services and circulating the inventory to all participating municipalities in the CA's area of jurisdiction, as well as any other municipality that the CA has entered into, or intends to enter into, an agreement with. The first phase of the transition period must be completed by February 28, 2022, but changes can be made to the inventory after that date in response to municipal feedback. The inventory will be categorized as Category 1- mandatory programs and services; Category 2 — municipal programs and services; and Category 3 — other programs and services. The second phase of the transition period includes CA consultation with municipalities on the inventory outlined above, CAs taking the necessary steps to enter into MOUS and SLAs with municipalities, and the submission of six progress reports to MECP on specified dates providing an update on the MOU development process and associated discussions with partner municipalities. Requirements for the agreement themselves, including term length and other conditions, are also outlined. The deadline for completion of the second phase of the transition period, which includes the execution of MOUs and SLAs with participating municipalities for Category 2 and Category 3 programs and services, is January 1, 2024. A more detailed staff report with a Transition Plan for the review, comment and approval will be coming forward in November, in advance of the Province's December 31, 2021 deadline. As TRCA has already developed a draft template MOU, SLA and Letter Agreement, and as TRCA staff currently provide quarterly reports to the Board of Directors on the progress of developing agreements with partner municipalities, it is anticipated that TRCA will meet or exceed the requirements of the regulation. While the regulation has set a deadline of January 1, 2024 for the execution of agreements, it is recommended that municipalities continue to work with TRCA to advance drafts of MOUs and SLAs and execute in Q1/Q2 of 2022 to ensure timely implementation of MOU/SLA benefits and in recognition of municipal timelines. Ontario Regulation 688/21: Rules of Conduct in Conservation Areas This regulation, (refer to Attachment 3), consolidates all the current individual CA'Conservation Area' regulations made under section 29 of the Act into one Minister's regulation that regulates the public use of CA owned lands that are not under management agreement. The regulation essentially maintains current business practice with no significant updates, such as the modernization of compliance tools. The timeline for this regulation to come into force is to be determined; it is anticipated to come into force at the same time the amendment to Section 29 of the Act is proclaimed, as well as the remaining amendments that have yet to come into force, including the enforcement and compliance provisions under Section 30.4 (stop work orders) of the CA Act are proclaimed. The administration of the section 29 regulation is a mandatory program and service related to the management of land owned by CAs. Throughout the review of the CA Act, TRCA requested the Province to enhance the section 29 regulatory enforcement and compliance provisions to be consistent with the protections afforded under the Provincial Parks and Conservation Reserves Act to adequately protect or 16,860 ha, (owned and managed), public landholdings. TRCA's ERO submission to the Phase 1 Regulatory Proposals provided detailed examples of enforcement provisions needed to improve compliance, ensure public and CA officer safety, and effectively deter undesirable activities and behaviour on TRCA landholdings. In light of the above, and notwithstanding the decision summary acknowledgment in the ERO notice of decision, TRCA will continue to reiterate its recommendation that the Ministry convene a working group with staff from the Province, Association of Municipalities of Ontario (AMO)/municipalities, CAs and enforcement agencies to identify a long term, sustainable strategy that will enable CAs to fulfill their obligations to monitoring and enforcement action on CA -owned or managed lands where applicable, as established under section 29 of the CA Act. Regulation to Require "Community" Advisory Boards As per the decision notice on the ERO, the Ministry did not proceed with the regulation that would have required CAs to establish a community advisory board, as many CAs across Ontario already have a diverse range of advisory boards and CAs can continue to include additional members, including from Indigenous communities, where there is interest. Further, where there is not an existing advisory board, CAs will continue to have the ability to establish one where they consider it appropriate and useful. TRCA currently has two active advisory boards: Partners in Project Green (PPG) and the Regional Watershed Alliance (RWA). Each of these advisory boards have a comprehensive Terms of Reference, which are incorporated into TRCA's Administrative By-law. TRCA's Board of Directors also recently approved the establishment of a multi -stakeholder Natural Science and Education Committee and associated Terms of Reference. Phase 2 Regulatory Proposals In the coming months, MECP will be consulting on the second phase of regulatory proposals under the CA Act, including: • details on municipal levy provisions related to mandatory and non -mandatory programs and services • details on the proposed budget process • classes of programs and services that the Minister would approve for the charging of user fees by conservation authorities Relationship to Building the Living City, the TRCA 2013-2022 Strategic Plan This report supports the following strategies set forth in the TRCA 2013-2022 Strategic Plan: Strategy 2 — Manage our regional water resources for current and future generations Strategy 4 — Create complete communities that integrate nature and the built environment Strategy 7 — Build partnerships and new business models Strategy 8 — Gather and share the best sustainability knowledge Strategy 12 — Facilitate a region -wide approach to sustainability FINANCIAL DETAILS Staff are engaged in this policy analysis work per the normal course of duty, with funding support provided by TRCA's participating municipalities to account 120-12. No additional funding is proposed to support the policy analysis work associated with the preparation of these comments. DETAILS OF WORK TO BE DONE Staff are undertaking the following next steps: • Advancing and protecting TRCA interests through Senior Leadership Team representatives' role on the Conservation Authority Working Group • Future reports to the Board of Directors related to the deliverables set out in the Phase 1 Regulations (e.g., Transition Plan report in November 2021, etc.) • Ongoing updates to the Board of Directors on work underway to update and achieve Memorandums of Understanding (MOUs) and Service Level Agreements (SLAB) with partner municipalities Continuing to inform the Board of Directors on any new postings on the ERO or other provincial initiatives related to the CA Act regulations and any outcomes of engagements with the Province Report prepared by Laurie Nelson, extension 5281 Emails: laurie.nelsont7a trca.ca For Information contact: Laurie Nelson, extension 5281 Emails: laurie.nelson(aDtrca.ca Date: October 20, 2021 Attachments: 3 Attachment 1: Ontario Regulation 686/21, Attachment 2: Ontario Regulation 687/21, Services Under Section 21.1.2 of The Act Attachment 3: Ontario Regulation 688/21, Mandatory Programs and Services Transition Plans and Agreements for Programs and Rules of Conduct in Conservation Areas Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services Franlrais ONTARIO REGULATION 686/21 made under the CONSERVATION AUTHORITIES ACT Made: September 29, 2021 Filed: October 1, 2021 Published on e -Laws: October 4, 2021 Printed in The Ontario Gazette: October 16, 2021 MANDATORY PROGRAMS AND SERVICES RISK OF NATURAL HA7ARDs Risk of certain natural hazards 1. (1) An authority shall provide the programs and services set out in sections 2 to 8 related to the following types of natural hazards: 1. Dynamic beach hazard. 2. Erosion hazard. 3. Flooding hazard. 4. Hazardous lands. 5. Hazardous sites. 6. Low water or drought conditions. (2) The authority shall design the programs and services referred to in subsection (1) to achieve the following objectives: 1. Developing an awareness of the areas that are important for the management of the natural hazards referred to in subsection (1) that are within the authority's area of jurisdiction, including, i. wetlands, ii. river or stream valleys, CONTENTS RISK OF NATURAL HAZARDS 1. Risk of certain natural hazards 2. Flood forecasting and warning 3. Drought or low water response 4. Ice management 5. Infrastructure 6. Comment re applications, proposals 7. Plan review, comments 8. Administering and enforcing the Act CONSERVATION AND MANAGEMENT OF LANDS 9. Required components 10. Conservation area strategy 11. Land inventory OTHER PROGRAMS AND SERVICES 12. Required components SOURCE PROTECTION AUTHORITY UNDER THE CLEAN WATER ACT, 2006 13. Required components PRESCRIBED ACT 14. Building Code Act, 1992 LAKE SIMCOE REGION CONSERVATION AUTHORITY 15. Lake Simcoe Region Conservation Authority AMENDMENT TO THIS REGULATION 16. Amendment to this Regulation COMMENCEMENT 17. Commencement RISK OF NATURAL HA7ARDs Risk of certain natural hazards 1. (1) An authority shall provide the programs and services set out in sections 2 to 8 related to the following types of natural hazards: 1. Dynamic beach hazard. 2. Erosion hazard. 3. Flooding hazard. 4. Hazardous lands. 5. Hazardous sites. 6. Low water or drought conditions. (2) The authority shall design the programs and services referred to in subsection (1) to achieve the following objectives: 1. Developing an awareness of the areas that are important for the management of the natural hazards referred to in subsection (1) that are within the authority's area of jurisdiction, including, i. wetlands, ii. river or stream valleys, Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services iii. areas that are adjacent to or close to the shoreline of the Great Lakes -St. Lawrence River System or to an inland lake and that may be affected by flooding, erosion or dynamic beach hazards, and iv. unstable soils or bedrock. 2. Understanding the risks related to natural hazards referred to in subsection (1), including how these risks may be affected by climate change. 3. Managing the risks related to natural hazards referred to in subsection (1), including preventing or mitigating those risks. 4. Promoting public awareness of the risks related to natural hazards described in subsection (1). (3) Where the authority considers it advisable to help ensure it complies with its obligation to provide the programs and services described in sections 2 to 8, the authority shall, to the extent it considers appropriate, ensure those programs and services include the following components: 1. The collection, provision and management of information enabling the authority to, i. delineate and map areas of natural hazards within its area of jurisdiction, ii. study surface water hydrology and hydraulics, including surface water flows and levels, and the related interactions between surface and ground water, iii. study stream morphology, iv. study the potential effects of climate change on natural hazards, and v. study the management of natural hazards. 2. The development of plans and policies that will support the delivery of those programs and services. 3. Public awareness, education and outreach components related to the risk of natural hazards within the authority's area ofjurisdiction. 4. Consultation on the development and provision of those programs and services. (4) In this section, "dynamic beach hazard", "erosion hazard", "flooding hazard", "hazardous sites", "hazardous lands" and "wetland" have the same meaning as in the Provincial Policy Statement, 2020 issued under section 3 of the Planning Act. Flood forecasting and warning 2. (1) An authority shall provide programs and services to support its functions and responsibilities related to flood forecasting and warning as set out in subsection (2). (2) The authority's functions and responsibilities with respect to flood forecasting and warning mentioned in subsection (1) are the following: 1. Maintaining information on surface water hydrology and the areas within the authority's area of jurisdiction that are vulnerable to flooding events. 2. Developing operating procedures for flood forecasting and warning, including flood contingency procedures to ensure continuity of an authority's operations in respect of flood forecasting and warning. 3. Maintaining a stream flow monitoring network that, at a minimum, includes stream flow gauges available as part of the provincial -federal hydrometric network and, where the authority considers it advisable, includes additional local stream flow gauges. 4. Monitoring of weather and climate information, snow surveys and observed water levels and flows utilizing local, provincial and federal data sources. 5. Analysis of local surface water hydrologic conditions related to flood potential and risk, including flood forecasting, to understand and quantify the response and potential impacts within watersheds to specific events and conditions. 6. Communications to inform persons and bodies that the authority considers advisable of the potential or actual impact of flood events in a timely manner. 7. Provision of ongoing information and advice to persons and bodies mentioned in paragraph 6 to support,. i. emergency and flood operations during a flood event, and ii. documentation of flood events. Drought or low water response 3. (1) An authority shall provide programs and services to support its functions and responsibilities to facilitate drought and low water forecasting and warning as set out in subsection (2). Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services (2) The authority's functions and responsibilities with respect to drought and low water forecasting and warning mentioned in subsection (1) are the following: 1. Maintaining information on surface water hydrology and the areas within the authority's area of jurisdiction that are vulnerable to drought or low water events. 2. Maintaining a stream flow monitoring network that, at a minimum, includes stream flow gauges available as part of the provincial -federal hydrometric network and, where the authority considers it advisable, includes additional local stream flow gauges. 3. Monitoring of weather and climate information, snow surveys and water levels and flows utilizing local, provincial and federal data sources. 4. Analysis of local surface water hydrologic conditions related to risk of drought and low water events. 5. Gathering information to determine when low water levels exist within the authority's area of jurisdiction and initiating and maintaining the appropriate response to confirmed low water levels in accordance with the document entitled Ontario Low Water Response, dated March 2010, and available on request from the Ministry of Northern Development, Mines, Natural Resources and Forestry, as amended from time to time. 6. Communications to inform persons or bodies that the authority considers advisable of the potential or actual impact of drought and low water events in a timely manner. 7. Provision of ongoing information and advice to persons and bodies mentioned in paragraph 6 to support, i. emergency and drought or low water activities during a drought or low water event, and ii. documentation of drought and low water events. Ice management 4. (1) An authority shall provide programs and services for ice management within its area of jurisdiction, if the authority determines that ice management is necessary to reduce the risks associated with natural hazards referred to in subsection 1 0). (2) Programs or services provided under subsection (1) shall include the development and implementation of an ice management plan on or before December 31, 2024 that identifies, (a) how ice within the authority's area of jurisdiction may increase the risk of natural hazards; and (b) the steps that are necessary to mitigate these risks, including identifying equipment and resources needed to cant' out these steps. (3) An authority may update the ice management plan referred to in subsection (2) from time to time as the authority considers it advisable. Infrastructure 5. (1) Subject to subsection (3), an authority shall provide programs and services that support the operation, maintenance, repair and decommissioning of the following types of infrastructure the authority owns or manages: 1. Any water control infrastructure, the purpose of which is to mitigate risks to life and damage to property resulting from flooding or to assist in flow augmentation. 2. Any erosion control infrastructure. (2) Programs or services provided under subsection (1) shall include the following components: 1. The development and implementation of an operational plan on or before December 31, 2024. 2. The development and implementation of an asset management plan on or before December 31, 2024. 3. The undertaking of any technical or engineering studies necessary to ensure the proper operation and maintenance of the infrastructure to which the program or service applies. (3) If an authority enters into an agreement with an owner of infrastructure mentioned in paragraph 1 or 2 of subsection (1) to manage the infrastructure on the owner's behalf, the authority shall provide the programs and services to operate, maintain, repair and decommission the infrastructure only in accordance with its obligations under the agreement. (4) An authority may update the plans mentioned in paragraphs 1 and 2 of subsection (2), from time to time, as the authority considers it advisable. Comment re applications, proposals Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services 6. (1) An authority shall provide programs and services to enable the authority to review proposals made under an Act mentioned in subsection (2) for the purpose of commenting on the risks related to natural hazards arising from the proposal where the authority considers it advisable. (2) The Acts referred to in subsection (1) are the following: 1. The Aggregate Resources Act. 2. The Drainage Act. 3. The Environmental Assessment Act. 4. The Niagara Escarpment Planning and Development Act. Plan review, comments 7. (1) An authority shall provide programs and services to ensure the authority satisfies the functions and responsibilities set out in subsection (2), whether acting on behalf of the Ministry of Northern Development, Mines, Natural Resources and Forestry or in its capacity as a public body under the Planning Act, for the purposes of helping to ensure that the decisions under that Act are, (a) consistent with the natural hazards policies in the policy statements issued under section 3 of the Planning Act, but not including those policies related to hazardous forest types for wildland fire; and (b) where applicable, conform with any natural hazards policies included in a provincial plan as defined in section 1 of the Planning Act, but not including those policies related to hazardous forest types for wildland fire. (2) The functions and responsibilities mentioned in subsection (1) are the following: 1. Reviewing applications or other matters under the Planning Act and, where the authority considers it advisable, providing comments; technical support or information to the responsible planning authority under that Act for the purposes set out in subsection (1). 2. When requested to by the Ministry of Municipal Affairs and Housing, providing comments directly to the Ministry within the timeframes requested by the Ministry on applications or other matters under the Planning Act. 3. When requested to by a municipality or planning board, providing advice, technical support, training and any information the municipality or planning board requires for the purposes set out in subsection (1). 4. Apprising the Ministry of Municipal Affairs and Housing of any applications or matters under the Planning Act where the authority is of the opinion that there is an application or other matter that should be brought to the attention of the Government of Ontario. 5. Providing technical input into and participating in provincial review of applications for approval of a "Special Policy Area" within the meaning of the Provincial Policy Statement, 2020 issued under section 3 of the Planning Act. 6. When requested to by the Ministry of Municipal Affairs and Housing, providing support to the Ministry in appeals on applications or other matters under the Planning Act on behalf of the Province at the Ontario Land Tribunal for the purposes set out in subsection (1). 7. Undertaking an appeal to the Ontario Land Tribunal of a decision under the Planning Act as a public body in accordance with that Act if, i. the appeal relates to a purpose described in subsection (1), and ii. the authority considers it advisable. Administering and enforcing the Act 8. An authority shall provide programs and services to ensure that the authority carries out its duties, functions and responsibilities to administer and enforce the following: 1. Section 28 of the Act. 2. The regulations made by the authority under section 28 of the Act. 3. Section 28.0.1 of the Act. 4. Section 30.1 of the Act. CONSERVATION AND MANAGEMENT OF LANDS Required components 9. (1) Programs and services provided by an authority with respect to the conservation and management of lands under subparagraph 1 ii of subsection 21.1 (1) of the Act shall include the following: Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services 1. A conservation area strategy, prepared on or before December 31, 2024 for all lands owned or controlled by the authority, including any interests in land registered on title, that meets the requirements set out in section 10. 2. Where the authority considers it advisable to achieve the objectives referred to in paragraph 1 of subsection 10 (1), i. programs and services to secure the authority's interests in its lands that include measures for fencing, signage, patrolling and any other measures to prevent unlawful entry on the authority's land and to protect the authority from exposure to liability under the Occupiers' Liability Act, ii. programs and services to maintain any facilities, trails or other amenities that support public access and recreational activities in conservation areas and that can be provided without the direct support or supervision of staff employed by the authority or by another person or body, iii. programs and services to enable the authority, in its capacity as an owner of land, to make applications or comment on matters under the Planning Act, iv. programs and services to conserve, protect, rehabilitate, establish, and manage natural heritage located within the lands owned or controlled by the authority, v. programs and services to plant trees on lands owned or controlled by the authority, excluding commercial logging, and vi. the development of one or more policies governing land acquisitions and land dispositions. 3. A land inventory, prepared on or before December 31, 2024, that meets the requirements set out in section 11. 4. Programs and services to ensure that the authority carries out its duties, functions and responsibilities to administer regulations made under section 29 of the Act. (2) For greater certainty, programs and services with respect to the conservation and management of lands under subparagraph 1 ii of subsection 2 1. 1 (1) of the Act do not apply to any lands where the authority has no legal interest in the lands registered on title and the authority has entered into an agreement with another person or body to manage the lands on the person's or body's behalf. Conservation area strategy 10. (1) A conservation area strategy referred to in paragraph 1 of subsection 9 (1) shall include the following components: 1. Objectives established by the authority that will inform the authority's decision-making related to the lands it owns and controls, including decisions related to policies governing the acquisition and disposition of such lands. 2. Identification of the mandatory and non -mandatory programs and services that are provided on land owned and controlled by the authority, including the sources of financing for these programs and services. 3. Where the authority considers it advisable to achieve the objectives referred to in paragraph 1, an assessment of how the lands owned and controlled by the authority may, i. augment any natural heritage located within the authority's area ofjurisdiction, and ii. integrate with other provincially or municipally owned lands or other publicly accessible lands and trails within the authority's area of jurisdiction. 4. The establishment of land use categories for the purpose of classifying lands in the land inventory described in section 11 based on the types of activities that are engaged in on each parcel of land or other matters of significance related to the parcel. 5. A process for the periodic review and updating of the conservation area strategy by the authority, including procedures to ensure stakeholders and the public are consulted during the review and update process. (2) The authority shall ensure stakeholders and the public are consulted during the preparation of the conservation area strategy in a manner that the authority considers advisable. (3) The authority shall ensure that the conservation area strategy is made public on the authority's website, or by such other means as the authority considers advisable. Land inventory 11. (1) The land inventory referred to in paragraph 3 of subsection 9 (1) shall include the following information for every parcel of land the authority owns or controls: 1. The location of the parcel. 2. The identification of any information the authority has in its possession in respect of the parcel, including any surveys, site plans or other maps. 3. When the authority acquired the parcel. Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services 4. Whether the parcel was acquired using a grant made under section 39 of the Act. 5. Whether the parcel was acquired through an expropriation. 6. Whether the authority owns the parcel or has a registered legal interest in the parcel, including an easement. 7. Identification of the land use categories mentioned in paragraph 4 of subsection 10 (1) that apply to the parcel. 8. For the purpose of ensuring a program or service is not included as a mandatory program or service under subparagraph 2 ii or v of subsection 9 (1), identification of whether, i. a recreational activity is provided on the parcel that requires the direct support or supervision of staff employed by the authority or by another person or body, or ii. commercial logging is carried out on the parcel. (2) The land inventory shall include a process for the periodic review and updating of the inventory by the authority. OTHER PROGRAMS AND SERVICES Required components 12. (1) An authority shall provide the following programs and services in accordance with paragraph 2 of subsection 21.1 (1) of the Act: 1. Programs and services to support the authority's functions and responsibilities related to the implementation and enhancement of the provincial groundwater monitoring program in accordance with subsection (2). 2. Programs and services to support the authority's functions and responsibilities related to the implementation and enhancement of the provincial stream monitoring program in accordance with subsection (3). 3. Programs and services to support the authority's functions and responsibilities related to the development and implementation of a watershed -based resource management strategy on or before December 31, 2024, in accordance with subsection (4). (2) The authority shall perform the following functions and responsibilities with respect to supporting the implementation and enhancement of the Ministry's provincial groundwater monitoring program mentioned in paragraph I of subsection (1): 1. Collecting groundwater samples from wells that are part of the groundwater monitoring program. 2. Submitting samples and associated site information to a laboratory approved by the Ministry for analysis of parameters required by the groundwater monitoring program. 3. Collecting in -field groundwater data and in -field weather data for submission to the Ministry from sites that are part of the groundwater monitoring program. 4. Assessing and maintaining groundwater monitoring program sites and wells for safety and access. 5. Complying with the Ministry's procedures if a sample exceeds a drinking water quality standard set out in Ontario Regulation 169/03 (Ontario Drinking Water Quality Standards) made under the Safe Drinking Water Act, 2002. 6. Deploying, removing, operating, calibrating and maintaining all equipment provided by the Ministry for the authority's use when carrying out its functions and responsibilities under the groundwater monitoring program. 7. Carrying out administrative support for the process of procuring groundwater monitoring program equipment, equipment repair services, well repair services, well construction services and well decommissioning services. 8. Cost sharing, with the Ministry, the construction or decommissioning of wells that are part of the groundwater monitoring program. 9. Where a groundwater monitoring well that is partof the groundwater monitoring program is to be located on property not owned by the authority, establishing and maintaining an agreement with the owner of the property to ensure the authority has access to the well. 10. Participating in meetings or training scheduled by the Ministry related to the groundwater monitoring program. (3) The authority shall satisfy the following functions and responsibilities with respect to supporting the implementation and enhancement of the provincial stream monitoring program mentioned in paragraph 2 of subsection (1): 1. Collecting stream samples from sampling sites that are part of the stream monitoring program. 2. Submitting samples and associated site information to a laboratory approved by the Ministry for analysis of parameters required by the stream monitoring program. 3. Collecting in -field stream water data for submission to the Ministry from sites that are part of the stream monitoring program. Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services 4. Assessing and maintaining stream monitoring program sites for safety and access. Deploying, removing, operating, calibrating and maintaining all equipment provided by the Ministry for the authority's use when carrying out its functions and responsibilities under the stream monitoring program. 6. Participating in meetings or training scheduled by the Ministry related to the stream monitoring program. (4) The watershed -based resource management strategy referred to in paragraph 3 of subsection (1) shall include the following components: 1. Guiding principles and objectives that inform the design and delivery of the programs and services that the authority is required to provide under section 21.1 of the Act. 2. A summary of existing technical studies, monitoring programs and other information on the natural resources the authority relies on within its area of jurisdiction or in specific watersheds that directly informs and supports the delivery of programs and services under section 21.1 of the Act. 3. A review of the authority's programs and services provided under section 21.1 of the Act for the purposes of, i. determining if the programs and services comply with the regulations made under clause 40 (1) (b) of the Act, ii. identifying and analyzing issues and risks that limit the effectiveness of the delivery of these programs and services, and iii. identifying actions to address the issues and mitigate the risks identified by the review, and providing a cost estimate for the implementation of those actions. 4. A process for the periodic review and updating of the watershed -based resource management strategy by the authority that includes procedures to ensure stakeholders and the public are consulted during the review and update process. (5) Subject to subsections (6) and (7), a watershed -based resource management strategy may include programs and services provided by the authority under sections 21.1.1 and 21.1.2 of the Act. (6) If, in respect of programs and services the authority provides under subsection 21.1.1 (1) of the Act, a memorandum of understanding or other agreement is required, a watershed -based resource management strategy may not include those programs and services unless the memorandum of understanding or other agreement includes provisions that those programs and services be included in the strategy. (7) If, in respect of programs and services the authority provides under subsection 21.1.2 (1) of the Act, an agreement is required under subsection 21.1.2 (2), a watershed -based resource management strategy may not include those programs and services unless the agreement includes provisions that those programs and services be included in the strategy. (8) The authority shall ensure stakeholders and the public are consulted during the preparation of the watershed -based resource management strategy in a manner that the authority considers advisable. (9) The authority shall ensure that the watershed -based resource management strategy is made public on the authority's website, or by such other means as the authority considers advisable. SOURCE PROTECTION AUTHORITY UNDER THE CLEAN WATER ACT, 2006 Required components 13. (1) An authority shall provide the following programs and services under subparagraph 1 iii of subsection 21.1 (1) of the Act: 1. Programs and services to ensure the authority carries out its duties, functions and responsibilities as a source protection authority under the provisions of the Clean Water Act, 2006, other than any duties, functions or responsibilities of the authority under Part IV of that Act where the authority has entered into a delegation agreement with a municipality to administer that Part, including the duties set out in subsection (2). 2. Programs and services set out in subsection (3) intended to support the authority's ability to carry out its duties, functions and responsibilities under paragraph 1 of this subsection. (2) The duties, functions and responsibilities referred to in paragraph 1 of subsection (1) are the following: 1. The operation of the source protection committee that has been established for the authority's area or region under the Clean Water Act, 2006. 2. If the authority has been consolidated into a drinking water source protection region established by the Minister under section 6 of that Act, fulfilling its obligations under the agreement referred to in that section. 3. The preparation of amendments to source protection plans in accordance with section 34 or 35 of that Act, as the case may be. 4. Assisting in the review of source protection plans under section 36 of that Act. Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services 5. If the authority is designated in a significant threat policy in a source protection plan as being responsible for implementing the policy, fulfilling its obligation to implement the policy in accordance with section 38 of that Act. 6. If the authority is designated in a source protection plan as being responsible for implementing a policy governing monitoring, complying with its obligation to conduct the monitoring program in accordance with section 45 of that Act. 7. The preparation of annual progress reports in accordance with section 46 of that Act. 8. Satisfying any roles and responsibilities assigned to the authority in a source protection plan if the authority is designated by a policy in the plan as the body responsible for implementing the policy, other than those policies referred to in paragraphs 5 and 6. (3) The duties, functions and responsibilities referred to in paragraph 2 of subsection (1) are the following: 1. Responding to inquires relating to, i. the Clean Water Act, 2006, ii. the source protection plan that applies to the authority's source protection area, and iii. any of the authority's duties, functions and responsibilities under that Act. 2. Conducting assessments to determine whether a source protection plan is up to date. 3. Assisting in the co-ordination and implementation of the source protection plan that applies to the authority's source protection area. 4. Where the authority considers it advisable, reviewing and commenting on any proposal made under another Act that is circulated to the authority for the purpose of determining, i. whether the proposal relates to a significant drinking water threat that is governed by the plan, or ii. the proposal's potential impact on any drinking water sources protected by the plan. (4) In this section, "significant drinking water threat" and "significant threat policy" have the same meaning as in the Clean Water Act, 2006. PRESCRIBED ACT Building Code Act 1992 14. (1) The Building Code Act,. 1992 is prescribed for the purposes of subparagraph 1 iv of subsection 21.1 (1) of the Act. (2) If, under subsection 3.1 (1) of the Building Code Act, 1992, an authority is prescribed responsibility in the building code for the enforcement of provisions of that Act and the building code related to sewage systems in the municipalities and territory without municipal organization prescribed in the building code, the authority shall provide programs and services to ensure that the authority carries out its duties, functions and responsibilities to enforce those provisions and the building code in the geographic areas prescribed in the building code for that authority. LAKE SIMCOE REGION CONSERVATION AUTHORITY Lake Simcoe Region Conservation Authority 15. In addition to any other programs and services it is required to provide under the Act and this Regulation, the Lake Simcoe Region Conservation Authority shall provide the following programs and services in respect of its duties, functions and responsibilities under the Lake Simcoe Protection Act, 2008: 1. Programs and services to ensure the authority complies with its duties under subsection 6 (9) of the Lake Simcoe Protection Act, 2008 in respect of the decisions the authority makes related to permissions required under this Act. 2. If, under section 11 of the Lake Simcoe Protection Act, 2008, the authority is identified in the Lake Simcoe Protection Plan as being responsible for implementing a policy governing monitoring, programs and services for the purpose of complying with that obligation. 3. If the authority is identified in a strategic action policy in the Lake Simcoe Protection Plan, other than Policy 6.19 -SA, as a body that is responsible for leading the implementation of the policy or collaborating with other bodies to implement the policy, programs and services to ensure the authority satisfies its functions and responsibilities set out in those policies. 4. For the purpose of supporting the programs and services referred to in paragraphs 1 to 3, programs and services to, i. respond to inquiries related to the Lake Simcoe Protection Plan and the authority's role under the Plan, ii. assist in the co-ordination and implementation of the Lake Simcoe Protection Plan,. Attachment 1: Ontario Regulation 686/21, Mandatory Programs and Services iii. assist in the review of the Lake Simcoe Protection Plan under section 17 of the Lake Simcoe Protection Act, 2008, and iv. review and comment on proposals made under other Acts that are circulated to the authority for the purpose of determining the proposal's impact on the Lake Simcoe Protection Plan and the Lake Simcoe watershed. AMENDMENT TO THIS REGULATION Amendment to this Regulation 16. Section 8 of this Regulation is revoked and the following substituted: Administering and enforcing the Act 8. An authority shall provide programs and services to ensure that the authority satisfies its duties, functions and responsibilities to administer and enforce the provisions of Parts VI and VII of the Act and any regulations made under those Parts. COMMENCEMENT Commencement 17. (1) Subject to subsections (2) and (3), this Regulation comes into force on the later of January 1, 2022 and the day it is filed. (2) Sections 9, 12, 13 and 14 come into force on the later of the day subsection 8 (1) of Schedule 6 to the Protect, Support and Recover from COVID-19 Act (Budget Measures), 2020 comes into force, January 1, 2022 and the day this Regulation is filed. (3) Section 16 comes into force on the later of the day subsection 15 (2) of Schedule 6 to the Protect, Support and Recover from COVID-19 Act (Budget Measures), 2020 comes into force and the day this Regulation is filed. Frangais Back to top Attachment 2: Ontario Regulation 687121, Transition Plans and Agreements for Programs and Services Under 1 Section 21.1.2 of The Act Frangais ONTARIO REGULATION 687/21 made under the CONSERVATION AUTHORITIES ACT Made: September 21, 2021 Filed: October 1, 2021 Published on a -Laws: October 4, 2021 Printed in The Ontario Gazette: October 16, 2021 TRANSITION PLANS AND AGREEMENTS FOR PROGRAMS AND SERVICES UNDER SECTION 21.1.2 OF THE ACT Definitions 1. In this Regulation, "cost apportioning agreement" means an agreement between an authority and one or more participating municipalities in the authority's area of jurisdiction that, (a) is required under subsection 21.1.2 (2) of the Act on and after the transition date, and (b) apportions capital costs referred to in section 25 of the Act and operating expenses referred to in section 27 of the Act that are associated with the provision of certain programs and services under section 21.1.2 of the Act to the participating municipalities; ("entente de r6partition des cofits") "inventory" means an inventory prepared by an authority of the authority's programs and services; ("inventaire") "transition date" means the day prescribed under subsection 2 (1); ("date de transition") "transition period" means the period that begins on the 60th day after the day this Regulation comes into force and ends on the transition date. ("p&riode de transition") Transition date 2. (1) January 1, 2024 is prescribed for the purposes of subsections 21.1.2 (2), 21.1.4 (1), 25 (1.1) and 27 (1.1) of the Act, as the day an authority is required to enter into one or more cost apportioning agreements with the participating municipalities. (2) For greater certainty, entering into a cost apportioning agreement before the transition date, (a) demonstrates that the transition plan required under subsection 21.1.4 (1) of the Act has been successfully implemented so as to ensure the authority's compliance with subsection 21.1.2 (2) of the Act; and (b) ensures that, on and after the transition date, the authority, (i) is not prohibited by subsection 21.1.2 (2) of the Act from providing any program or service under section 21.1.2 of the Act that requires financing by one or more participating municipalities, (ii) is not prevented by subsection 25 (1.1) of the Act from including any capital costs that are connected to a project related to a program or service under section 21.1.2 of the Act in the apportionment of capital costs of projects among the participating municipalities under section 25 of the Act, and (iii) is not prevented by subsection 27 (1.1) of the Act from including any operating expenses that are related to a program or service under section 21.1.2 of the Act in the apportionment of annual operating expenses among the participating municipalities under section 27 of the Act. Transition plans 3. Every authority shall, on or before December 31, 2021, (a) develop a transition plan that includes a timeline for the authority to meet the requirements for the first and second phases of the transition period, as set out in this Regulation; (b) send a copy of the transition plan to each participating municipality in the authority's area of jurisdiction and to the Ministry; and (c) publish a copy of the transition plan on the authority's website or make the transition plan available to the public by such other means as the authority considers advisable. First and second phases of transition period requirements Attachment 2: Ontario Regulation 687121, Transition Plans and Agreements for Programs and Services Under 2 Section 21.1.2 of The Act 4. Requirements for the first phase of the transition period must be met by February 28, 2022 and requirements for the second phase of the transition period must be met by the transition date. First phase of transition period 5. (1) During the first phase of the transition period and no later than February 28, 2022, an authority shall, (a) prepare an inventory in accordance with paragraph 1 of subsection 21.1.4 (2) of the Act; (b) circulate the inventory to all the participating municipalities in the authority's area of jurisdiction and, if the authority considers it advisable, to any other municipality with which the authority has entered into, or intends to enter into, a memorandum of understanding or other agreement; (c) maintain a record of the municipalities referred to in clause (b) and the date upon which the inventory was circulated to each municipality; and (d) provide the inventory and the record prepared under clause (c) to the Ministry. (2) The authority may make changes to the inventory after February 28, 2022 to address comments or other feedback submitted by a municipality referred to in clause (1) (b). (3) If changes are made to the inventory in accordance with subsection (2), the authority shall, (a) include the changed inventory in the next progress report required to be submitted to the Ministry under subsection 7 (2); and (b) ensure that the progress report clearly describes the changes between the previous inventory and the changed inventory. Inventory of programs and services 6. (1) An authority shall prepare an inventory to include in its transition plan in accordance with this section. (2) In preparing the inventory, the authority shall ensure that, (a) the inventory lists all the programs and services that the authority is providing as of February 28, 2022; (b) the inventory lists all the programs and services described in subsection (7) that the authority intends to provide after February 28, 2022; and (c) for each program or service listed in accordance with clause (a) or (b), the authority, (i) estimates of the total annual cost of providing the program or service in the following manner and includes the estimate in the inventory: (A) if the program or service has been provided by the authority for a period of five or more years, calculate the average annual cost of providing the program or service for five years, (B) if the program or service has been provided by the authority for a period of less than five years, calculate the average annual cost of providing the program or service based on the period that the program was offered, (C) if the program or service has not been provided by the authority but is intended to be provided after February 28, 2022, calculate the average annual cost of providing the program or service based on the authority's best assessment of what the costs will be and provide an explanation for the assessment, and (D) if the authority is of the opinion that the average annual cost determined under sub -subclause (A) or (B) does not reflect the average annual cost to provide the program or service in the future, adjust the average annual cost and provide an explanation for this adjustment, (ii) indicates the sources of funding available to cover the total annual cost estimated in subclause (i), including any municipal funding provided through municipal levy, provincial or federal funding, private funding or funding generated by the authority through user fees or otherwise, and (iii) provides an estimate of the percentage of the total annual cost estimated in subclause (i) that each of the sources of funding referred to in subclause (ii) is expected to cover. (3) In the inventory, the authority shall classify all of the programs and services listed under clause (2) (a) according to the following categories of programs and services: 1. Category 1 programs and services - the mandatory programs and services provided under section 21.1 of the Act. 2. Category 2 programs and services - the municipal programs and services provided under section 21.1.1 of the Act. 3. Category 3 programs and services - the other programs and services provided under section 21.1.2 of the Act. (4) For each Category 1 program or service listed in the inventory under clause (2) (a), the authority shall, Attachment 2: Ontario Regulation 687121, Transition Plans and Agreements for Programs and Services Under 3 Section 21.1.2 of The Act (a) indicate into which type of Category 1 programs and services it falls, based on the types of mandatory programs and services that are, (i) described in paragraph 1 of subsection 21.1 (1) of the Act, (ii) prescribed by regulation under paragraph 2 of subsection 21.1 (1) of the Act, and (iii) described in subsection 21.1 (2) of the Act; and (b) explain why, in the authority's opinion, each Category 1 program or service falls into the specified type of mandatory programs and services and, if the authority has concerns about how to classify certain programs and services, explain those concerns. (5) For each Category 2 program or service listed in the inventory under clause (2) (a), the authority shall include the following information: 1. The name of the municipality on behalf of which the program or service is provided. 2. The date on which the authority and the municipality entered into a memorandum of understanding or another agreement with respect to the provision of the program or service. (6) For each Category 3 program or service listed in the inventory under clause (2) (a), the authority shall include the following information: 1. Whether or not the program or service was financed, in whole or in part, through municipal levies collected from participating municipalities. 2. Whether or not the authority intends to seek to enter into a cost apportioning agreement with one or more participating municipalities to ensure all or part of the financing of the program or service after the transition date. (7) If an authority is aware on or before February 28, 2022 that it intends to provide a new Category 1, Category 2 or Category 3 program or service after February 28, 2022, the authority shall, (a) include the proposed program or service in the inventory; (b) in the case of a Category 2 program or service, indicate in the inventory that the authority intends to enter into a memorandum of understanding or another agreement under section 21.1.1 of the Act with the municipalities on behalf of which the program or service will be provided; and (c) in the case of a Category 3 program or service, indicate in the inventory whether the authority intends to seek to enter into a cost apportioning agreement with one or more participating municipalities to ensure all or part of the financing of the proposed program or service after the transition date. Second phase of transition period 7. (1) During the second phase of the transition period and no later than the transition date, an authority shall, (a) consult with the participating municipalities on the inventory in accordance with paragraph 2 of subsection 21.1.4 (2) of the Act; (b) take the necessary steps to seek to enter into cost apportioning agreements with the participating municipalities on or before the transition date in accordance with paragraph 3 of subsection 21.1.4 (2) of the Act and section 8 of this Regulation; and (c) submit to the Ministry six progress reports that contain the information set out in subsection (3). (2) The authority shall submit the progress reports described in clause (1) (c) to the Ministry on the following dates: 1. July 1, 2022. 2. October 1, 2022. 3. January 1, 2023. 4. April 1, 2023. 5. July 1, 2023. 6. October 1, 2023. (3) Each progress report shall contain, (a) any comments or other feedback submitted by a municipality referred to in clause 5 (1) (b) regarding the inventory; (b) a summary of any changes that the authority has made to the inventory to address comments or other feedback referred to in clause (a), including the changed inventory and a clear description of the changes between the previous inventory and the changed inventory; Attachment 2: Ontario Regulation 687121, Transition Plans and Agreements for Programs and Services Under 4 Section 21.1.2 of The Act (c) an update on the progress of negotiations of cost apportioning agreements with the participating municipalities; and (d) an outline of any difficulties that the authority is experiencing that might affect the ability of the authority to conclude any cost apportioning agreements with one or more participating municipalities by the transition date. Cost apportioning agreements 8. (1) An authority may enter into a cost apportioning agreement with one or more participating municipalities and the agreement may relate to one or more programs or services provided by the authority under section 21.1.2 of the Act. (2) In accordance with paragraph 2 of subsection 21.1.2 (2) of the Act, a cost apportioning agreement must specify the termination date of the agreement and require that the agreement be reviewed by the parties to the agreement within at least six months, or such longer period as may be specified in the agreement, before the termination date, for the purpose of determining whether the agreement is to be renewed by the parties. (3) If a cost apportioning agreement provides that the agreement terminates more than five years after the agreement is entered into, the agreement must also require that the parties to the agreement review the agreement every five years while the agreement is in effect, or at such earlier intervals as may be specified in the agreement. (4) A cost apportioning agreement must include provisions relating to, (a) the early termination of the agreement by any party to the agreement, including, (i) how notice of early termination is to be provided by one party to the other parties, and (ii) a requirement that notice of early termination is required to be given at least 30 days before the early termination date or such greater period of time before the early termination date as may be specified in the agreement; and (b) the resolution of disputes that may arise between the parties while the agreement is in effect, including the establishment of an alternative dispute resolution mechanism for the settling of disputes outside the court system. (5) A cost apportioning agreement is not effective unless it is approved by a resolution of the municipal council of each participating municipality that is a party to the agreement. (6) An authority shall publish a copy of every cost apportioning agreement that it enters into on the authority's website and make the agreements available to the public by such other means as the authority considers advisable. Final submissions due at end of transition period 9. Within 30 days after the transition date, the authority shall submit to the participating municipalities and to the Ministry, (a) the final version of the inventory; and (b) confirmation that the authority has entered into all necessary cost apportioning agreements with the participating municipalities. Extension of transition date 10. (1) For the purposes of subsections 25 (1.3) and 27 (1.3) of the Act, an authority may be granted an extension of time beyond the transition date in the following circumstances: 1. The authority submits a request for the extension to the Ministry on or before October 1, 2023. 2. The request demonstrates that additional time is required for any of the following reasons: i. The authority and one or more participating municipalities need time to conclude a cost apportioning agreement for a particular program or service that the authority intends to provide under section 21.1.2 of the Act after the transition date. ii. The authority needs more time to wind down a particular program or service that was provided by the authority under section 21.1.2 of the Act before the transition date but that will no longer be provided after the transition date. (2) The length of the extension shall be specified in the notice given by a person designated by the Minister under subsection 25 (1.3) or 27 (1.3) of the Act. Commencement 11. This Regulation comes into force on the later of the day subsection 25 (1) of Schedule 6 to the Protect, Support and Recover from COVID-19 Act (Budget Measures), 2020 comes into force and the day this Regulation is filed. Attachment 2: Ontario Regulation 687121, Transition Plans and Agreements for Programs and Services Under 5 Section 21.1.2 of The Act Made by: Pris par : Le ministre de 1 Environnement, de la Protection de la nature et des Pares, DAVID PicciNi Minister of the Environment, Conservation and Parks Date made: September 21, 2021 Pris le : 21 septembre 2021 Frangais Back to top Attachment 3: Ontario Regulation 688/21, Rules of Conduct in Conservation Areas Frani;ais ONTARIO REGULATION 688/21 made under the CONSERVATION AUTHORITIES ACT Made: September 8, 2021 Filed: October 1, 2021 Published on a -Laws: October 4, 2021 Printed in The Ontario Gazette: October 16, 2021 RULES OF CONDUCT IN CONSERVATION AREAS Definitions 1. In this Regulation, "all -terrain vehicle" means a self-propelled vehicle, other than a motor vehicle, a motorized snow vehicle, an off-road vehicle or a boat, that is intended to be driven, (a) on snow, on ice or on snow and ice, or (b) on land and water; ('Whicule hors -route") "boat" means a watercraft or other contrivance used or capable of being used as a means of transportation on water, but does not include an all -terrain vehicle; ("bateau") "camp -site" means a parcel of land in an area operated by an authority for the purpose of camping, that is identified by a camp -site number, post, marker or other suitable means; ("emplacement de camping") "conservation area" means the land owned by an authority; ("zone de protection de la nature") "domestic animal" means a horse, a dog or any other animal that is kept under human control either by habit or training and lives in association with human beings; ("animal domestique") "highway" means a highway as defined in subsection 1 (1) of the Highway Traffic Act or a highway whose use or intended use is restricted to permit holders; ("voie publique") "motorcycle" means a motorcycle as defined in subsection 1 (1) of the Highway Traffic Act; ("motocyclette") "motorized snow vehicle" means a motorized snow vehicle as defined in section 1 of the Motorized Snow Vehicles Act; ("motoneige") "motor vehicle" means a motor vehicle as defined in subsection 1 (1) of the Highway Traffic Act, but does not include an all - terrain vehicle or an off-road vehicle; ("v6hicule automobile") "officer" means a member of a municipal police force within an area under the jurisdiction of an authority, a member of the Ontario Provincial Police Force or an officer appointed by an authority under section 30.1 of the Act; ("agent") "off-road vehicle" means an off-road vehicle as defined in section 1 of the Off -Road Vehicles Act; ("v6hicule tout -terrain") "power boat" means a boat that is propelled other than by sail or muscular power; ("bateau a moteur") "roadway" means a roadway as defined in subsection 1 (1) of the Highway Traffic Act; ("chaussee") "superintendent" means the person designated by an authority as being in charge of a conservation area. ("surintendant") Application 2. This Regulation does not apply to any conservation area that is operated or managed by a municipality or a person or group of persons under an agreement between the municipality, person or group of persons and an authority. Permit issuance, etc. 3. (1) A permit required for any activity or purpose under this Regulation may be issued on behalf of an authority by the secretary -treasurer of the authority or another person appointed by the authority or the executive committee of the authority for that purpose. (2) A permit issued under this Regulation is not transferable. (3) A person who holds a permit issued under this Regulation shall produce the permit for inspection at the request of an officer. Prohibited activities Attachment 3: Ontario Regulation 688/21, Rules of Conduct in Conservation Areas 4. No person shall, in a conservation area, (a) deface, remove or damage any property; (b) cut, remove, injure or destroy a plant, tree, shrub, flower or other growing thing; (c) remove or destroy any soil or rock; or (d) use discriminatory, harassing, abusive, insulting or threatening language or gestures, make excessive noise or disturb other persons. Activities requiring a permit 5. No person shall, in a conservation area, except under a permit issued by an authority, (a) kill, trap, pursue or disturb a wild bird, reptile or animal; (b) possess or ignite fireworks; (c) camp; (d) make an excavation; (e) possess, shoot,. discharge or use a spring gun, air gun, firearm, slingshot or any archery equipment; (f) erect, paint or affix a sign or notice; (g) sell or offer for sale an article, thing or service; (h) engage in fund raising; (i) advertise or carry on a business or enterprise; 0) conduct a public performance of any kind, or bring equipment for public entertainment into the conservation area; (k) conduct a public meeting or do anything that is likely to cause persons to congregate; or (1) remain in the conservation area after the posted times. Entering and remaining in conservation area 6. (1) No person shall enter or leave a conservation area, except at the locations designated by an authority. (2) Where an authority has designated a conservation area or any part of a conservation area as being closed during certain times, no person shall enter or remain in the conservation area or that part of it, as the case may be, during those times. Litter 7. (1) No person shall deposit litter in a conservation area except in a container designated for that purpose. (2) Every person using a camp -site or other site in a conservation area shall at all times maintain the site in a clean and sanitary condition and when vacating the site, shall restore the site as nearly as possible to its natural condition. Swimming 8. No person shall wade, bathe or swim in a conservation area, except during the rimes and in the areas designated by an authority. Boating 9. (1) No person shall use a boat in a conservation area, except in the areas designated by an authority. (2) No person shall operate a power boat in a conservation area, except under a permit issued by an authority and in the areas designated by the authority. Fires 10. (1) No person shall start or maintain a fire in a conservation area except in a fireplace or other location designated by an authority or under a permit issued by the authority. (2) No person who starts or maintains a fire in a conservation area shall leave the fire unattended or leave the site of the fire before it is completely extinguished. (3) No person shall start or maintain a fire in a conservation area if the superintendent has posted a notice indicating that there is a fire hazard in the conservation area. Camping 11. (1) No person shall, (a) occupy a camp -site, except under a permit issued by an authority; or Attachment 3: Ontario Regulation 688/21, Rules of Conduct in Conservation Areas (b) occupy a camp -site,. under a permit issued by an authority, after check-out time on the departure day set out in the permit. (2) A person who occupies a camp -site under a permit issued by an authority shall, no later than the check-out time on the departure day set out in the permit, vacate the camp -site and remove all shelter equipment and other personal property from the camp -site. (3) A camping permit, other than a group camping permit, authorizes the holder and five other persons, or a greater number of persons where they are a single family of one or more parents and their children, to occupy the camp -site designated in the permit. (4) A group camping permit authorizes members of a religious, charitable, educational or other philanthropic organization to occupy the camp -site designated in the permit. (5) A holder of a camping permit may park, on the camp -site designated in the permit, (a) one motor vehicle other than a motorcycle; or (b) no more than two motorcycles. (6) No person shall, except with the permission of the superintendent, park a motor vehicle on a camp -site if, in so doing, the number of motor vehicles permitted by subsection (5) is exceeded. (7) A holder of a camping permit may park a motor vehicle in a designated parking area with the superintendent's permission. Day -use area permits 12. (1) No person shall, (a) enter or remain in an area designated by an authority as a day -use permit area, except under a permit issued by the authority; or (b) remain in an area designated by an authority as a day -use permit area after the check-out time on the departure day set out in the permit. (2) A day -use area permit authorizes the holder and the other members of the holder's party to enter and remain in the day - use area set out in the permit until check-out time on the departure day set out in the permit and to park one motor vehicle, or no more than two motorcycles, in a designated parking area. Domestic and other animals 13. (1) No person shall bring an animal, other than a dog or cat, into a conservation area except under a permit issued by an authority. (2) No person who owns or controls a domestic animal shall, in a conservation area, permit the animal to, (a) make excessive noise or disturb other persons; (b) enter water designated for wading, bathing or swimming or be on the beach adjacent to that water; (c) enter any waters adjacent to camp -sites where campers would obtain water for cooking or consumption; (d) be at large; (e) damage conservation area property or vegetation; (f) chase or harass wild animals or birds; or (g) injure, or attempt to injure, a person or other domestic animal. (3) For the purposes of clause (2) (d), a domestic animal that is secured by a leash more than two metres long shall be considered to be at large. (4) Despite clause (2) (d), a person may use or be accompanied by a dog that is not secured by a leash, (a) while the dog is accompanying a person who is lawfully hunting or training within the meaning of the Fish and Wildlife Conservation Act, 1997 if hunting or training is permitted in a conservation area and where a permit has been issued by an authority; or (b) within an area designated by an authority in which dogs are allowed to be off -leash. (5) Clauses (2) (b), (c) and (d) do not apply to a person who is a holder of a National Identity Card issued by the Canadian Institute for the Blind or equivalent proof of legal blindness or to any other person with a disability as defined in section 2 of the Accessibilityfor Ontarians with Disabilities Act, 2005. (6) The person in control of a domestic animal shall immediately dispose of excrement from the animal in such manner and at such location that it will not cause a health hazard or public inconvenience. Attachment 3: Ontario Regulation 688/21, Rules of Conduct in Conservation Areas (7) Subsection (6) does not apply to a person who is unable to immediately dispose of excrement because of a disability as defined in section 2 of the Accessibility for Ontarians with Disabilities Act, 2005. (8) The person in charge of a domestic animal that is not secured shall capture and secure the animal at the request of an officer. (9) No person shall ride or lead a horse, pony or similar animal in a conservation area, except on a highway or other area designated by an authority for that purpose, or leave a horse, pony or similar animal in a location where it is likely to cause danger or inconvenience to other persons. Vehicles 14. (1) The fallowing provisions of the Highway Traffic Act apply, with necessary modifications, to the operation of motor vehicles on highways in a conservation area: 1. Sections 133, 135, 136, 138 and 140. 2. Section 141. 3. Sections 142 and 143. 4. Subsections 144 (15) and (18). 5. Sections 147 to 150 and 153. 6. Clause 154 (1) (a). 7. Sections 156 to 160, 162, 165 and 167 to 173. 8. Subsections 175 (11) to (12.2). 9. Sections 177 to 180, 182, 184 and 188. (2) No person shall, in a conservation area, (a) operate a motor vehicle or ride a bicycle, except on a roadway or other place designated by an authority; (b) operate a motor vehicle at a speed exceeding 20 kilometres per hour or the speed posted by an authority as the permitted maximum, whichever is higher; (c) park a motor vehicle, except in accordance with subsections 11 (5) to (7) or subsection 12 (2); (d) park a motor vehicle in a position that is likely to prevent the free or convenient movement of other vehicles; (e) leave a bicycle in a place likely to cause danger or inconvenience to other persons; or (f) operate a commercial vehicle, as defined in subsection 1 (1) of the Highway Traffic Act, except with the permission of the superintendent. Aa -terrain, off-road or motorized snow vehicles 15. No person shall operate an all -terrain vehicle, an off-road vehicle or a motorized snow vehicle in a conservation area, except, (a) under a permit issued by an authority and in a place designated by the authority for the operation, with permits, of all - terrain vehicles, off-road vehicles or motorized snow vehicles; or (b) in a place designated by an authority for the operation, without permits, of all -terrain vehicles, off-road vehicles or motorized snow vehicles. Traffic directions 16. An officer may direct traffic in a conservation area, and every person shall obey a direction respecting traffic given by an officer. Revocation of regulations 17. The following regulations, made under the Act, are revoked: 1. Regulation 98 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Ausable-Bayfield). 2. Regulation 99 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Cataraqui Region). 3. Regulation 100 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Catfish Creek). 4. Regulation 101 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Central Lake Ontario). 5. Regulation 102 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Credit Valley). 6. Regulation 103 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Crowe Valley). Attachment 3: Ontario Regulation 688/21, Rules of Conduct in Conservation Areas 7. Regulation 104 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Essex Region). 8. Regulation 105 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Ganaraska Region). 9. Regulation 106 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Grand River). 10. Regulation 107 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Grey Sauble). 11. Regulation 108 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Halton Region). 12. Regulation 109 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Hamilton Region). 13. Regulation 110 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Kawartha Region). 14. Regulation 111 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Kettle Creek). 15. Regulation 112 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Lake Simcoe Region). 16. Regulation 113 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Lakehead Region). 17. Regulation 114 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Long Point Region). 18. Regulation 115 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Lower Thames Valley). 19. Regulation 116 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Lower Trent Region). 20. Regulation 117 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Maitland Valley). 21. Regulation 118 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Mattagami Region). 22. Regulation 119 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Metropolitan Toronto and Region). 23. Regulation 120 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Mississippi Valley). 24. Regulation 121 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Moira River). 25. Regulation 122 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Napanee Region). 26. Regulation 123 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Niagara Peninsula). 27. Regulation 124 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Nickel District). 28. Regulation 125 of the Revised Regulations of Ontario, 1990 (Conservation Areas - North Bay-Mattawa). 29. Regulation 126 of the Revised Regulations of Ontario, 1990 (Conservation Areas - North Grey Region). 30. Regulation 127 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Nottawasaga Valley). 31. Regulation 128 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Otonabee Region). 32. Regulation 129 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Prince Edward Region). 33. Regulation 130 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Rideau Valley). 34. Regulation 131 of the Revised Regulations of Ontario, 1990 (Conservation Areas - St. Clair Region). 35. Regulation 132 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Sauble Valley). 36. Regulation 133 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Saugeen Valley). 37. Regulation 134 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Sault Ste. Marie Region). 38. Regulation 135 of the Revised Regulations of Ontario, 1990 (Conservation Areas - South Nation River). 39. Regulation 136 of the Revised Regulations of Ontario, 1990 (Conservation Areas - Upper Thames River). Commencement 18. This Regulation comes into force on the later of the day subsection 27 (1) of Schedule 4 to the Building Better Communities and Conserving Watersheds Act, 2017 comes into force and the day this Regulation is filed. Attachment 3: Ontario Regulation 688/21, Rules of Conduct in Conservation Areas Made by: Pris par : Le ministre de 1'Environnement, de la Protection de to nature et des Pares, DAVID PtccrNi Minister of the Environment, Conservation and Parks Date made: September 8, 2021 Pris le : 8 septembre 2021 Frangais Back to top MATERIAL FROM EXECUTIVE COMMITTEE MEETING HELD ON OCTOBER 8, 2021 Meeting Minutes Link Section I — Items for Board of Directors Action RES.#A212/21 - ACQUISITION FROM LONGYARD PROPERTIES INC. Acquisition of property located north of Major Mackenzie Drive and west of Bathurst Street, in the City of Vaughan, Regional Municipality of York, under the "Greenspace Acquisition Project for 2021-2030," Flood Plain and Conservation Component, Don River watershed (CFN 56778). (Executive Committee RES.#891/21) Moved by: Mike Layton Seconded by: Joanne Dies THAT 9.44 hectares (23.33 acres), more or less, of vacant land, located north of Major Mackenzie Drive and west of Bathurst Street, said land being Part of Lots 21 and 22, Concession 2, designated as Blocks 402-404 (inclusive), 65M4425, Blocks 283 and 288, Plan 65M-4491 and Blocks 14 and 15, Plan 65M-4532; and an access easement on Part 1, Plan 65R-36700, in the City of Vaughan, Regional Municipality of York, be purchased from Longyard Properties Inc.; THAT the purchase price be $2.00; THAT Toronto and Region Conservation Authority (TRCA) receive conveyance of the land free from encumbrance, subject to existing service easements; THAT the transaction be completed at the earliest possible date and that all reasonable expenses incurred incidental to the closing for land transfer tax, legal costs, and disbursements be paid by TRCA; AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction, including obtaining any necessary approvals and the signing and execution of documents. CARRIED RES.#A213/21 - ACQUISITION FROM 21 PEACHAM CRESCENT Acquisition of a portion of the rear of the property located east of Jane Street and south of Sheppard Avenue West, municipally known as 21 Peacham Crescent, in the City of Toronto, under the "Greenspace Acquisition Project for 2021-2030," Flood Plain and Conservation Component, Humber River watershed (CFN 64430) (Executive Committee RES.#892/21) Moved by: Mike Layton Seconded by: Joanne Dies THAT 0.005 hectares (0.012 acres), more or less, of vacant land, located east of Jane Street and south of Sheppard Avenue, said land being Part of Lot 221, Registered Plan M- 799 designated as Parts 12 and 13 on draft Plan by IBW Surveyors, File Name: 1-0650- RPLAN_V2, Plot Date: Jan. 15, 2021, municipally known as 21 Peacham Crescent, in the City of Toronto, be purchased from the landowners; THAT the acquisition of said lands be subject to landowners' participation in the Erosion Risk Management Program (ERMP) executing an Erosion Control Agreement (ECA); THAT the purchase price be $2.00; THAT Toronto and Region Conservation Authority (TRCA) receive conveyance of the land free from encumbrance, subject to existing service easements; THAT the transaction be completed at the earliest possible date and all reasonable expenses incurred incidental to the closing for land transfer tax, legal costs, and disbursements be paid by TRCA; AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction, including obtaining any necessary approvals and the signing and execution of documents. CARRIED RES.#A214/21 - REGIONAL MUNICIPALITY OF YORK Receipt of a request from the Regional Municipality of York, for a permanent easement of Toronto and Region Conservation Authority - owned lands located on the south side of Rutherford Road and west of Pleasant Ridge Avenue, in the City of Vaughan, Regional Municipality of York, required for the Rutherford Road Widening within the Don River watershed (CFN 64501). (Executive Committee RES.#892/21) Moved by: Mike Layton Seconded by: Joanne Dies WHEREAS Toronto and Region Conservation Authority (TRCA) is in receipt of a request from the Regional Municipality of York for the conveyance of a permanent easement on TRCA-owned lands located on the south side of Rutherford Road and west of Pleasant Ridge Avenue, in the City of Vaughan, Regional Municipality of York, required for Rutherford Road Widening, Don River watershed; AND WHEREAS it is in the best interest of TRCA in furthering its objectives as set out in Section 20 of the Conservation Authorities Act to cooperate with the Regional Municipality of York in this instance; THEREFORE, LET IT BE RESOLVED THAT a parcel of TRCA-owned land containing 0.12 hectares (0.29 acres), more or less, of vacant land, required for Rutherford Road Widening, part of Block 197, plan 65M-4126, designated as Parts 20 and 23 on Registered Plan 65R-38267, in the City of Vaughan, Regional Municipality of York, be conveyed to the Regional Municipality of York; THAT consideration be the nominal sum of $2.00 and all legal, survey and other costs to be paid by the Regional Municipality of York; THAT the Regional Municipality of York fully indemnify TRCA from any and all claims from injuries, damages or costs of any nature resulting in any way, either directly or indirectly, from this conveyance or the carrying out of construction; THAT an archaeological investigation be completed, with any mitigation measures being carried out to the satisfaction of TRCA staff, at the expense of the Regional Municipality of York; THAT a landscape plan be prepared for TRCA staff review and approval, in accordance with existing TRCA landscaping guidelines at the expense of the Regional Municipality of York; THAT a permit pursuant to Ontario Regulation 166/06, as amended, be obtained by the Regional Municipality of York prior to the commencement of construction; AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction, including obtaining any necessary approvals and the signing and execution of documents. CARRIED Section III — Items for the Information of the Board RES.#A215/21 - SECTION III — ITEMS FOR THE INFORMATION OF THE BOARD Moved by: Paul Ainslie Seconded by: Jack heath THAT Section III item 9.2.1, contained in October 8, 2021 Executive Committee Minutes, be received. CARRIED Section III Item 9.2.1 TORONTO ZOO TRIPARTITE AGREEMENT (Executive Committee RES.#B94/21) Section IV - Ontario Regulation 166/06, As Amended RES.#A216/21 - ONTARIO REGULATION 166/06, AS AMENDED (Executive Committee RES. #B95/21, RES. #B96/21, and RES. #B97/21) Moved by: Ronald Chopowick Seconded by: Dipika Damerla THAT item 9.3 — Section IV - Ontario Regulation 166/16, as amended, contained in October 8, 2021 Executive Committee Minutes, be received. CARRIED ADJOURNMENT ON MOTION by Steve Pellegrini, the meeting adjourned at 10:56 a.m., on October 22, 2021. Jennifer Innis Chair /am John MacKenzie Chief Executive Officer