HomeMy WebLinkAboutAuthority Appendices 1990
AM.I
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
UPDATE
on the
GREENS PACE STRATEGY FOR THE GREATER TORONTO REGION
Authority Meeting #1/90
February 23, 1990
A fVl. :;{
BACKGROUND
At its meeting #7/88, held October 28, 1988, the Authority resolved:
"THAT A Greenspace Plan for the Greater Toronto Region be received,
Appendix AM.66 as appended to the Authority minutes, and adopted as
a guide to supplement the Watershed Plan (1986);
"AND FURTHER THAT A Greenspace Plan for the Greater Toronto Region
be submitted to the Province of Ontario, Councils of the
Authority's member municipalities, interest groups, The
Metropolitan Toronto and Region Conservation Foundation and
neighbouring conservation authorities for consideration and
support, and that these agencies be advised that representatives of
the Authority would be prepared to make a presentation to them."
ACHIEVEMENTS TO DATE
The Plan was presented to the Minister of Natural Resources in November,
1988, and circulated to the Authority's member and local municipalities.
During 1989, presentations of the Strategy were made to municipal councils,
local interest and ratepayer groupsJ and to municipal and provincial staff
groups.
Two publications were prepared and distributed to communicate the Strategy:
. January 1989 - summary of text
. July 1989 - tabloid.
The July tabloid reflects the change in reference from a Plan to a Strategy.
This was based on the comments received at municipal presentations and the
concern that a "plan" is a legal document or a detailed design. As our
proposal requires more details prior to implementation, we agreed with the
comments that it should be called the Greenspace Strategy.
The Greenspace Strategy resulted from the Authority's concern that certain
renewable resource management issues are not being given sufficient
recognition in a period of rapid urbanization and, further, that the
achievements of the past, to ensure the integrity of the watershed systems,
are at risk, given the high land values that have accompanied this growth.
The principles of the Strategy are:
A. to plan with our renewable resources, -recognizing the headwaters, river
systems and waterfront as community resources which, as Greenspace, both
support a healthy ecosystem and contribute to the quality of life across
the Greater Toronto Region;
B. to recognize that management of the land, whether in private or public
ownership, makes a difference to the conservation of renewable
resources, and to encourage best management practices and programs for
education, demonstration and recognition;
C. to continue selective acquisition of those lands which are particularly
significant resource areas to ensure they are conserved in perpetuity
and, where appropriate, to make them available for public use.
The response of the Authority's member and local municipalities has been
very supportive of the principles addressed by the Strategy. There has been
concern regarding the funding of those new initiatives proposed and the
financial implications on the Authority's levy requests. A summary of
municipal response is attached to this report.
The response of the Province was, initially, somewhat similar but this took
on a new dimension during 1989 with the appointment of M.P.P. Ron Kanter to
"develop the Greater Toronto Green1ands Strategy"; to "identify plans to
protect in perpetuity the river valleys and headwaters of Lake Ontario in
the Greater Toronto Area"; and to recommend a "greening strategy to protect
the natural landscape along the waterways from the Oak Ridges Moraine to the
Lake". Mr. Kanter is expected to report by June, 1990. This appointment
has focused greater public and political interest on Greenspace resources
and, it is hoped, will assist in accomplishing the goals and objectives
identified in the Authority's Strategy.
A(Y),3
Authority participation in the Kanter assignment has included the
identification of Authority interests and recommendations; participation in
workshops; presentation of the Greenspace Strategy; and tours to illustrate
the critical issues requiring action.
Certain component.s of the Strategy have proceeded to implementation:
1. The Watershed Planning process on the Rouge River system commenced in
1986 and resulted in the preparation of a report and recommendations
which will be considered by the Authority at its 1990 Annual Meeting.
2. The proposals related to the Public Use of Authority Lands have
proceeded to the preparation of more detailed Master Plans and the
consideration of specific proposals for those components proposed for
private development.
3. The Oak Ridges Moraine initiative has been the focus of considerable
public and political interest, and draft planning guidelines are being
prepared for presentation to the Water and Related Land Management
Advisory Board on March 2, 199.0 and to the Authority on March 23, 1990.
Research has also been initiated towards the development of a Private
Lands Stewardship Program.
WORK TO BE DONE
The Authority adopted the Greenspace Strategy as a supplement to its
Watershed Plan; however, the focus of much of the discussion during 1989 has
been on the new initiatives proposed in the Strategy. In order to integrate
these initiatives with the goals and objectives of the Watershed Plan, a
single comprehensive document is required.
FINANCIAL IMPLICATIONS
On March 23, 1990, the Authority will be reviewing a proposed Budget which
is intended to begin implementation of specific Greenspace initiatives. As
they are supplements to the Watershed Plan programs and projects, there are
funding and staffing implications which will need to be addressed.
GREENSPACE STRATEGY RESPONSES
Council/Committee
Municipality Consideration Reply/Response
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Metropolitan Toronto June 23/89 Support in principle. Co~tinue discussing funding.
Presentation by MTRCA staff.
East York Referred to staff. No report prepared.
Etobicoke Council referred to staff. No report to date.
North York July 12/89 Support in principle, subject to financial review.
That higher priority be placed on Erosion Control.
Scarborough Referred to staff. No report to Council.
Toronto May 4/89 Concern for MTRCA waterfront development.
York August 28/89 MTRCA presentation to Council. ' Received.
Peel Region June 27/89 MTRCA presentation to Planning Committee (June 13/89).
Council supports principles. Funding to be determined.
Brampton Referred to Planning Commissioner. No report.
Caledon May 23/89 MTRCA presentation received. Authority congratulated on
Strategy. Referred to Peel Region.
Mississauga Referred to Planning staff. No report prepared.
York Region Oct. 12/89 MTRCA presentation to Planning Committee Oct. 4/89. Council
supports Strategy in principle. Funding approvals as part
of specific programs.
King April 17/89 Received and supported.
Markham MTRCA presentation to Town Conservation Council Sept. 28/89.
Richmond Hill Apr il 3/89 MTRCA presentation received. "})
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Vaughan July 4/89 MTRCA presentation made. Support in principle.
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Whitchurch-Stouffvi11e June 15/89 MTRCA presentation made and received. -l="
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GREENSPACE STRATEGY RESPONSES CJt
Council/Committee
Municipali ty Consideration Reply/Response
Dur~am Region Presentation to Planning Committee June 6/89.
Received by Council.
Ajax Sept.18/89 MTRCA presentation to Council received.
Pickering Referred to staff. No objection. Circulated to Council.
Uxbridge June 19/89 MTRCA presentation to Council.
Approved Strategy in principle.
Adjala June 5/89 Presentation to Council. Received.
Mono No response. MTRCA staff invited and attended Council session
on Headwaters November 6/89.
AM,~
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
LIST OF MEMBERS BY MUNICIPALITY
EXECUTIVE COMMITTEE AND ADVISORY BOARD APPOINTMENTS
1990
Authority Meeting #1/90
February 23, 1990
RM.?
APPOINTMENTS
TO
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
February 23, 1990
ADJALA/MONO Donna Patterson
DURHAM Don Jackson
Kip VanKempen
Jim Witty
METROPOLITAN TORONTO Patrick Abtan
I1a Bossons
Scott Cavalier
William Granger
Lois Griffin
Brian Harrison
Roger Hollander
Marie Labatte
Dale Martin
John McGinnis
Howard Moscoe
Richard O'Brien
Bev Salmon
Joyce Trimmer
PEEL Frank Andrews.
Emil Kolb
Frank McKechnie
Nancy Porteous-Koehle
Maja Prentice
YORK Margaret Britnell
Lois Hancey
Lorna Jackson
Eldred King
Ron Moran
PROVINCE OF ONTARIO Chairman
Gordon Patterson
Al Ruggero
AM.r
APPOINTMENTS
TO
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
. EXECUTIVE COMMITTEE AND ADVISORY BOARDS
February 23, 1990
EXECUTIVE COMMITTEE
John McGinnis, Chairman Pro Tem
Granger, William
Hancey, Lois
Harrison, Brian
Jackson, Don
Kolb, Emil
O'Brien, Richard
Patterson, Gordon
FINANCE AND ADMINISTRATION ADVISORY BOARD
Gordon Patterson, Chairman
Scott Cavalier, Vice Chairman
Abtan, Patrick
Gilbert, Richard
King, Eldred
McGinnis, John
McKechnie, Frank
O'Brien, Dick
VanKempen, Kip
Witty, Jim
WATER AND RELATED LAND MANAGEMENT ADVISORY BOARD
Don Jackson, Chairman
Lois Griffin, Vice Chairman
Bossons, Ila
Hancey, Lois
Harrison, Brian
Hollander, Roger
Labatte, Marie
Moran, Ron
Prentice, Maja
Trimmer, Joyce
CONSERVATION AND RELATED LAND MANAGEMENT ADVISORY BOARD
Emil Kolb, Chairman
Frank Andrews, Vice Chairman
Britnell, Margaret
Granger, Wi 11 i am
Jackson, Lorna
Kolb, Emil
Moscoe, Howard
Patterson, Donna
Porteous-Koehle, Nancy
Ruggero, Al
Salmon, Bev
Rf'/1 0 cr
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
Staff Report on the
REVIEW
of the
CONSERVATION AUTHORITIES PROGRAM
March 9, 1990
Authority Meeting #2/90
March 23, 1990
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BACKGROUND
In 1986, the Association of Conservation Authorities (ACAO)
submitted a brief to the Minister of Natural Resources
recommending a number of revisions in the role, responsibilities
and funding of Conservation Authorities. As a result, the
Minister established an Interministerial Committee including
representation from the Ministries of Natural Resources,
Environment, Agriculture and Food, Municipal Affairs, Tourism and
Recreation and Treasury and Economics to study and make
recommendations on the issues raised in the Conservation
Authorities brief. The report of the Interministerial Committee
was released and circulated for comment in June, 1988. All
Authorities in Ontario were given an opportunity to review the
draft document and make comments to the Minister of Natural
Resources. The ACAO submitted a joint brief on behalf of all
Authorities.
The Metropolitan Toronto and Region Conservation Authority
considered a report containing staff comments on the
Interministerial Committee's recommendations, together with the
brief prepared on behalf of Authorities by the ACAO, at its
meeting #8/88 held December 2, 1988. In this connection, the
following action was taken:
"THAT the Authority advise the Province that it endorses the ACAO
response to "A Review of the Conservation Authorities Program"
(December, 1987);
THAT copies be circulated to the member municipalities with a
request for their support and endorsement."
The Authority's response, together with all comments received
from municipalities, was forwarded to the Minister of Natural
Resources for his information. A copy of the staff report, dated
November, 1988, is attached as Appendix B to this report.
Upon receipt of municipal and Conservation Authorities' views
with respect to the recommendations, the Minister of Natural
Resources appointed Mr. W. Ballinger, MPP, his Parliamentary
Assistant at the time, together with one representative each from
the Association of Conservation Authorities of Ontario, the
Association of Municipalities of Ontario and the Ministry of
Natural Resources, to review the comments and prepare a report
for the consideration of the Minister setting out a recommended
course of action.
The group established by the Minister reported to him during 1989
and the letter now received from the Hon. Lyn McLeod is a
statement of her current thinking on recommendations to be made
to Cabinet based on all of the study.
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RATIONALE
~he Minister'? letter deals with five conservation program
l.Ssues:
.Conservation Authority Mandate
.Amalgamation of Conservation Authorities
.Membership of Conservation Authorities
. Funding
. Implementation
Conservation Authority Mandate:
The Interministerial Committee's report previously considered by
the Authority and the Minister's letter purports to deal with the
mandate of conservation authorities. It is the position of the
M.T.R.C.A. that the mandate of authorities is set out in the
Conservation Authorities Act, Section 20: "the objects of an
Authority are to establish and undertake, in the area over which
it has juriSdiction, a program designed to further the
conservation, restoration, development and management of natural
resources other than gas, oil, coal and minerals."
The reports with which we are dealing address that part of the
Authority's mandate which will be assisted through transfer
payments administered by the Ministry of Natural Resources and
those which are to be funded from other sources.
The original Interministerial Committee report made a distinction
between those aspects of resource management activities in which
the Authorities would have full responsibility and those in which
the Authorities would have "limited responsibility". The
Conservation Authorities, in their response, indicated concern
with the vagueness of what "limited responsibility" would be. In
the Minister's letter, this matter is clarified and those aspects
of resource management which would be eligible for a grant
through the Ministry of Natural Resources are listed as core
programs. Those aspects of resource management which will not be
eligible for Ministry of Natural Resources grant are listed as
non-core programs and it is indicated that Authorities will
become involved in non-core resource management activities
subject to their ability to negotiate suitable funding
arrangements with other ministries, agencies and municipalities.
Insofar as M.T.R.C.A. is concerned, there are four resource
management activities listed by the Ministry of Natural Resources
as non-core which, we believe, form an integral part of
comprehensive watershed resource management. These are:
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.non-point pollution (pollution of streams resulting from
dispersed land drainage which cannot be pin-pointed to a
specific source or location;
.water taking permits (presently an activity of the Ministry of
Environment and directly related to M.T.R.C.A. concerns with
ground water management in the headwaters);
.urban and rural drainage design (Authorities have, as their core
mandate, the responsibility to review urban and rural drainage
plans but would not have, as a core mandate, involvement in the
preparation of master drainage plans);
.management of natural areas (Authorities would be responsible
for the management of regional natural areas but would not have,
as a core mandate, the management of provincial or local natural
areas. The criteria for regional, provincial and local natural
areas are not clearly established) ;
The Metropolitan Toronto and Region Conservation Authority, in
its Greenspace Strategy, has indicated the need for it to serve
as project manager in the preparation of comprehensive watershed
management plans such as the one which was recently prepared for
the Rouge River Watershed.
In the past, because of the division of resource management
activities as is being suggested for the core and non-core
approach, y;'any needed resource management activities "fall
through th~ cracks". This occurs because it is not clear whose
responsibility they are or they are not a priority for the agency
having responsibility.
The M.T.R.C.A. can concur with the core/non-core approach to
resource management responsibilities but will require assurances
from the Minister that should the M.T.R.C.A. be unable to
negotiate a satisfactory involvement in the non-core programs,
that they will be dealt with by a responsible agency in the
context of an overall watershed plan agreed to by the Authority
and other stakeholders on the watershed. The M.T.R.C.A.
interprets the core/non-core approach as meaning that waterfront
programs are core activities in their erosion control and
regional recreation aspects.
The Metropolitan Toronto and Region Conservation Authority will
also be affected by recommendations made with regard to heritage
conservation, forest management on lands other than Authority-
owned lands, and conservation education.
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These resource management activities are classified as non-core
activities, will be ineligible for Ministry of Natural Resources
grant.
Amalgamation:
The Minister's letter indicates that a reduction in the number of
conservation authorities in Southern Ontario from 33 to 19 is
being considered. The M.T.R.C.A. is not directly affected by any
proposed amalgamation. The amalgamation issue is one which has
been hotly debated since the original recommendations of the
Interministerial Committee. All conservation authorities will
benefit if our areas of jurisdiction are sufficient to support
the conservation work which is required in our watersheds. The
M.T.R.C.A. is the result of an amalgamation in 1957 of four
formerly separate authorities. In the period prior to the
decision to amalgamate the authorities, there was a great deal of
concern about the loss of identity and the ability to perform
effectively in a larger regional context. The consolidation of
the area of jurisdiction under the M.T.R.C.A. has provided a
sound municipal base to support the needed work; thus, the
Authority has been more effective than would otherwise have been
possible. Although amalgamation is important, Cabinet's decision
on mandate and funding does not need to await its resolution.
Membership:
The Minister's letter indicates that an appropriate upper limit
for membership on a conservation authority is 25 members. In
1984, following a review of the M.T.R.C.A. by its member
municipalities and the province, the M.T.R.C.A. membership was
reduced from 52 to 31 members. The
Interministerial Committee review recommended a formula to deal
with the reduction of members but also recommended that the
membership of t~is
Authority remain at 31. There appears to be no substantial
benefit to the M.T.R.C.A. to reduce a further six members to 25.
Under the present arrangement, each municipality is afforded at
least one member on the M.T.R.C.A.
Funding:
A major concern of The Metropolitan Toronto and Region
Conservation Authority in the recommendations of the
Interministerial Committee report was the recommendation that
grant funding for M.T.R.C.A. be reduced to 40%. The staff report
to the Authority on this recommendation indicated that this would
reduce grants available by $736,500. The M.T.R.C.A. indicated
that this reduction was unacceptable.
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The M.T.R.C.A. position was that "member municipalities should
join with this Authority in petitioning the Government of Ontario
to not only maintain the minimum grant rate at 50% but to
increase the volume' of funding available to enable the province
to meet its commitments." The Minister's letter indicates that
this is being considered. A grant rate for all conservation
authorities in the province would be 50% and $3 million would be
added to the funding available to conservation authorities.
Taking into consideration the reduction of grants from program
areas now eligible for grant, the reduction of grant for some
programs which currently receive a 55% grant to 50%, and the
increase of funding that this makes available for core programs
which are currently underfunded by the province due to the need
for capping as a result of insufficient funds, the M.T.R.C.A.
stands to gain approximately $160,000 in grants for core resource
programs.
This positive result is based on a review of the proposed 1990
budget and would only result if there were no capping of the
funds available and a grant were paid on all eligible expenses.
Implementation:
It is imperative that the province act on the funding and mandate
recommendations which are indicated in the Minister's letter. It
has been four years since the ACAO submitted its brief indicating
the need for change. During that period, there have been no
substantive changes in the funding available to conservation
authorities and there have been many needed programs go
unattended because of the lack of clarity as to what the Province
of ontario would fund.
During those four years, conservation authorities have absorbed
additional expenditures as a result of changes in provincial
policy and have received increases, annually, to their funding in
amounts substantially less than inflation. This has created
enormous pressure on conservation authorities to cut budgets, to
look for alternate sources of funding including revenues which
have, in some instances, placed us in a position of appearing to
be more interested in producing revenue to support our programs
than carrying out our basic mandate. This can no longer be
tolerated.
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Even though there are inadequacies in what is being proposed, the
time has now come for decision and for conservation authorities
to accommodate themselves to the proposed arrangements. The
dialogue for further improvements, including amalgamation and
membership, needs to continue but decision on funding and mandate
set out in the Minister's letter should no longer be delayed.
WAM:L
Attach:
1990.03.02
AM.I~
1989 PROGRAM PERFORMANCE REVIEW
The Metropolitan Toronto and Region
Conservation Authority
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April 1990
i AM.17
1989 PROGRAM PERFORMANCE REVIEW
Table of Contents
Ac t i on on 1988 Recommendations iii
Summary of 1989 Recommendations ix
1. GENERAL 1
2. FLOOD AND EROSION HAZARD 6
2.1 Remedial Measures 6
2.1.1. Flood Hazard 6
2.1.2. Erosion Hazard 6
2.1.3. Maintenance 7
2 . 2. Preventative Measures 7
2.2.1. Flood Warning and Flood Forecasting 7
2.2.2. Plan Inpu t and Re vie w 7
3. STORM WATER MAHAGEMEHT/WATERSHED MANAGEMENT PLANNING 10
4. CONSERVATIOR LAND MARAGEMEHT 11
4.1. Conmservation Services 11
4.2. Comprehensive Basin Management 12
4. 3 . Waterfront Monitoring 13
4. 4. Special Projects 13
5. LAND ACQUISI~IO. 15
5.1. Acquisition 15
5. 2. Mapping 21
5. 3. Tax Rebates 21
5. 4 . Public Utilities/Services 21
5. 5. Land Sales 23
6. WATERSHED RECREATION 24
6.1. Planning & Development 24
6 . 2. Conservation Area Operations 27
6 . 2 . 1 . Major Maintenance 27
6.2.2. Ski Program 31
6. 3 . Enforcement, Safety and Security 32
6.3.l. Regulation Enforcement 32
6.3.2. Security on Authority Lands 33
6 . 3 . 3 . Visitor apd Employee Safety 34
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7. LAKE ONTARIO WATERFRONT DEVELOPMENT 35
8. BLACK CREEK PIONEER VILLAGE 37
8.1. Operations 37
8 . 2 . Reporting Relationships 37
8.3. Capital Improvements 38
9. CONSERVATION EDUCATION 39
9. l. Ope rat ion s 39
9. 2. Internal Communication 41
9.3. Public Opinion 41
9 . 4 . Staff Expertise 41
10. COMMUNITY RELATIONS 43
10.1. Revenue-Producing Facilities 43
10.2. Water and Land Management Programs 44
10.3. Corporate Communications 44
ll. FOOD SERVICE 47
11.1. Visitor Service 47
11.2. Cost Recovery 49
11.3. Special Functions 49
1989 PROGRAM PERFORMANCE REVIEW
ACTION ON 1988 RECOMMENDATIONS
RECOMMENDATION ACTION
1. FLOOD CONTROL PROGRAM
That the inventory of flood hazard remedial works . A data base of works completed. Field inspections will
be used as a base to determine long-range maintenance be used to develop long-term maintenance plan.
needs and costs; the incremental implications of constrained
funding; and directed to the Ministry of Natural Resources
in support of the need for long-term funding commitments.
That the recording of plan input and review applications Reviewed and implemented a revised method of recording
be reinstated in order to ensure adequate staffing; to applications. ~.
monitor response rates; and to provide internal control ~.
of circulation and replies. ~.
That a continuing program of training and development be Workshops and training opportunities continued.
provided to Plan Review staff to assist them in dealing
with the high volume of work and the time restrictions
within which replies are required.
That the cost and feasibility of hiring contract staff Not funded. Continued consideration of method of
to prepare a manual for Plan Input and Review be considered. providing in 1990.
That the review of organiza~ional needs ~o achieve the Staff reorganized and additional positions approved
corporate objectives of the Greenspace Plan include both by Authority.
an analysis of staffing needs and the opportunities to
improve information management.
That the communication of the Greenspace Plan to local, Incorporated into presentations and publications.
regional and provincial staff and politicians stress the
need to seek long-term solutions to the problems of the
Greater Toronto Region and that short-term thinking can
be detrimental to the future of the total community.
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2. EROSION CONTROL PROGRAM
That the long-term funding requirements of erosion hazard See 1a above.
remedial works be dealt with in the same manner and as
part of the same presentation as flood hazard remedial works.
That the value of valleyland retention as a community resource Incorporated into presentations and publications.
and amenity, both in existing developed areas and during new
development, be stressed in presentations of the Greenspace
Plan.
3. STORM WATER MANAGEMENT PROGRAM
That a timetable for developing watershed strategies for Completion of Rouge Strategy and commencement of Duffin
each of the Authority's watersheds be prepared and adhered Review of applicability of Rouge Strategy criteria to f-'-
to, to ensure their continuance as community resources other watersheds to be undertaken in 1990. ~
based on agreed-upon objectives.
4. LAND ACQUISITION PROGRAM
That a new version of the Master Plan for Acquisition be Deed plot mapping underway in 1989, will continue in
prepared using 1:10,000 O.B.M. information as a base to 1990.
prepare deed plot maps.
That the areas in the Oak Ridges Moraine, where acquisition No funding for acquisition in this area. Acquisition
is the preferred management,strategy, be identified. interests should be pursued in 1990 and project
prepared.
That the use of other sources of funding for acquisition, M.T.R.C.F. , as a vehicle for acquisition, is part of
including through the M.T.R.C.F., as proposed in the redirection but will not be in place until 1991/92.
Greenspace Plan, be implemented. ,
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5. CONSERVATION LAND MANAGEMENT
That the staffing needs to implement the Greenspace Plan be Limited improvements for 1990 based on funding
finalized; the reassignment of individual responsibilities available.
be considered; and any associated costs determined and
provided for in the 1990 budget. ..
That the implementation plan for the Greenspace Plan address Further implementation studies required as
the costs related to management/maintenance of undeveloped funding available.
Authority lands as they become surrounded by urban/suburban
development.
That Authority staff initiate discussions with Maple District Unresolved.
MNR to determine their long-range plan for fisheries
improvement and to establish annual funding for implementation.
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6. LAKE ONTARIO WATERFRONT DEVELOPMENT PROGRAM
That the process for planning for the provision of open space Public participation/Environmental Assessment
opportunities along the waterfront establish realistic timing requirements have added considerable time to process.
targets for each planning phase and that these be achieved. Future estimates will recognize this impact.
7. WATERSHED RECREATION
That the proposals for future recreation use clearly reflect Review of active and private components recommended
. the results of both the eco~mic analysis and public in 1990.
participation program conduc ed in 1988. .,
That there be a review of the staffing needs to further develop Needs additional funding support to implement proposals
and implement the strategy of Public Use of Authority Lands. prior to expanding staff.
That the opportunities for funding recreation development be Recreation development did not increase significantly.
coordinated with all other M.T.R.C.A. program needs to
ensure corporate priorities are maintained.
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That, as part of the Development Project for implementing the Issue of funding and priorities to be reviewed in 1990.
Strategy, priorities for future development be clarified and
sources of ,funding identified.
That the need for and staffing requirements to provide 7-day Would be subject to further funding.
security and enforcement be determined.
That a review of reported visitor accidents determine the Improvements in system during 1989 to be continued in
appropriate categories of accidents; assign accidents by 1990.
category; and recommend remedial action, where appropriate.
That the long-term cost of major maintenance of new facilities Status report for all facilities completed. Revenues
resulting from the Strategy for the Public Use of Authority insufficient to fully implement.'mergency repairs tend
Lands be determined and a procedure for allocating revenues to affect priorities. <
developed. ~.
That staff continue to identify opportunities to offer Alternatives being reviewed. Cost to provide programs
program alternatives in order to maintain/improve attendance is not offset by sufficient revenues.
at Conservation Areas during all seasons.
8. HERITAGE/BCPV PROGRAM
That the Authority continue to pursue opportunities for Revision to Black Creek Business Plan proposed for
special funding status for Black Creek Pioneer Village. 1990. .
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9. COMMUNITY AWARENESS PROGRAM
That in reporting comments regarding food services, collected Improved in 1989. Relocation of Food Service to Field
by surveys at education facilities, an overall summary be Operations in 1990 should facilitate.
forwarded to the Food Services Manager.
That the development. of implementation plans for the Strategy Being included in consideration of specific components.
for Public Use of Authority Lands include identification of
long-range targets for optimum attendance at facilities.
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That the Communication strategy for the corporate plan for Communications project for 1989 prepared.
Greenspace be finalized in order to assure all target groups Communication strategy in draft circulated to
are receiving the information necessary to make decisions Management Committee in late 1989.
supportive of Authority objectives.
That Management Committee review the Authority's corporate Review of function recommended for 1990.
community relations/marketing needs and determine any
necessary staffing/funding changes.
That Management Committee identify the customer/client Improved visitor survey data available for
research needs of the Authority, how such information could revenue-producing facilities.
be gathered, and the priorities on an organizational basis.
That the Directors responsible for educational and travel Assigned to staff Coordinating Committee for Black <
trade bookings develop criteria for group booking charges Creek Pioneer Village. Improvements for 1989 were ~.
and a method of allocating use of facilities to each type implemented. ~.
of user group.
10. FOOD SERVICES
That attendance and food revenue/costs in the Visitor Reviewed in 1989. will continue in 1990 and three
Services component continue to be monitored in order to year analysis provided with 1990 report.
establish targets.
That the monitoring of expe~es continue in order to Continuing over 3 year period.
determine targets for optimum percentages for cost of
sales and wages within the Visitor Services component.
That the issue of the relationship between facility Relocation of Food Service to Field Operations
program and food service be resolved based on an in 1990 should improve coordination.
identification of visitor expectations and food
purchase preferences.
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That the various indicators of the Group Functions component Continuing over 3 year period.
continue to be monitored to determine optimum levels for the
Authority's operation.
That the focus for Food Service improvements in 1989 be on Integration of Food Service, Field Operations and
the Visitor Services component of the operation. Black Creek in 1990 intended to continue to address
this issue.
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lX
1989 PROGRAM PERFORMANCE REVIEH
Summary of Recommendations
1. GENERAL
THAT Management Committee discuss ways and means of carrying out a
more detailed unit operational audit to assist managers/directors
in improving day-to-day operations.
THAT the Authority continue to advocate the need to address the
conservation of Greenspace resources across its watershed and the
immediate requirement for action to ensure the maintenance of past
achievements and the extension/retention of these benefits
throughout the Greater Toronto Area.
THAT the identification of opportunities and methods of funding
the necessary programs continue to be a high priority.
THAT the Authority continue to stress the need for an integrated
approach to resource management throughout its watersheds and for
a broader view of the provincial side of the cost-Sharing
arrangements necessary to develop and implement a program to
address this need than is available through the Ministry of
Natural Resources' definition of eligible conservation
authorities' programs.
THAT the benefits and opportunities of supporting a more flexible
approach to ensuring an integrated renewable resource management
program be identified and communicated to the member
municipalities and to the relevant provincial ministers and
Cabinet.
THAT a comprehensive update of the Watershed Plan, incorporating
the initiatives of the Greenspace Strategy, be prepared during
1990.
2. FLOOD ARD EROSIOR HAZARD
THAT the up-date of the Watershed Plan to incorporate Greenspace
objectives and the communication of the Authority's corporate
message clarify the goals and objectives related to public safety
and the exceptions which permit use'of a Special Policy Area
designation.
THAT the technical sections achieving program objectives .through
the Plan Input and Review process review and update/prepare the
necessary guidelines/operational criteria and, where appropriate,
resource area mapping, to enable planning staff to effectively
implement the Watershed Plan and supplementary Greenspace
initiatives.
At". ;2 it,
x
2. FLOOD AND EROSION HAZARD contd.
THAT a non-engineered approach to erosion control, requiring the
establishment of setbacks as the preferred means of ensuring
erosion protection" beg i ve n further consideration.
THAT the Authority continue to advocate the retention of the
interrelated Greenspace resources of the region and seek
opportunities to recommend specific mechanisms by which they can
be conserved.
3. STORM WATER MANAGEMENT/WATERSHED MANAGEMENT PLAHRING
THAT the revised operational criteria for storm water management,
developed as a part of the Rouge Watershed Management Strategy, be
tested on the Authority's remaining watersheds to en sure that
e f f ec t i ve systems are being required as a part of the development
process.
4. CONSERVATION LAND MARAGEMEHT
THAT a draft Private Land Stewardship Program be developed to
determine staffing and other requirements to implemen t the
recommendations of the Oak Ridges Moraine and Rouge River
strategies.
THAT Authority staff undertake to resolve the issue of fisheries
management with staff of the Ministry of Natural Resources early
in 1990.
THAT the Authority continue to advocate an integrated,
co-operative approach to both the development and implementation
of watershed management strategies; seek the continued
co-operation of the various agencies by facilitating improved
working relationships; and use the Strategy Implementation
Committee as a forum to identify and address areas where
implementation is not proceeding.
5. LAND ACQOISITION
THAT the 1990 program performance review include an update of the
progress of the MTRCF to develop a program for the acquisition of
conservation land.
THAT the cost and methods of mapping areas suitable for
acquis~tion across the Oak Ridges Moraine Complex be determined
and the 1990 funding allocations be reviewed to determine possible
sources/re-allocation.
xi RM.~7
5. LAND ACQUISITION contd.
THAT the Authority identify to the province and its member and
local municipalities its concerns with regard to the use of
Authority and other valleylands as the routes/locations for public
services/facilities and the need to give greater consideration to
maintaining greenspace.
THAT the Authority consider the feasibility of long-term leases of
its lands, for specific parcels which by the size, location and
current/potential zoning lend themselves to this form of
management, as an alternative to sale, to ensure use of the
revenues from the property and control over future uses.
6. WATERSHED RECREATION
THAT further details for implementation of the Five-Year Project
for the Development of Public Use Opportunities on Authority Lands
identify ways and means of establishing a sound funding base for
the planning and development of recreational opportunities in
conservation areas.
THAT the project, and its communication component, clearly confirm
that the Authority's priorities for good land management are the
basis for its public use proposals and that public use is a valid
conservation management activity.
THAT those components of the Strategy for Public Use which propose
active recreation facilities and/or private, commercial operations
be reviewed to determine their continuing viability.
THAT the relationship between the development proposals of the
Public Use Strategy and the day-to-day operation of the
conservation areas be reviewed and clarified.
THAT both staff units be involved in establishing annual funding
priorities for development or redevelopment.
THAT the update of the Watershed Plan to reflect the inclusion of
Greenspace initiatives incorporate goals and objectives specific
to the Authority's enforcement, safety and security activities.
THAT the Authority discuss with its local municipalities the merit
of requiring private developers to fund the cost of ongoing site
inspection, by a qualified engineer to be selected by the
municipality, as a part of the approval of a development proposal,
to ensure the implementation of all municipal and agency
requirements.
AM.29'
xii
6. WATERSHED RECREATION contd.
THAT notification of accidents be filed wi th the Director, Fie IJ
Operations, and that the program manager be required to ensure,
and file a follow-up report confirming, that corrections have been
taken to prevent reoccurrences.
7. LAKE ONTARIO WATERFRONT DEVELOPMENT
THAT the Authority continue to seek solutions to the issue of fill
disposal and to designate sites where suitable material can be
placed.
THAT the Authority continue to pursue the initiatives of the
Greenspace Strategy with respect to the Lake Ontario Waterfront
and to seek ways to provide a forum for the resolution of
inter jurisdictional interests.
8. BLACK CREEK PIONEER VILLAGE
THAT the reporting relationship and organization of the operation
at Black Creek Pioneer Village continue to be monitored over the
transitional years 1990-91, to ensure that the alterations made
are achieving the objectives established.
THAT the Black Creek Business Plan be reviewed and projected for
the period 1991-2001, and include a review of all capital
improvements proposed in order to determi~e their continuing
viability; their current costs; and alternate means of
accomplishing the projected benefits.
THAT a revised application for special funding be prepared and
submitted to the Minister of Culture and Communications.
9. CONSERVATION EDUCATIOR
THAT the need of the Authority's Conservation Education s ta ff , as
well as other units working with the public, to be kept current of
policy and program initiatives be recognized and that Education
staff determine a format/forum for the communication of such
information in a timely manner.
THAT the visitors' survey being used to monitor public use at the
Kortright Centre for Conservation be reviewed to de termine whe the r
there are opportunities to incorporate questions related to the
communication of program and policy information and public opinion
respecting the conservation projects of the Authority.
THAT the internal sharing of specific job skills as a part of the
Authority's internal staff development and training opportunities
be investigated as both a mean s of skills development and as a
method of improving staff interaction and in for ma t ion transfer.
xiii ~Mo~~
10. COMMUNITY RELATIONS
THAT Management Committee address the urgent need to effectively
communicate the corporate message and to address those areas
affecting a positive corporate image.
THAT the Community Relations f unct ion be the first area to be
reviewed under the recommended operational audit procedure, in
order to determine potential requirements with respect to:
a) internal organization and corporate reporting relationships,
b) information management,
c) program development, and
d) service delivery.
11. FOOD SERVICE
THAT, during 1990, s ta f f review and recommend priorities in terms
of the provision of Visitor Food Service, based on an analysis of
visitor demand, attendance patterns and actual costs.
THAT the 1990 Visitor Survey follow up on any indications of
unsatisfactory food service by providing an opportunity for the
visitor to give a reason for this response.
THAT Food Services consider implementing a system to gain visitor
comments, such as table cards at Halfway House.
THAT a review of the opportunities and constraints related to
generating increased revenues within the Special Functions
component of the Food Services section be undertaken and include ,
comparisons with similar facilities.
AM.3cJ
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l. GENERAL
In December 1980, the Authority adopted a comprehensive Watershed
Plan for its area of jurisdiction, encompassing all program areas
and including initiatives in Storm Water Managemen t; revisions to
its approach to Flood and Erosion Control; and an overview of its
preferred strategies for the management of specific renewable
re sourc e areas. During 1981, support for the Watershed Plan was
sought from the Prov ince of Ontario and the member and loca I
mun ic ipa li ties and, in 1982, the first full year of implementing
the adopted Ha ter s;led Plan commenced.
Since 1982, in an effort to assess progress in achieving the
objectives of the Watershed Plan and to monitor the factors
assisting/hindering program performance, an annual review has been
undertaken. This re view is not intended to be a financial nor a
full operational audit: the former is provided by both provincial
requirements and by the Authority's fee auditors, while the latter
is, in part, addressed within each working unit as a part of
inuividual performance appraisal-so There has been a sugJestion,
in carrying out this year's review, tha t a more rigorous
operational audit on a unit-by-unit basis could assist managers
and directors in improving the efficiency and effectiveness of
their day-to-day operation. It was suggested that this type of
audit could assess:
. service delivery - identify work unit objectives for service,
including client groups, service standards, methods of
evaluation;
. program development - ability/effort to refine and evalua te
program effectivness and modify to suit current needs/
interests;
. information management - information needs; formal/informal
systems available for the transfer and management of
information, and identification of obstacles and remed ia 1
action;
. human resource management - including staffing needs, training
and development requirements/opportunities; and
. communication/advocacy role of unit - evaluation of
requirements.
This sU'ggestion has considerable merit and has been discussed ln a
number of sessions.
RECOMMENDATION:
THAT Manage.ent Coamittee discuss ways and aeans of carrying
out a .ore detailed unit operational audit to assist
aanagers/directors in improving day-to-day operations.
ArYl. 31
- 2 -
In 1986, the Authority reviewed and updated the goals and
objectives of its 1980 ~vatershed Plan and produced a revL,ion
based on five ye ar s experience in implementing the original Plan.
At that time it was r e c og n i zed that the pressures of development
in the Grea te r Toronto Area and the continuing effort of the
provincial government to transfer a greater financial responsibi-
lity for shared programs to the municipalities were having a
negative impact on the delivery of Authority programs for
renewable resource management.
From 1982 to 1985, the impact of these trends was offset, in part,
by the Authority's susccessful use of federal and provincial
special employment programs, introduced to ease unemployment and
to provide on-the-job training. By 1986, these sources had
diminished as the economy improved and unemployment decreased.
Although the programs were generally used to bring forward work
from future years or to carry out the background work necessary
for more effective program delivery, they did improve the level of
service being provided and their loss affected the Authority's
ability to deliver the full range of Watershed Plan objectives.
At the same time, economic improvements resulted in a further
surge of development across the watersheds and the need to be more
aggressive in order to maintain the conservation achievements of
the past and ensure their continuation as new proposals came
forward.
Starting in 1986, the Authority concentrated on assessing the
trends in its area and in identifying and projecting renewable
resource management needs. It was agreed that, as a special
purpose public agency, the Authority's programs had traditionally
been developed to respond to an identified public demand for
resource management. While this is the way in which public
programs normally evolve, the difficulty being faced by the
Authority was the rapid rate of urban expansion and the escalating
land values across its jurisdiction. These forces were creating a
situation where the public's attention was being directed to the
immediate issues of affordable housing and waste management.
While these two issues had reached critical levels, the long-range
community needs for open space and the potential, irreversible
damages that could occur to the resource base from all activities
were not being addressed.
In response to this concern, the Authority prepared and, during
1989, promoted a Greeilspace Strategy for its portion of the
Gr ea ter Toronto Area. This effort was highly successful in
focusing municipal and provincial attention on the broader
resource management needs of the area and placed the Authority in
an advocacy role which reflected the growing public concern for
quality of life and uncontrolled growth. In answer to the
Authority's Strategy, the Province of Ontario has established a
special review of the headwaters, river valleys and waterfront
within the Greater Toronto Area and will be putting forward a
position statement/strategy by mid-1990.
A f'v1. 3-2.
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Tr. ~ adoption of the Authority's suggestions for action and their
eXi ansion over a broader geographic area has created both positive
anc negative impacts on the implementation of the proposed
Gr ~nspace Strategy. Wh i Ie there 1S strong support, in principle,
fo~ the Au thor i ty ',s recommendations, the emergence of the ,
pr( lince's initiatives has created a "wait-and-see" attitude with
re:: )ect to funding commitments. There has, however, been a
cer::ain level of expectation created amongst the Authority's
mem:)er and local municipalities, despite their own hesitancy to
invest greater financial resources into Authority programs. This
is exacerbated by the Authority's having created a strong public
support for its proposals and a public perception that the
advocacy of a position by a public body can be translated into
immediate action. 1990 will be a year when the Authority must
work to maintain public and municipal support for its Strategy and
successfully identify the means of accomplishing the objectives
within whatever funding support is provided.
The time has also come for the Authority to clearly address the
issue of what it can and cannot afford to do. The advocacy of a
progressive position with respect to resource management was
timely and necessary; however, the implementation of the broad
range of program efforts required to deal with existing needs,
while projecting and providing for future greenspace conservation,
requires the financial commitment.
RECOMMENDATION:
THAT the Authority continue to advocate the need to address
the conservation of Greenspace resources across its watershed
and the immediate requirement for action to ensure the
maintenance of past achievements and the extension/retention
of these benefits throughout the Greater Toronto Area;
AND FURTHER THAT the identification of opportunities and
aethods of funding the necessary programs continue to be a
high priority.
Late in 1989, the Minister of Natural Resources responded to the
recommendations of the "Review of Conservation Authorities'
Programs" (Burgar Repor t) and the subsequent review of those
recommendations (Ballinger Report).. In this response the issues
of conservation authorities' manda te and role were addressed.
Th e s e issues were previously raised and resolved in the late 1970s
with the publication of a review and provincial position
statement, intended to clarify the differences between legislated
mandate - the conservation, restoration, development and
management of renewable natural resources - and specific role
(negotiated activities) of each authority as determined by program
eligibility for grants through the Ministry of Natural Resources
(MNR) ; the interests of the member municipalities for resource
management; and the negotiation of alternate funding arrangements
to carry out activities ineligible for 11 H R g ran t s but within the
broad mandate. Funding could be either more heavily dependent on
R fY1.33
- 4 -
municipal 1 e v y sup po r t and/or supported by grants from MNR or
ot~er ministries' program funding. The latter situation would
oc,- '.lr where the Authority was responding to a municipal need and
whe:e a ministry had funds for such a pro~ram but did not itself
hav: the staff or required resources. It also provided an
0 oPt: Htunity for the ministry and the municipality to share in the
cos:s of program delivery by utilizing the Authority as an agen t .
Thi3 system has provided for a greater ability to address the
watershed management needs of the Greater Toronto Area on a
comprehensive basis and has successfully been used, in particular,
with the 1'-ti n i s try 0 f the Environment to study and develop remedial
action related to water quality issues and with the Ministry of
Culture and Communications to operate the heritage conservation
program at Black Creek P ionee r Village, and, more recently, in the
area of archaeological resource identification and conservation.
The Minister's recent re lease has, once again, suggested that the
Authority's mandate is related solely to the eligibility of
programs for MNR grants. This position fails to recog n i ze the
strong public support for integrated resource management on a
wa te r shed bas i s and the urgent need to be proactive to ensure the
in teg ri ty of the resource base.
There are considerable benefits to a more co-operative approach,
as the Authority has the advantage of being able to act as a
vehicle for the co-ordination of provincial and municipal goals.
During 1990, it is important to direct corporate effort to:
1 . ensuring public and political recognition that the Greenspace
Strategy is a supplement to the Hatershed Plan; that the
Authority's programs have provided Greenspace since 1957; and
that the initiatives advocated build on the past, not replace
our previous efforts;
2. ensuring that the public and politicians appreciate the
inter-relationships across the watershed system and the
interdependence of the resource components;
3. re-emphasizing that authorities were formed on the three
principles of watershed jurisdiction, local initiative and
provincial/municipal cost-sharing. These principles remain
valid to addressing watershed resource management interests and
provide the Authority with a significant advantage to continue
to implement a strategy to conserve Greenspace;
4. moving from support in principle to support in funding and from
advocacy of a Greenspace Strategy to action.
r=/ M. 3Jf
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RECOMMENDATION:
THAT the Authority continue to stress the need for an
integrated approach to resource management throughout its
watersheds and for a broader view of the provincial side of
the cost-sharing arrangements necessary to develop and
implement a progra. to address this need than is available
through the Ministry of Natural Resources' definition of
eligible conservation authorities' progra.s;
THAT the benefits and opportunities of supporting a more
flezible approach to ensuring an integrated renewable
resource management program be identified and communicated to
the .ember aanicipalities and to the relevant provincial
ministers and Cabinet;
AND FURTHER THAT a comprehensive update of the Watershed
Plan, incorporating the initiatives of the Greenspace
Strategy, be prepared during 1990.
I
AM.3S-
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2. FLOOD AND EROSION HAZARD
2.1 REMEDIAL MEASURES
2.1.1. Flood Hazard
The areas of existing flood risk continue to be dealt with on a
priority basis, as funds are available. The mapping extension
program has added further sites to the inventory of flood
susceptible sites and measures to address these will be
considered, on a priority basis.
The use of the Special Policy Area (SPA) provisions of the
Provincial Flood Plain Planning Policy also addresses such sites,
where there is a social and economic re~uirement for continued
viability of'a development at risk of flood hazard. The major
project under consideration in this area in 1989-90 is the
Ataratiri redevelopment proposal in the flood risk area of the
LO\ve r Don Ri ve r.
Flood remedial projects during 1989 inc luded :
. continuation iof the Keating Channel dredging
. Dixie/Dundas (Little Etobicoke Creek) commenced
. German Mills Creek, Richmond Hill (land acquisition on ly) .
ISSUES
The rapid advancement of development across the region and the
proposals to redevelop major flood risk lands need to be
addressed. The mapping extension program is proceeding as funds
are available; however, there is a need to press on with this work
to ensure our information base is adequate to implemen t the goals
of public safety.
The SPA process, by permitting continued development/redevelopment
of flood risk lands, appears to a segmen t of the community to
contradict Authority policy with respect to flood control and the
protection of public safety.
RECOIIMBRDATION:
THAT the up-date of the Watershed Plan to incorporate
Greenspace objectives and the communication of the
Authority's corporate aessage clarify the goals and
objectives related to public safety and the ezceptions which
permit use of a Special Policy Area designation.
2.1.2. Erosion Hazard
This program has been successful, over time, in decreasing the
number of site s requiring remedial measures a Ion g the va lIe y
systems. Major works along the waterfront are now the focus of
AM,~
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much of the remedial program and are, generally, more costly and
extensive in their solutions. Sites along the Scarborough
waterfront and the major project at the Bellamy Road ravine were
the significant efforts during 1989.
Projects during 1989 included:
. Black Creek, City of York
. Humber River (Ontario Hydro)
. Bellamy Ravine, Scarborough
. Fishleigh Drive, Guildwood Parkway, Sylvan Drive,
Kingsbury/Lakehurst and South Marine Drive, Scarboroug~
The development and implementation of individual watershed
strategies includes the provision for an approach to require cash
in lieu for storm water management works in certain reaches of the
watersheds which can be used to provide downstream remedial
measures.
2.1.3. Maintenance
The maintenance of completed remedial works is of high priority.
In order to accomplish maintenance objectives, a data base has
been developed and, based on field investigations, a long term
maintenance plan is being prepared. Funding for this aspect of
the remedial program continues to be of concern.
2.2. PREVENTA TIVE MEASURES
2.2.1. Flood Warning and Flood Forecasting
The Flood Warning system has been updated to incorporate the use
of Facsimile (FAX) machines at the various contact offices. The
manual has been updated to reflect this information. In order to
ensure the system functions effectively, a seminar for municipal
officials was conducted in Metropolitan Toronto.
The staff support for the system has been extenaed and now
includes staff from other than the Planning and Engineering
section of the Water Resource Division. The role assumed by the
Metropolitan Toronto Police with respect to issuing notices of
flood alerts has been of great assistance in public recognition of
the hazard.
2.2.2. Plan Inpat and Review
While this program has expanded to address greater Authority
interests than the public safety requirements, it will be reviewed
under this section for 1989. The revision and update to the
Watershed Plan will address fully the specific goals and
objectives related to the municipal review process. During 1989,
record keeping regarding the volume of reviews undertaken by staff
were reinstated. As information is not available for 1988, a
comparison to 1987 has been made.
RM,37
- 8 -
1989 1987 % Change
Permit Applications 249 376 - 34
Official Plan & OPA 100 418 - 76
Land Division 950 4126 - 77
Rezoning 800 1326 - 40
Subdivisions 275 528 - 48
Solicitor/Realtor 3000 2800 + 7
Site Plan 240 60 + 300
While improved methods of monitoring applications, begun in 19J9,
will allow more accurate comparisons in 1990, there has been an
apparent shift in the type of applications reviewed from
preliminary concept plans to the more site specific.
The initiation of a permit application fee, in April 1989,
together with the continuation of the fee for solicitor/realtor
enquiries, assisted in supporting the administrative costs related
to replying to the high number of applications.
1989 saw the implementation of recommendations approved by the
Authority for increased staffing and reorganization. This has
ass i s t ed in improved service delivery; however, staff turnover
has con tinued to be a concern and has prevented the unit from
operating at its approved complement.
Staff worked with the municipalities of Markham, Richmond Hill and
the City of Toronto in their development of Special Policy Area
proposals for flood plain communities. Final approval for the SPA
in the Rockcliffe area of the City of York, on the Black Creek,
was recommended for f ina 1 approva 1.
In accordance with the provincial Flood Plain Planning Policy, the
Authority updated its policies and discontinued the use of the
FLOOD DA~~GE CENTRE designation.
ISSUES:
The Greenspace initiatives have created the need to review and
update operational criteria in a number of a~eas and to provide
guidelines/criteria for specific initiatives, e.g. the Oak Ridges
Mo r a in e , Rouge River Watershed Strategy. While the strategy has
been defined/redefined for a number of areas, the technical
details of how to accomplish the objectives and how these should
be implemented through the Plan Review section still need to be
addressed. Public support for the initiatives has to be followed
up by some modifications/amendments in the criteria used for the
plan input and review function performed by Authority staff.
A(v1. 38'
- 9 -
RECOMMENDATION:
THAT the technical sections achieving program objectives
through the PIan Input and Review process review and
update/prepare the necessary guidelines/operational criteria
and, where appropriate, resource area mapping, to enable
planning staff to effectively implement the Watershed PIan
and supplementary Greenspace initiatives.
During 1989, further challenges to the integrity of the valley
system occurred as a result of the property values across the
region and the demand for developable land. This was felt along
the upper slopes of the valleys and has been a threat, not only in
areas of new development, but also in the encroachment within
existing developed parts of the watersheds, particularly in
Metropolitan Toron to. In the past, the cos t of the engineering
works and the remedial measures required to remove an erosion
hazard along these slopes have acted as a control of their
development and the Authority's regulation seen as a relatively
effective method of limiting in trus ion. Today, the potential
return on investment has resulted in a significant inc;:ease in the
number of proposals which encroach upon valleylands.
The Watershed Plan sets an Authority objective of mai~tai~ing the
major rive r systems as un its from top of slope to top of slope and
has been supplemented by the initiatives of the Greenspace
Strategy which advocates the maintenance of the systems as an
important objective.
The Provincial Flood Plain Planning Policy and its implementation
guidelines take the position that engineered solutions to flood
hazard do not remove the risk to life and property. A s i mila r
approach along the valley systems is being considered, by
Authority staff, as a criterion for the consideration of valley
encroachments. The Conservation Authorities Act does enable
regulation for the purpose of "conservation of land"; however,
this has generally been interpreted to refer to slope stability.
There is a possibility that this could be expanded to api?ly to
pure conservation, if this direction was supported by the
province. Further, the initiatives of the Crombie Commission and
its assignment to Ron Kan te r, M. P. P. , provided opportunities for
the Authority to point out the opportunities in the regulation dnd
to seek support for amendments. At presen t the situation can
arise where a permit, under the regulation, must be issued based
on the technical measures proposed; however, the proposal
conflicts with adopted Authority policy and objectives for the
valley system.
R~.3q
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RECOMMENDATION:
THAT a non-engineered approach to erosion control, requiring
the establishment of setbacks as the preferred means of
ensuring ~rosion prot~ction. be given further consideration;
AND FURTHER THAT the Authority continue to advocate the
retention of the interrelated Greenspace resources of the
region and seek opportunities to recommend specific
aechanisms by whic~ they can be conserved.
3. STORM WATER MARAGEMENT/WATERSHED MARAGEMEN~ PLANNING
During 1989, the Authority reviewed approximately 140 projects
re la ted to the implementation of its objectives for Storm Water
Managemen t as a part of the development review process. Amend-
men ts to the operational criteria for this review were proposed as
a result of the findings of the Rouge River Watershed Strategy. A
determination of the application of similar revised criteria
across the watersheds will be made during the first half of 1990.
ISSUES
The Rouge River Strategy started, in large part, as an effort to
review and assess the impacts of implementing the 1980 in it i a t i ve s
for Storm Water Management. The result is a much broader strategy
for the watershed and amends some of the operational criteria for
storm water controls, utilized since 1980.
RECOMMENDATION:
THAT the revised operational criteria for storm water
aanagement, developed as a part of the Rouge Watershed
Manageaent Strategy, be tested on the Authority's reaaining
watersheds to ensure that effective systems are being
required as a part of the development process.
RM.4-D
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4. CONSERVATION LARD MANAGEMENT
4.1. CONSERVATION SERVICES
This component provides land management expertise and plan t
materials for Authority, public and private landowners, and
planting assistance for erosion and sediment control and wildlife
management carried out on 28 private properties and for two
municipalities, Brampton and Richmond Hill. Forest management on
Authority lands included fence construction, fireguard mainten~nce
and hazard tree removal.
S t af f continued to implemen t its component of the agreement wi th
respect to the Caledon Density Bonus Program at Palgrave, and
provided sed imen t con tr 01 assistance to the City of Brampton and
the Town of Markham along the Etobicoke, Berczy and Bruce Creeks.
Projects were also carried out in conjunction with the Authority's
program for shoreline management along the Scarborough waterfront.
Support for these programs was provided by the Au th 0 r i t Y I S
nursery operation, which provided 49,124 units of plant material
(up from 38,202 in 1988) . In add i tion , ten hectares of land were
hydroseeded.
Fish and wildlife management activities con tinued to provide for
fish rearing at the Glen Haffy hatchery, and for deer con tro 1 in
the Nashville Resource Management Tract. Rehabi 1 i ta t ion/
improvement projects involved fish and wildlife habitat improve-
ments and release of trumpeter swans at the waterfront and
ring-necked pheasants on conservation lands.
The interim management program continued to provide wildlife
management and public access to Tommy Thompson Park.
ISSUES
A large part of the implementation of the new initiatives proposed
in the Greenspace Strategy will be the responsibility of this
program. The various components for which services will be
required include: advisory and planting assistance for the
headwaters moraine Stewardship Program, Watershed Management
strategies, and the continuation and extension of the efforts on
municipal lands.
A report on the nursery operation was completed in previous years
and has been reviewed to de te rmine future requirements and the
ability of the nursery to provide the necessary materials.
Relocation and expansion of th is facility is again underway in
order to address these needs.
R,y,. 4-'
- 12 -
The Private Land Stewardship Program will require considerable
research, staff training and on-going landowner contact to be
successful. Examples of similar efforts are available and have
been reviewed. The details of an Authority program need to be
de ve loped and discussed during 1990.
RECOMMENDATION:
THAT a draft Private Land Stewardship Program be developed to
deteraine staffing and other requirements to implement the
recommendations of the Oak Ridges Moraine and Rouge River
strategies.
During 1989, there was a conflict between the fisheries management
recommendations developed by the Au thor i ty respecting the Rouge
and those of the Ministry of Natural Resources as a part of their
District Fisheries Plan. This type of conflict is counterproduc-
tive to good resource management and to the effort needed in the
Grea te r Tor on to Reg ion to accomplish area-wide conservation
objectives, and must be re sol ved . The criteria used by each
agency must be the same or must clearly be for different purposes;
otherwise the objectives of both will be undermined.
RECOIUlENDATION:
THAT Authority staff undertake to resolve the issue of
fisheries manageaent with staff of the Ministry of Ratural
Resources early in 1990.
4.2. CORPREHENSIVE BASIR MARAGEMENT
The draft strategy for the Rouge River Basin was completed and,
after c i r cu la t ion for commen t , finalized in early 1990. Phase I
of the Duffin Study was completed, benefiting from the experience
of the Rouge Study, and leading to the in i t.i a t ion 0 f technical
studies in 1990.
ISSUES
The successful completion of the Rouge River Strategy in 19~9
brings with it issues which could hamper future progress. Two
specific areas of concern are the Authority's ability to
co-ordinate the implementation of the strategy and the need to
amend past practices to achieve the needeJ action.
In developing the strategy, the Authority sought to bring together
the numerous interested agencies, municipalities and publics with
a stake in the Rouge. Wh i Ie the process was a difficult one, it
succeeded in prod u c i n g a long-term strategy. Having set the
framework for the future, the Authority's role as co-ordinator of
the strategy's implementation is at question. The various parti-
cipants are returning to their traditional independent activities
and there is a risk that, in implementation, there will be a lack
of co-ordination and co-operation. The Authority saw its role as
RM.~
- 13 -
bringing together the various stake holders, not only to develop
the strategy, but also to ensure its subsequent implementation.
The basis of these efforts is the need for an integrated approach
to watershed management.
RECOMMENDATION:
THAT the Authority continue to advocate an integrated,
co-operative approach to both the development and implementa-
tion of watershed management strategies; seek the continued
co-operation of the various agencies by facilitating improved
working relationships; and use the Strategy Implementation
Committee as a forum to identify and address areas where
iaplementation is not proceeding.
4.3. WATERFRONT MONITORING
This activity included the monitoring of locations where shoreline
management works are in progress, the Sam Smith and Keating
Channel projects, as required under the Environmental Assessment
approval, and the identification of present conditions at the East
Point site as background to its future development. The Lakefill
Quality Control Program provided funds for the monitoring of
various quality indicators at active and complete lakefill sites.
A joint MTRCA/MNR project is also monitoring waterfront fisheries
and will provide a base of informa tion for use in determining the
effectiveness of the Metropolitabn Toronto Remedial Action Plan.
4.4. SPECIAL PROJECTS
The Authority continues to be active in a number of special
projects relating to water quality improvement, for which funding
is, generally, provided by the Ministry of the Environment,
inc Iud ing the Toronto Area Water Management Study,. the Rural
Beaches Project, the Metropolitan Toronto Remedial Action Plan and
the Do n R i ve r Project. Stream improvement works were also
implemented through a youth program of the Ministry of Skills
De ve lopmen t .
ISSUES
It is in this area that the use of monies from other than the
Ministry of Natural Resources has been particularly beneficial to
a watershed approach to resource management. The separation of
water quantity and natural resources from water quality cannot
con tin u e if integrated watershed management is to succeed. Since
the source of funding for the latter is largely from the Ministry
of the En vi ronmen t , th~ Authority has developed strong connections
and a major funding source with this Ministry. The eligibility of
A tv). *3
- 14 -
Authority programs for Ministry of Natural Resources funding
reflects the base programs provided by that Ministry; however, to
effectively implement a conservation program requires other issues
be addressed. The recommendation in the overview section,
r e la tin g to the Authority's need to derive "provincial" support,
r a th e r than strictly that of the Ministry of Natural Resources,
relates largely to its efforts to deve lop and imp lemen t integrated
watershed management programs.
,
AM. 1+'+
- 15 -
5. LAND ACQUISITION
5.l. ACQUISITION
One of the principal tools identified in the 1989 Greenspace
Strategy was the continuation of a program to acquire those lands
which, due to their hazardous nature or significant/critical
contribution to the resource base, are best left in their natural
condition. While there may be potential for public use of a
portion of these lands, there may also be a greater concen tr a t'i on
on acquisition of lands which may only be suitable for passive
use.
During 1989, the Authority acquired 106.57 hectares (263.146
acres) . Lands determined to be surplus and sold during 1989
totalled 39.47 hectares (97.466 acres) . As of December 31, 1989,
the total holdings were 12,261.837 hectares (30,298.583 acres) .
In c luded in the 1989 acquisitions was one key property purchased
un d e r the "Metro Hazard and Conservation Land Acquisition
Project", Domtar Inc. in the Don River watershed. Other
significant acquisitions inc luded 19.44 hectares (48 acres) under
the Niagara Escarpment Project and, under a special project for
the Glen Major Forest and Wildlife Area, the 52.43 hectare
(129.450 acres) Osler property was purchased, with financial
assistance from Trees for Today and Tomorrow.
Approximately 150 rental agreements were managed during 1989 and
an overall review of all current rental rates was initiated for
completion in 1990. The inventory of long-term maintenance
requirements for these facilities, and the ability of the ren ta 1
revenues to support these requir emen ts, will be a part of this
review. Also to be addressed is the current requirement for
designated residences as part of specific job tasks, to provide
on-site security. Alternate methods of accomplishing the same
objective will be considered.
ISSUES
A recommendation of the Greenspace Strategy was that The
Metropolitan Toronto and Region Conservation Foundation (MTRCF) be
restructured, and redirect its fundraising targets and efforts to
assist in the acquisition of suitable resource managemen t lands.
A diagnostic analysis of the Foundation was undertaken in 1989
and, in 1990, further consideration of this initiative will
occur.
RECOMMERDA'!'IOR:
THAT the 1990 program performance review include an update of
the progress of the MTRCF to develop a prograa for the
acquisition of conservation land.
"l)
~
.
PRO PER T I E S -____~_.!?_ L~_J_,~_ ,E_I? u_ IN,____~_9U9 ~
- .. - - -- - - .- - - - <1\
CODE
NO. _I?~Q~-'-E~ ,~J:.~~_ NO.....!._ f9~M~~_Q~E!L MUNICIPALITY ACREI\GI::
- -. --
1 P.6.A. 41 Armstrong Hold1ngs Caledon 3. :W5
2 P.6.A. 42 The Corporation of the City of Brampton Brampton 1. abb
and 'Peel Condom1n1um Corporation No.259
3 P.7.A. 70 Hungry Lion Restaurant and Drive In Ltd. M1ss1ssauga 0.138
4 p.a.A. 454 The Corporation of the City of Etobicoke Etob1coke 8.B65
5 p.a.A. 455 The Corporation of the City of Etobicoke Etobicoke 0.207
,
6 p.a.A. 456 Izusa Investment Inc. and Johnston, Vaughan 0.004
John S. I
- PERMANENT EASEMENT
f-'
(J)
7 P. a .A. 456 Izusa Investment Inc. and Johnston, Vaughan 1.501
John S. I
a p.a.A. 457 275170 Ontar10 L1m1ted VauClhdn 14. Wll
, (Baycrest Consolidated Holdings Ltd.)
9 P.9.A. 159 Kalfa, N1nette and UOa25b Ontar10 L1mited R1chmond HIll 0.255
10 P.9.A. loll The Corporat10n of the City of North York Nort.h York 0.45.1
11 P.9.A. 161 Avida Construct10n Inc. RIchmond HIll 0.101
.
.' .. .
,
-
.- "
. . -
. .
, '.
'-
-
PRO PER T I t: s _A_~..Q_,'L_I__~__ER_ _ .IN. 19H':I
. _ _ n
CODE
NO. ER_Q.-!_EJ~! ,E.:!,LJL~..Q .!..- f..9~"'~ILQ'ffl~R_ MUNICIPALITY ACREAGE
-.. - -- " -
12 P.9.A. l62 Domtar Inc. East York 16.343
13 P.9.A. 163 Mogavero, Will lam Nicholas and Grace Marie East York 0.185
14 P.10.A. 63 Pub1lc Trustee Scarborough 0.141
15 P.ll.A. 116 Hlgh Glen Developments Limited and Scarborouqh 2. :.H':I
Ros8land Real Estate Llmlted
16 P.1l.A. 117 Laycock, Earl Russell Scarborough 1. 3tH
,
17 P.ll.A. llH Ontario Land Corporation Scarborough 4.2tHI
I
1H P.ll.A. 119 Apple Ridge Development Llmlted Scarborou'lh U.51 ......
.......
19 P.ll.A. 102 Trlmbats Lane Ltd. Plckerlng lH.'1b9 I
20 P.12.A. lOJ Benlnato, Sandy Plckerlnq 11.'1114
21 WF3A 184 Puckrln, Mary Jane Plckerlng 0.17.:
22 WF3A 185 Leiterman, Douglas - Estate of Alax O.Jj
23 WF3A 1H6 The Corporation of The Town of Ajax A'jctX J.oU:i
24 WF3A 187 Kuchta, Joseph & Anne Plckerlnq 0.170
15 Wf'4 18U Gnmbly, Owen & patricia Scarborouqh U.8Y7
20 WF4 181 Whlte. Thomas & Glennis Scarborough ().~40
27 WF4 182 The Board of Education for the City of Scarborough Scarborough 1.34H
- ,
- -~ J)
..
. . S
. . . -
. ..' "7"
- . . . 4=
.
- . . 0-
.
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.
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3
~
PRO PER T I B S A C QUI RED IN 1989 -..J
CODB
NO. PROJECT PILB NO. PORMBR <*HER MUNICIPALITY ACREAGE
28 WF4 183 Kennedy, Marion Jean Scarborough 0.582
29 WF4 184 Marion Kenndey Eetatee Inc. Scarborough 0.760
30 WF4 185 Eatate of Raymond Wellington Yate. Scarborough 0.19
31 Glen 11 O.ler, Ca.pbell Pickering 129.450
Major
32 Niagara B Edward., Jane. Wilfred Caledon 47.907
EBcarpment .
TOTAL ACQUIRED 263.146 I
I-'
ex>
I
,
~!LQ_~~ R TIE S SOL D IN 1989
CODE
~ PROJECT FILE NO. SOLD TO MUNICIPALITY ACREAGE
1 F.l.A. 250 The Corporation of the City of Brampton 0.247 ~
Brampton
2 F.4.A. 244 778830 Ontario Limited and 1(1ng 29.9:l7
the Corporation of The Town.hip of K1ng
3 f.4.A. :lOll The Corporation of The Town of Caledon l(J.nq 11 .5U5
4 Felll.A. l45 The MunJ.clpal1ty of Metropolitan Toronto North York O.llJl
5 P.2.A. "2J7 Vonald Charles & Patr1cla Lucy Lawrle Markham U.1I5/1
6 P.8.A. 262 The Corporat10n of the City of North York North York lJ.3Yb
7 p.a.A. 235 The Corporation of the Town of Vaughan and VcHJghan lI.:!U7
D'Abbondanza. Luig1 , Maria
I
a P.8.A. 278 Anderson. Barry & Franca Vaughan O.Olj4 I-'
, ~
9 p.a.A. 279 Crosby, Michael & Nina Vaughan 0.058 I
10 p.a.A. 280 Hawrysh. William & Lisa Vaughan U.174
11 (\.p .A. 267 The Regional Municipality of Peel Caledon 0.057
1 :? P.9.A. 214 , Coreteel Mfg. Limited & Jascan Properties Inc. Vaughan O.67!;
13 P.9.A. 251 Wheelwright Investment. Limited Vaughan U..!..!lJ
14 P.9.A. 276 The Regional Municipality of York IOchmond Hll1 U.015
15 P.9.A. 277 Avida Construction Inc. R1chmond Hill 0.153
l6 P.l2.A. 257 The Durham Board of Education Plcker1ng 1.500
17 WF2 230 The Municipality of Metropolitan Toronto Toronto 5U.45Y
1a WF3A 249 The Corporat10n of the Town of Ajax Aiax 1.240
19 Flood Home 26b The Reg10nal Hunicipa11ty of York Vaughan U.310
Assistance
TOTAL ACREAGE SOLD 97.466
:0
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,
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LEGEND
.......Tlu OIfIr<<D l.MmI 0
fIUaJCl. y ~o LMGI -
"~ Df.L1tC'&lI011 Of COlfU.......lllOll L.... 'U.CA LMOI -
.. ~ICT TO "... (0111'\."10_ 01 '.. - ~"na. 2
III'.':" I I... ,lUDY.
-- 53
hili ...., ,0It.. ..., Of' 'NI LoiUIO ACou.l"IOII
~ 01 'III ..,. C .... ....D lluaT ., iIIAO
I. Co."u.Cf'OtI WITII 'III ...lTlII TlaT. "
~ lhe .....'opok..n lOIonlO and ,egoon II. T.R.CA. WATERSHED BOUNDARY --- ...-- ..,.. WATERSHED PLAN 1989 ACQUISIT~ SITES
__'oGn ...I'-rty . . . . . . . . lAND ACQUIS'TION PROGRAM
A (l1. 5D
- 21 -
5.2. MAPPING
The need to provide more detailed base mapping of the areas
iden t if i ed by the Authority as suitable for acquisition was
addressed in 1989 and will continue in 1990. Funding was
allocated to contract out this project and to have the mapping
prepared so as to be compatible with the future Geographic
Information System which will be integrated with both provincial
and municipal information. This mapping program will be initially
directed to mapping needs along the rive r va 11eys up to the
acquisition limits established in the 1980 Watershed Plan.
The areas not addressed in this project in c 1 ud e th e rive r valleys
which are a part of the flood and fill line mapping extension
program and the additional lands being proposed as suitable for
acquisition as a part of the Greenspace Strategy, in particular,
land s in the Oak Ridges Moraine.
RECOMMENDATION:
THAT the cost and methods of mapping areas suitable for
acquisition across the Oak Ridges Moraine Complex be
determined and the 1990 funding allocations be reviewed to
determine possible soorces/re-allocation.
5.3. TAX REBATES
In'1989, there was a change in eligibility under the prov inc ia 1
Farm Tax Rebate Program, specifically to eliminate lands leased by
conservation authorities for farm purposes. This has resulted in
an increased cost to the Authority and the need to review current
rental practices. While authorities are no Ion g e r eligible for
this program, they continue to be eligible under the Conservation
Land Tax Rebate Program for those non-revenue generating lands
that are managed for resource protection/enhancement.
The Finance and Administration Advisory Board has requested s ta f f ,
in their 1990 review of ren tal properties and procedures, to
include those lands currently rented for agricultural purposes and
to de te rmin e the feasibility of increasing rental rates or of
removing the 1 an d s from rental and including them in resource
management areas which would qualify for Conservation Land Tax
rebates.
5.4. PUBLIC UTILITIES/SERVICES
The pressure on Authority lands, during 1989, continued and is now
evidenced in increased requests for sales/easements re la ted to the
servicing demands generated by increased development across the
wa tershed. Municipal and other services need to be expanded or
extended to supply the growing demands of the Greater Toronto
A (\1. 51
- 22 -
Area. The Authority, as the owner of large areas of undeveloped
linear lands, has been seen as a potential source of the
location/routes for such servicing facilities. Ontario Hydro, the
Ministry of Government Services and numerous local and regional
municipalities have approached the Authority with proposals to
locate services on or through Authority property. While certain
of these proposals will always require interference with the river
valley systems, e.g. road crossings, and can be addressed by
design and construction practice requirements, others see a
location on the Authority's lands as the least disruptive to
existing development and, therefore, the least costly solution of
the various alternatives they are required to consider under the
Environmental Assessment Act.
There is a certain benefit derived by the Authority from the sale
of land/easements for these purposes. The funds generated have
successfully been used to purchase additional lands, at a time
when the level of funding for this program has not kept up with
rising land values. Further, these transactions have specific
terms attached which require full site rehabilitation and, where
appropriate, buffering of the new facility from the remaining
Authority public use or passive lands.
Notwithstanding these benefits, there is a concern that any change
of use of Authority land or works undertaken on them can have
negative environmental impacts and create negative public
reaction, even though the works are intended to provide a
subsequent public benefit. When the request results in a sale of
land and the development of a service facility, the nearby
residents are considerably distressed at their loss of privacy/
view. Again, this generates negative feeling against the
Authority. At present, there does not appear to be a compromise
which will satisfy both Authority interests and community
servicing needs. The procedures under the Environmental
Assessment Act, to review the various options available and to
recommend a preferred alternative, are being applied; however,
economic alternatives to the use of Authority lands are frequently
not as attractive and the recommended alternative often has a
direct impact on Authority program interests.
The Authority is funded by its member municipalities and by the
Province of Ontario. This further complicates the situation where
these are the proponents of the works. Having had in place a land
acquisition program for over forty years and having acquired
significant stretches of the river valleys for hazard and
conservation purposes, there is now the distinct possibility that
these routes will become the Parkway Belt of the future, providing
the 10catic for the increasing service needs of the Greater
Toronto Ar . This was certainly not the purpose for which the
lands were acquired nor is it necessarily in the long term
interest of the community. If nothing else, it goes against
public opinion and results in a negative image for the Authority.
RM,5~
- 23 -
RECOMMERDATIOR:
THAT the Authority identify to the province and its member
and local municipalities its concerns with regard to the use
of Authority ,and other valleylands as the routes/locations
for public services/facilities and the need to give greater
consideration to maintaining greenspace.
5.5. LAND SALES
The Authority owns not only valleylands but also large tracts of
tableland, purchased as a part of proposed reservoir schemes or in
conjunction with vall e y 1 an d s . Certain of these 1 an d s are not
within the area required to accomplish program objectives and can
be considered surplus, if there is an appropriate use proposed.
The same benefits and disadvantages are involved in the sale of
the se lands, as noted in Section 5 . 4 . Because of their 10ca t ion,
these lands are often capable of supporting a broader variety of
uses, and revenues from their sale can generate significant funds
for the purchase of other lands.
To date, the Authority has been successful in retaining the
revenue from such sales to be applied to other acquisitions. Th is
has been on a case by case basis and, as larger amounts are
involved, it may be that this practice could be amended. Further,
there is a loss of control on future uses which the Authority
forfeits with a sale.
REC OMMEN DATI OR :
THAT the Authority consider the feasibility of long-term
leases of its lands, for specific parcels which by the size,
location and current/potential zoning lend themselves to this
form of management, as an a1ternative to sale, to ensure use
of the revenues fro. the property and control over future
uses.
AM,53
- 24 -
6. WATERSHED RECREATION
6.l. PLANNING & DEVELOPMER'!'
The work in this component is directly related to the level of
funding available to plan and develop projects and/or to the
interest of private groups to propose uses on Authority lands. In
seeking funding ,for Authority projects, the works proposed for the
conservation areas are ranked by the Authority and then by the
province in relation to one another and to planning and d~velop-
ment activities on the waterfront. During 1989, provincial
funding was available for the construction of washroom facilities
at Albion Hills and Greenwood Conservation Areas and for the Boyd
Conservation Area water play feasibility study. Restoration work
was completed at the Bruce's Mill through funds provided by The
Metropolitan Toronto and Region Conservation Foundation (MTRCF).
Revenues derived from the lease agreements for private operations
on Authority land s funded work on the Kortright access road; the
preparation of the Cold Creek Concept Plan; the Authority's 1989
share of the Bond Lake Study being carried out in conjunction with
the Region of York and the Town of Richmond Hill; and the
completion of the public information study for the Strategy for
Public Use of Authority Lands.
1989 also saw the completion of a diagnostic study of the MTRCF,
aimed at determining the feasibility of redirecting their projects
to accomplish a broader range of conservation objectives,
including the future acquisition of land and the raising of funds
for development of the regional trail system. The 1990 review
will evaluate progress with respect to these objectives.
ISSUES
The grouping together of conservation area and waterfront
recreational development projects has not assisted the Planning
and Deve 10pmen t section in achieving the area improvements and
enhancement deemed necessary to attract higher levels of atten-
d an c e . The Public Use component of the Greenspace Strategy was
in tended to address this issue and to proprose specific action to
permit progress. To date, while the Strategy has been supported,
in principle, the public funds have not materialized.
There is a concern that the dominance of a Metropolitan interest
in the Authority is focusing developmental activity along the
waterfront, where it is more accessible by Metro residents, and
away from those lands beyond its boundaries which provide regional
opportunities.
AM. 5~
- 25 -
In the (1959) Metropolitan Draft Official Plan, there was a clear
support for the Authority's diversity of open space oppor tun i ties.
The Metropolitan open space system was to be a combination of
linear, valleyland parks within the municipality, owned by the
Authority and managed by Metro, and a ring of conservation areas
outside ~1etro, managed for natural resource-based oppo r tun i tie s
by the Authority. Tod ay , one third of the Authority's land s
(+/-3000 ha = 10,000 acres) are located in Metropolitan Toronto
and the remainder in the surrounding reg ions. Having achieved its
internal parks system and the additional lands provided by the
Authority as a result of its 1970 designation to implemen t the
Haterfront Plan, Metropolitan Toronto has not, in recent years,
been supportive of the Authority's development of further
facilities outside Metro.
The province contributes to the funding problem by failing to
recognize the tremendous potential of sharing in the development
of a range of near-urban open space opportunities. As no ted in
the overview to this year's report, the establishment of funding
eligibility and priorities by the Ministry of Natural Resources
generally reflects that Ministry's program goals and objectives.
Hhile conservation authorities are eligible to receive funding for
the development of reg iona 1 recreation oppor tun it ies , the tota 1
amoun t a va ilable for this use, divided among 38 authorities,
cannot support the level of demand in the Grea te r Toronto Area.
Fur ther , the types of facilities and the requirements for
access/security in a near- urban region result in high costs for
both development and management.
1990 will be a critical year for the planning and developr:tent
efforts related to the Authority's conservation areas: the
potential for the MTRCF to assist in raising funds; the identifi-
cation of suitable sites and activities for development for
discussion with private interests; the importance of a con tinuing
recognition by the Authority's funding partners, particularly
Metropolitan Toronto and the province, of the value to each of
con tinued support for the recreational component provided on the
the Authority's lands outside Metro. The development of a
five-year project to implement the public use component of the
Greenspace Strategy must address these issues to ensure funding
support for the project and the achievement of the objectives of
the Strategy.
De spi te the approval of the Public Use Strategy as a component of
the Greenspace Strategy, there has been concern expressed by
Authority members and the public over the scope and scale of the
revenue-generating proposals which have come forward during 1989.
While there is favourable support for the concept of generating
revenues and strong fee ling that "grass and trees" component of
the conservation areas should be free, there is a negative
reaction to suggestions of major commercial operations or
~~.55
- 26 -
increased municipal levies to fund the provision of the free open
space on Authority lands. Clearly, this contradiction must be
resolved or the Authority will continue on the course tha t it
sought to remedy by seeking opportunities to develop a better
financial base.
RECOMMENDATIOR:
THAT further details for implementation of the Five-Year
Project for the Development of Public Use Opportunities on
Authority Lands identify ways and means of establishing a
sound fanding base for the planning and development of
recreational opportunities in conservation areas;
THAT the project, and its communication component, clearly
confirm that the Authority's priorities for good land
management are the basis for its public use proposals and
that public use is a valid conservation manage.ent
activity;
AND FURTHER THAT those components of the Strategy for Public
Use which propose active recreation facilities and/or
private, co..ercial operations be reviewed to determine their
continuing viability.
AM.5h
- 27 -
6.2. CONSERVATION AREA OPERATIONS
Attendance in 1989 declined from 1988 - to 659,466 from 742,659 -
approximately -11%. As a large part of the cost of area
operations is fix ed , this resulted in an increase in the overall
net cost per visitor from $1.80 to $2.67. An overview of this
information is inc luded in this report and points out those areas
where costs are particularly high, Palgrave and Cold Creek.
Revenues at the Albion Hills and Ind ian Line Campgrounds decreased
in 1989. Indian Line, however, managed to net a sign if ican t
revenue above expenses, $114,711. The general decline in use
reflects similar experience with tourist facilities throughout the
Grea te r Toronto Area. As the current trend in visitation to this
area is projected to continue for 1990, conservative estimates for
1990 attendance are be in g forecast.
6.2.1. Major Maintenance
Progress is made each year; however, the aging of facilities and
the intervention of emergency repair needs disrupt annual
priorities and prevent completion of planned maintenance. A
summary of the work completed in 1989 is included in th is section
and indicates the shifts in priorities required by failing
systems.
A status report on all conservation area facilities has been
completed and the costs of long-term maintenance projected. The
problem of lack of sufficient funding to carry out preventative
maintenance continues and problems are addressed as they arise and
based on greatest need. Indian Line Campground has been a major
use facility in the past few years and has been generating a net
revenue. With other revenue, this can offset municipal levy
requirements. There is an immediate need to ensure upgrading and
major maintenance of the campground so that it can continue to
operate at a level which will generate net revenues.
The pool facility at Petticoat Creek was a major attraction d u r in g
the hot summer of 1989. The revenues generated by this facility
contribute to the operation of the area. The pool itself has been
an ongoing maintenance problem and, after 15 years, needs either a
major overhaul or to be replaced. The planning for upgrading of
facilities and replacemen t is undertaken by Planning and
Development staff, while long-term maintenance is the
responsibility of Field Operations. These two groups need to work
toge ther to determine the most viable future for the Petticoat
Creek facility.
'-
....
\.. f~E""EI~UE/EXF'ENDITURES PER VISITOR - 1989
E>: pendl. t llr e fO:t:.'vt-I-.llL-b Net
I... LOCdl.lor. Attendance E>:pendi tur"es per" vl.Sltor Revenues per- \/15.1 tur- Net per' 't/LS.ltOt"'"
,-, l.ll'&I,'t III 1 1,,- 88 , 143 $504,486 $~.. 7':: $1['\ . '/0'1 ".\ "H4 (S.,4:'. ~.77) ($'" .[.9)
I 'llIJ' .., vi. 1 ~j<} 12,846 'J','.4':' I ,4" I ill.tlll ( I I . 'l'I:, ) ( U:'. ;'1)
it. ,\'( I TI,374 288,823 :,.r, Ul,"IB J . 4) ~ I (~:.../.HI':'. ) (:'. b'l)
I...- [c'-ULt:-'S MJ 11 1::2,309 407,927 3.08 :'09" (1/0 1. ::.8 ( 198. fj~.7) (1.5(')
CI.d' c:"" lIE- * 46,795 47~,b23 ~" 46 ::'7~,6t.8 -::'. 1~. (199.9~.~.) (::'. ':,1 )
Ind.1.('1.I) Llne 39.767 0
l' ,.J Ii C, ",..,I 13.864 3~6,BO~ ~3.~,7 1~.:-." 7~::.6 II .09 ( 17--: ,('46) (1::'. 4B) I
I; 1 t.;'n IIc,ffy 48.484 :'11,1::'0 4. -::::. ::,7,801 1. l'j ( 1 :;.:, , :::19) (-:":.1t.)
r,," l;'l....' Ivlu(.Jl1 41.4'18 :'14,358 :'..17 ~.c;, 481 1.4-:', ( 1 ~.4 , 87 7 ) (3.r,) N
lD
I 11.-'".,..'1 Lo:.1J~ 67. -:".::() :'7 1 , 140 4. II", 8['1 . ~,84 1 '.~ (18:.::'. :':'.6) (::'. /1 )
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1',-' lH:uc.l C'-"E-I 10':,.77"- 3::'8,686 -::,.17 lU9./70 1.0:, ( 1 -::'[) , 916 ) ( 1 . -::.4)
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1 'In'j tuldls 6'5']" 'ti,f, $-::.0~8.811 $4.61 '5 1 , ~' / ~) . 4 :,[j $1.9-:: (1.76:::, -:::::.3) ( $:.::'.67)
1 ',)fJfj te.tdls 74::'.6~,<J So:-:. 7~09. 441 So ~, . y:: f; 1 ,'l~ 1 . ',r:, 101.'11 ( 1 . :::,8. ('{'9 ) (Sol. 8(')
i'/' (8:::.1'13) $:'79, -::,70 $I).B'} ($14~',.'iI4) $11.. (J~: ($4 2~'" '2€14 ) ($O.:J7)
4)
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AREA PROJECT EEiTIMATED COST ACTUAL
- ---. -- -~ -. -- - .__. -.-. ... - - . -----. - - - ------- ---- -.- -----.---
Pic.:nH: To:IblE:o-s $ 38 . :;'. ::' ~-. . (II) $0 . 0(1
Hecu- t Lal"e Boat Doels $10.000.1)1') $6,46~.00
Altnon HJ.lls Bt-J.dge RE-po:lir $:2,700.uO $1~.2~6.06
AH,BM.HL L i 'f~gucinj Tower's / Bu 1. 1 d.L nlj $ :;'. , 000 . 00 $9,399.06
G 1 ell Hclf f): HalL het"'1 I mpr OVelTll,;n t s $9. 5UI). (II) $1:2,7:21.31
Indian L.Lne Landsc.:aping $1 :;'. , 000 . 00 $1 ::,,480. 15
IndJ..i.1r, L.lr.t- Gate Cor.trol $1 I) , 000 . 00 $10,202.61)
Ind.Lcill Lint:! CLll VEH' 1: Repci i r- $~.OOO.OO $2,976.49
1"dJ..,lI. Line Gt-avel $3.000.00 $3,114.81
Hear-t Lcil:e B~dCh Road $4,500.00 $3,357.1>8
F'elt1codt CI-E:o-el, ShE-Iter Root $7.000.0n $0.00
Pt--"'t 1:1 COdt Cr'eeL F i 1 ter- Room $:;'. , :;'.00. (II) $71. ::.5 I
Gler. Hafty Bac.:k Road $~. , (11)(' . (II) $4 ,089. 1 :;'. N'
C 1 cH n,?v i ) It:! G.., tehllLlse r,oo f $::. . 000. 1)0 $:2 , 1 ::.0. 1 7 \0
"urlr lyt.l F' <1 r I, .l1.y Lot ~, RC)i,d $~~" 0(11). (1) $0.00
r...,' I' t I,:, ',01 t r. r' "'I;' 1 1",)( " I 1- 11" t r' u: o..~ 1 100. (1(' $6 , ~<}7 ~ 0(" I
C/:'..tr 0..'11 Wltr 1 sl,ul' f ,t,LJ t $(1. (II) $1,1 T::..16
Br'uc:e's Mi 11 M,dJ Ho 0..' d $o.no $895.71
[coYII fir J dyt-:. !--j tlld 'I $0. (II I $c",4(1,1-:'
Culd Cr-eek r'd.....JI;? AJ.r- ~, NOJ.se Tp~te:i' $0.00 $1~. 7:51.01
Cent.rdl L>Jdbtt:e Oil Tal.!:: $0.00 $490.00
B r- u c e '~:i M 1 1 1 DJ.tch Cleanout $0.00 $4,200. (II)
I Inui.i.~n Line l.Ja~l.t 'u('J1Ii Repo:l.l r $0.(10 $564.98
C 1 d u- e viii e HyeJr-u Line MdHl t. $0.00 $750.00
CIa .l t' EoV 111 e Fur l.i1LE:o- $0.00 $7,540.1::'
I --_._- ----- ----- -------------
$1 ~.O, 7~5. (1(1 $1~1, ~.33. 94
,
.
,
I
I
AM. 5~
- 30 -
ISSUES
The preparation of corporate strategy was, in part, to address the
need to provide for long - ter m funding of the resource managemen t/
maintenance costs on Authority lands. In particular, the
component of conservation areas operations which is perce i ved as
"grass and trees" and where there has been recent pressure' to
remove entrance fees and make users pay for specific programs and
facilities, was to be provided with a be t te r fun din g base.
The development of the Strategy for Public Use of Authority Lands,
a component of the Greenspace S t rate g y , identified opportunities
for future intensification of use through the provision of
specific revenue-generating facilities, often by private
investment on leased Authority land.
The relationship between the proposed improvements to parts of the
conservation areas, the i r operation by others, the use of rental
and agreement revenues, and the increasing costs of maintaining
the "natural" component of the conservation areas operation is one
which has not been completely resolved. At present, there are
numerous demands projected for the use of any revenues generated
by the proposed improvements, including their use to offset
operating costs within the area from which they are derived; to
fund the development/improvement/replacement of facilities to be
operated by the Authority on its own lands; and to reduce the
mun i,c i pal levy which is required for the level of operation'
currently provided.
One of the unidentified results of the Public Use Strategy appears
to be to give all the major revenue-producing opportunities to the
private sector and for Authority operations to deal less and less
with potential revenue-generating activities and to manage a
greater proportion of the passive use component, one where the r e
is little opportunity to increase revenues.
The decision to seek the development of private facilities on
Authority lands was made to provide a broader range of public use
opportunities which the Authority could not afford to build, to
attract attendance, and to allow the Authority to gain revenues
fr om both the rental and a share of the net revenues generated.
These benefits have, in fact, been experienced even with,the
limi ted implementation of this strategy. A clearer plan for the
use of the revenues and of the impact of these operations on our
own management and ma in ten ance of adjacent lands is needed. There
is a concern that, while the strategy may provide the
opportunities and benefits fore cas t, the need for 10ng-ter m
funding for the operation and maintenance of the conservation
areas has not been to ta lly resolved.
~fV1. bo
- 31 -
One aspect of the need to clarify the internal organizational
relationships relates to the ongoing management of the private-use
agreements. These are generally negotiated by Planning and
Development and Pr,ope r ty s ta f f . After the agreement IS in place
and the facility in operation, there was a question of whether the
management of the agreement should con tinue as a Planning and
Development concern or as an Operations responsibility. Since the
Public Use Strategy proposed that net revenues from the se
agreements assist in funding further development, the management
of the agreements was assigned to Planning and Development.
As a result of the internal organization and the separation of the
Planning and Development component from Field Operations, there IS
a need to better co-ordinate the establishment of priorities for
future facilities. Direct involvement of both grouj?s in the
establishmen t of annual priorities is very importan t. Although
the principal focus has been on ma j or , private developmen t, there
is a continuing need to address the smaller, but necessary
improvements on those lands managed by the Authority.
RECmtMENDATIOR:
THAT the relationship between the developaent proposals of
the Public Use Strategy and the day-to-day operation of the
conservation areas be reviewed and clarified:
AND FURTHER THAT both staff units be involved in establishing
annual funding priorities for development or redeve lopmen t .
6.2.2. Ski Program
The ski program has been the victim of warmer weather conditions
over the past ten years and has proven to be an unreliable source
of revenues. In order to be prepared for use, the co s t s 0 f tra i 1
prepara t ion, equipment maintenance and staffing have exceeded the
potential revenues. As a result, Operations s ta f f is scaling down
this program. The areas will be available for use but costs will
be decreased by removing instruction and by running rentals with
full-time staff when ther e is a demand. The or ien ta t ion program,
which was to be an alternative for unsuitable ski days, did not
offer the same potential net revenue.
A1\1.br
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6.3. ENFORCEMENT, SAFETY AND SECURITY
The effort of this unit is divided into three components:
a) Section 2'8 regulation enforcement
b) Security of Authority property
c) Employee and visitor safety
RECOMMERDATION:
THAT the update of the Watershed Plan to reflect the
inclusion of Greenspace initiatives incorporate goals and
objectives specific to the Authority's enforcement, safety
and security activities.
6.3.1. Regulation Enforcement
The effective implementation of the field component of the
Authority's Regulation 293/86 for Fill, Construction and
Alteration to Waterways is highly dependent on this unit. The
Greenspace Strategy recognized a need to reinforce this area of
the Authority's program. The approval of applications under the
regulation is only the first step in administration of the
regulations. The area where problems can arise is in ensuring
that the project is subsequently implemented as approved.
Sediment control, proper construction practices and site
restoration are critical to ensuring the protection of the
resource base. It is through the follow-up on approved permits
that these requirements can be monitored. The staff of this unit
will be increased by an additional enforcement officer in 1990,
specifically to improve the ability to deal with the high volume
of construction activity associated with development across the
Authority's area of jurisdiction.
Officers are also required to follow up on any charges laid under
the regulation, and, in recent years, this has resulted in a
considerable amount of time out of the field and in the courtroom.
While staff feels there is a greater knowledge and awareness of
the regulation, there are still individuals, given the cost of
holding their land prior to development, who are willing to risk
charges and prosecution to proceed with their project without the
necessary approvals.
ISSUES
The addition of an enforcement officer will add to the Authority
field effort to monitor approved permits and to investigate and
correct situations where unapproved work is being carried out.
Staff has identified an optimum situation for the monitoring of
permits, to include a minimum of three site visits: one prior to
the commencement of work, one after two weeks, and a final
inspection and sign-off. The timing of the visits could vary with
the size of the project and could be increased for more lengthy
on e s .
.
A M. bJ..
- 33 -
I t was noted that major public works have a r equ ir emen t for an
engineer to be on site throughout the course of the work to ensure
that the requirements of all approvals are met. On-site
inspection for private projects would also be beneficial and would
greatly assist both the Authority and the municipalities in
ensuring their various conditions are respected.
RECOMMENDATION:
THAT the Authority discuss with its local municipalities the
aerit of requiring private developers to fund the cost of'
ongoing site inspection, by a qualified engineer to be
selected by the municipality, as a part of the approval of a
development proposal, to ensure the implementation of all
municipal and agency requirements.
6.3.2. Security on Authority Lands
The continued urban growth and the open nature of many Authority
lands result in an ongoing need to ensure security. The offences
involved are generally vandalism, theft of Christmas trees, and
unauthorized access by all-terrain vehicles. These offences are
both a public nuisance and can cause significant damage. The
potential for destruction to forested areas and to stream banks is
present, and on ly a visible enforcement effort can minimize these
possibilities. Fur ther , on tracts of resource management land,
the Authority's neighbours are often intolerant of unauthorized
use and of lack of area patrol and enforcement by Authority staff.
The security efforts are, therefore, part protection and part
public rela tions.
The Authority has also been implementing a program to install
alarm systems in all its major facilities. At present, this has
been proceeding on an as needed basis. There is a need to
determine the long-range requirements for these systems and how
best to implement all requirements and to manage the completed
system.
ISSUES
This effort is one that will continue to be monitored as it
affects, not only the protection of the resource base, but also
the Authority's relations with adjacent landowners. It is
important to exemplify good land management practices on Authority
lands and to ensure that lands set aside for conservation purposes
continue to be used as conservation lands.
Am. b 3
- 34 -
6.3.3. Visitor and Employee Safety
The Authority has responded well to the need to develop and
implement employee safety programs und er the expanded requirements
of provincial legislation. We have been at the forefron t in th is
area with programs in place in advance of many other public sec tor
organizations.
In the area of visitor safety, acc iden t reports are prepared for
every occurrence and notification is provided to the facility/area
and to the Property and Administrative Services section, in the
event of legal action.
ISSUES
The only area where improvements could be made is in the follow-up
of accident information to ensure tha t all repairs of any unsafe
situation have been made. Since the safety function and the sites
involved will a 11 be managed with the Field Operations Division,
in 1990, the following recommendation is made:
RECOMMENDATIOR:
THAT notification of accidents be filed with the Director,
Field Operations, and that the program manager be required to
ensure, and file a follow-up report confiraing, that
corrections have been taken to prevent reoccurrences.
AM. b tt
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1. LAKE ONTARIO WATERFRONT DEVELOPMENT
This was one of the areas addressed in the Greenspace Strategy and
where 5 pe c i f i c initiatives were proposed. During 19 8-9 , the
gove rnmen t review of the Environmental Assessment for Tommy
Thompson Park was initiated. Preparation of the Environmental
Assessmen t for East Point Park continued to design studies and
public meetings. Lakefilling at Colonel Samuel Smith Park was
completed, as was the next phase of pathway construction on the
Ajax waterfront. A review of fire safety at Bluffers Park was
initiated, as well as a planning study for the Frenchman's Bay
area in co-operation with the Town of Pickering. The implemen ta-
tion of the Lakefill Quality Control Program resulted in signifi-
can t improvements to the quality of material accepted at various
lakefill operations.
Staff participated in the preparation of a public amenities
proposal for the redevelopment of the Etobicoke Motel Strip and
provided input and comment to the work of the Royal Commission on
the Future of the Toronto Waterfront.
ISSUES
A part of the Authority's strategy for the future of the water-
f ron t inc luded the issue of lakefilling and measures to ensure
both fill quality and the operation of sites to provide for fill
disposal. The redevelopment activities in and around Metropolitan
Toronto generate a significant amount of fill material which must
be effectively managed to ensure it is not disposed of
improper ly .
RECOMMENDATIOR:
THAT the Authority continue to seek solutions to the issue of
fill disposal and to designate sites where suitable material
can be placed.
The multiplicity of interests and jurisdictions across the
waterfront have been working, in 1989, toward identifying and
stating their own position with regard to future use and
developmen t. There has been a considerable amount of staff time
and effort in participation on the various committees and in
making representation to specific bodies, such as the Crombie
Commission.
The progress in implementing the Authority's waterfront program
has slowly continued and is being affected by the number of
specific interests and the lack of co-ordination/co-operation
amongst them.
R (\1. ~S-
- 36 -
RECOMMENDATION:
THAT the Authority continue to pursue the initiatives of the
Greenspace Strategy with respect to the Lake Ontario
Waterfront and to seek ways to provide a forum for the
resolution of interjurisdictional interests.
A ('Y).1o 10
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8. BLACK CREEK PIONEER VILLAGE
8.1. OPERATIONS
Attendance at Black Creek Pioneer Village (BCPV) in 1909 reflected
a drop in tourism in the Greater Toronto Areas.
1986 1987 1988 1989
309,765 299,911 318,650 305,150
Reference is provided in the Community Relations section of this
report to reflect the trends in attendance at Metro area facili-
ties, as provided by the Convention and Visitors' Association.
The communication of public use opportunities has improved
considerably over the past few years, with the enhancement of
funding provided by Metropolitan Toronto to the marketing compo-
nent. Early improvements attributed to this enhancement have not
been sustained and further discussion of this is also a part of
the Community Relations review.
ISSUES
The issue of projecting attendance has been of concern over the
past few, years. The objective of maximizing revenues and
decreasing/stabilizing dependence on municipal levy support was
identified in the Kruger review. To this end, Metropolitan
Toronto provided additional funds to promote the Village to the
travel trade as a destination for group tours. Initial increases
in attendance, in this category, fell victim in 1989 to a downturn
in tourism within the Greater Toronto a
There has also been a concern that the visit to the Village not
lose in quality through efforts to attract greater numbers,
particularly on peak season days. At present, a group of staff
is reviewing this and will be making a report and recommendations
in 1990. The attendance target for 1990 has been maintained at
the 1989 level', to reflect the current economic situation and
projections from the Convention and Visitors' Association.
8.2. RBPORTIRG RELATIONSHIPS
During 1989, tpe organization and reporting relationship of BCPV
were reviewed. The current administrator retires in 1991 and
there is an opportunity to consider implementing specific
recommendations made by the Kruger review (1984) with respect to
the Village. This report recommended that the Village operation
be integrated with other field operation facilities. The 1989
review determined that the recommendation remains valid and it was
forwarded to the Authority for approval.
RM.h7
- 38 -
On e 0 f the concerns identified was the isolation of the operation
from the rest of the organization. This is exacerbated by the
physical separation of staff from the main office. In order to
address this concern, a co-ordinating committee has been formed to
bring together the various operating components which are under
different work units. This has created a forum for discussion
and decision making and has been of considerable assistance. It
is anticipated that further formalizing these r e la t ion s hips by
having them report to the same D ire c to r will facilitate decision-
making. Both the BCPV operation and Food Services will, in 1990,
become a part of Field Operations. The one area which remains
separate is the promotions component of the Community Relations
program, which is dealt with in Section 10. Further consideration
of the most appropriate organizational arrangements to achieve
corporate interests for promotion/communications will continue in
1990.
RECOMMENDATION:
THAT the reporting relationship and organization of the
operation at Black Creek Pioneer Village continue to be aoni-
tored over the transitional years 1990-91, to ensure that the
alterations .ade are acbieving the objectives established.
8.3. CAPITAL IMPROVEMENTS
The long-term capital improvements recommended for the Village
have been identified for some time but have not been funded. One
of the projects, the lighting of the parking lot, was projected to
cost $250,000. During 1989, temporary lighting was provided to a
portion of the parking lot. Other improvements, including the
provision of an artificial skating rink, have been the subject of
considerable discussion ove~ the years. Given the changing
demands of the public and the experience o( operations over the
recen t pas t, a review of the proposed capital improvements should
be made.
A submission was made to the Minister of Culture and
Communications requesting special funding for these improvemen ts
and, subsequen t to a review of these items, a revised and up dated
submission should be prepared.
RECOMMENDATION:
THAT the Black Creek Business Plan be reviewed and projected
for the period 1991-2001, and include a review of all capital
improvements proposed in order to deteraine their continuing
viability~ their current costs~ and alternate aeans of
accomplishing the projected benefits~
AND FURTHER THAT a revised application for special funding be
prepared and subaitted to the Minister of Culture and
Comaunications.
Rvvt. b<l
- 39 -
9. CONSERVATION EDUCATION
9.1. OPERATIONS
The Greenspace Strategy included an opportunity for the
Conservation Education compone:lt to be reviewed and ana ly zed to
determine future needs and direction. The Education Strategy tha t
resulted proposed, generally, to con tin ue the past direction with
respect to facility development and program delivery. There were
no new initiatives specifically identified. The decision was to
continue offering a mix of residential and day use opportunities
at Authority operated facilities as opposed to developing
education extension programs or in-school programs.
Given this position, the goal and objectives of this program
remain largely unchanged from those contained in the Hatershed
Plan. The review of the program in 1989 focused on its
integration wit~ other operations activities and discussed
information/communications needs.
Attendance at most facilities in thi's program is pre-booked by
school and other groups. The only exception is the public use
component of the Kortright Centre for Conservation. The
controlling factor on day use bookings is the number of guides/
group leaders provided and at the residential facilities, the
sleeping accommodation. These levels were originally set by
estimating optimum use of each facility.
1986 1987 1988 1989
A. Residential
Ind i v iduals 13,994 13,334 15,518 15,491
Leaders 1,267 1,269 1,260 1,453
Sub-total A 15,261 14,603 16,778 16,944
B. Day Use
Individuals 106,402 105,335 123,581 '136,115
Leaders 11,046 12,090 13,554 14,548
Sub-total B 117,448 117,425 137,135 150,663
C. Special Programs 5,475 7,601 5,921 5,726
TOTAL A + B + C 138,184 139,629 159,834 173,333
% Change +3.7 +1.1 +14.5 +8.45
D. Kortright (Publ ic)
Passes 9,780 7,849
Adults 17,314 18,11 7
Children 9,508 11,049
Seniors 2,036 2,292
TOTAL PUBLIC ATTENDANCE 38,638 39,307
KORTRIGHT GRAND TOTAL 95,612 105,436 115,282
% Change +10.0 +9.34
AM.b~
- 40 -
C'CNSERVATION EOOCATIOO
PRCXiIW., ATl'mrWCE - 1989
A. RESIDENTIAL INDIVIIJJALS LEADERS CCl4BINID
Albion Hills 2,748 280 3,02Q
Boyrl 2,400 202 2,602
Claremont 3,348 308 3.656
Lake St. George 4,545 443 4,988
Stobicoke C~ntre 2,450 220 2,670
U\lhion Hills) -
SUBTCYI'AL -A- 15,491 1,453 16,944
B. DAY USE
Cold Creek 3,9715 292 4,268
*Kortright 63,725 1),948 70,673
B.C.P.V.
Tours 55,585 7,308 75, 722
Pioneer Life 12,829
SUBTO'l'AL -B- 136,115 14,548 150,663
C. SPOCIAL ~
'1aple Syrup at
Bruce's Mill 4,853 693 5,546
Albion Hills Farm 150 30 180
-
~tfrorAL -C- 5,003 723 5,726
GRAND 'lUTAL: C-A- + ea. + .C.) = 173,333
* 'lUTAL KORTRIGIT CEN'mE GAm A'l"l'ENrWCE = 115,282
PI y\1. 70
- 41 -
9.2. INTERNAL COMMUNICATION
This section has considerable contact with external groups and
individuals and provides the Authority with an important
opportunity to communicate and promote its programs and policies.
The communication of information regarding the goals, objectives
and methods of achieving Authority programs to Conservation
Education staff is vital to their being able to present this
information. It was identified that, at present, there is no
formalized system of providing information and interpretation of
Authority projects/ initiatives to the Education s ta f f , other than
through their own in it i a t i ve s in inviting other section
representatives to make presentations to staff meetings, reading
reports and asking questions or attending Board me e tin g s to hear
presentations.
RECOMMERDATIOR:
THAT the need of the Autbority's Conservation Education
staff, as well as other units working with the public, to be
kept current of policy and program initiatives be recognized
and that Education staff deter.ine a format/forum for tbe
communication of sucb infor.ation in a timely manner.
9.3. PUBLIC OPINION
One of the oppo~tunities that the work of the section could
provide is the ability to gain some insight into public attitudes
and expectations with respect to the work of the Authority. While
those who attend the education facilities are assumed to have an
interest in conservation and may be knowledgeable about the wor k
of the Authority, they could provide some opportunities to
determine how effective the organization is in communicating its
programs and policies, and also give public input into how to
improve communications.
RECOMMBRDATION:
THAT tbe visitors' survey being used to monitor public use at
the Kortrigbt Centre for Conservation be reviewed to
determine whether there are opportunities to incorporate
questions related to the communication of program and policy
infor.ation and public opinion respecting the conservation
projects of the Authority.
9.4. STAFF EXPERTISE
Education staff has considerable experience in speak ing to public
groups and in preparing presentations. Staff within many sections
of the Authority requires similar skills in meeting with the
public and in representing the Authority in various situations.
AM.'?1
- 42 -
As a part of the Authority's ongoing staff training and develop-
ment program, arrangements are often made to provide workshops and
seminars in many skill areas. It has been suggested that, in
certain situations, all staff could benefit from the sharing of
skills which they have developed.
RECOMMENDATION:
THAT the internal sharing of specific job skills as a part of
the Authority's internal staff develop.ent and training
opportunities be investigated as both a means of skills
development and as a method of improving staff interaction
and information transfer.
AM,7~
- 43 -
10. COMMUNITY RELATIONS
Program delivery in this function is assigned to three areas:
a) revenue-producing facilities
b) water and 'land management programs
c) corporate communications
10.1. REVENUE-PRODUCING FACILITIES
The clients of this component are the program managers and staff
of the facilities. Decisions relating to this area are discussed
and agreed to through a staff r1arketing Commi ttee, .compr ised of
communications staff and representatives of the various
facilities, Black Creek Pioneer Village, Kortright Centre for
Conservation and the Conservation Areas. This appears to result
in a high degree of program staff satisfaction with the communica-
tions provided, presumably because of the direct relationship
between decision-making and program implementation and the history
of working together through this forum.
During 1989, the administration of a Visitor Survey in these
facilities provided valuable information regarding the effective-
ness of the communications effort. Visito~s were asked to
indicate the source of their knowledge of the facility and
decision to visit. The response of visitors varied, depending on
whether a local resident formed a part of the group surveyed, a3
well as by type of facility.
While it may be too early to make total changes in the variety and
distribution of specific kinds of promotional materials, based on
the tracking of this kind of survey data, comparison with the
information for 1990 should result in redirecting and focusing of
the promotions effort.
Information with regard to attendance at Metro area facilities is
available to staff through participation in the, Convention and
Visitors Association. From 1988-89, tourism within the region
declined, principally in the area of pleasure travel rather than
business. Tourists are attracted to the region because of the
variety of facilities available, the shopping opportunities and
the cleanliness. On the opposite side, those who stay away do so
because of the perceived expense of a visit and the traffic con-
gestion that they expect to find. The Authority participates in
the Convention and Visitors Association promotion of Metropolitan
Toronto, specifically for Black Creek Pioneer Village. The
information provided by their surveys, however, also assists in
determining impacts on the tourist component of the campgrounds
provided by the Authority and on overall attendance at attractions
throughout the region. Efforts to maintain and improve attendance
at Authority facilities is both through the Association and
independently, based on our own survey results.
f1 (\1(.73
- 44 -
10.2 . WATER AND LAND MANAGEMENT PROGRAMS
The publication of Focus on Greenspace during 1989 was a
significant improvement in the area of providing information in a
suitable format to communicate the Authority's effort with respect
to water and land management. This publication has been well
received by target audiences and has been viewed by program staff
as an important step forward. It is a major initiative in the
area of communications relative to these programs, and its
reception suggests that the public responds to a positive
conservation message and that further initiatives are worthwhile.
10.3. CORPORATE COMMUNICATIONS
Two subgroups within this category are:
i) annual information/public relations
ii) corporate message/mission
The first category relates to the annual provision of such general
information as the Authority's comprehensive brochure, publication
of the Authority jurisdictional map and the Annual Report.
Overall public relations activities, including organization of
functions such as Sugaring Off and the Garden Party, would be
included here.
This particular area does not vary greatly from year to year, with
the major differences relating to whether updates/reruns of publi-
cations are required or which specific events are to be
added/de Ie ted .
The communication of the Authority's corporate message/mission has
been an area of some concern over the past few years. The focus
of the communications effort into a number of specific components,
and the high attention to the revenue-producing facilities have
been felt to detract from the overall Authority message and, in
some areas, to create confusion and negative perceptions in the
public mind. A number of individual staff and members are often
in the position of representing the Authority and this adds to the
potential variety in message being communicated.
The effort between 1986 and 1988, to develop and articulate a
comprehensive mission statement that would convey the goals of the
Authority and to review and redirect appropriate programs to a
stronger advocacy was, in large part, a result of concern that the
mandate and role of the Authority were not understood by the
community. Further, it was felt that there existed a very strong
requirement to demonstrate how the various program efforts were
interrelated. It was recognized, at the outset, that a redirected
communications effort was necessary.
AM. rylt
- 45 -
During 1989, the communication of the Authority's message has
related to the initiation of an advocacy role for Greenspace
conservation across the Greater Toronto Region. The development
and implementation of the personal selling portion of the communi-
cations effort was carried out by senior management. Community
Relations staff provided support materials, specifically print
material, for this effort.
In developing an updated corporate message and broadening its
mission to include not only a reactive but also a proactive
conservation approach, the Authority anticipated that it would
improve its corporate image. This assumption was based on the
current community interest in the environment, in the types of
programs which the Authority has always provided, and in the
belief that these programs responded to the public's concern for
conservation. It was felt that, by restating our efforts and by
moving forward, the public would better understand the work under-
taken in the past and be supportive of the efforts advocated for
the future.
\~hile there has, certainly, been some improvement, there continues
to be a number of specific issues to be addressed:
i) the focus on marketing visitor opportunities at revenue-
generating facilities appears to detract significantly from
the ability to deliver the broader conservation message
ii) the perspective required to promote the revenue-generating
facilities are those of a traditional marketing approach to
product sales, whereas the perspective needed to communicate
the conservation message is typical of non-profit marketing.
While there is a well developed ability to deal with the
traditional approach, there appears to be greater difficulty
in developing an effective communications effort where there
is no tangible "product"
iii) the individual focus of specific communications has the
effect of continuing to segment the Authority's message.
Each effort is separate from the overall and there is,
frequently, no corporate perspective
iv) the current location and organization of the Community
Relations function, with respect to the corporate effort, may
create obstacles for the effective delivery of the corporate
message.
ArtI. ?b
- 46 -
The progress made during 1989, to communicate to municipal and
provincial staff and elected representatives, must be reinforced
during 1990. There is an urgent need to communicate the
Authority's corporate message; the interdependence of the various
specific program efforts; and the Authority's ability to implement
an integrated program.
RECOMMENDATION:
TBA~ Management Co..ittee address the urgent need to
effectively communicate the corporate message and to address
those areas affecting a positive corporate iaage;
AND FURTHER THAT the Community Relations function be the
first area to be reviewed under the reco..ended operational
audit procedure, in order to determine potential requireaents
with respect to:
a) internal organization and corporate reporting
relationships,
b) inforaation management,
c) program development, and
d) service delivery.
.
Ft (v),7b
- 47 -
11. FOOD SERVICE
The three components established for the Food Services operation
are:
a) visitor service
b) cost recovery
c) special functions.
ll.l. VISITOR SERVICE
In the 1988 review, it was recommended that attendance and food
revenues/costs be monitored in order to establish realistic
targets for this component. It was assumed that visitation would
be the major factor affecting the relationship and that, as a part
of this, it was also important to have an appreciation of the
proportion of adult versus student/youth group attendance. It was
assumed that higher spending would be associated with higher adult
attendance. The following comparison is provided:
Ta ble 11.1 - Visitor Service
1987 1988 1989
BCPV: Attendance 299,911 318,650 305,150
Revenue $469,614 437,526 422,777
Sales/Person $1.57 1. 3 7 1. 39
Expen se s * 477,594 505,979
Net Revenue (Loss) (40,068) (83,202)
Areas: Attendance 781,953 742,659 659,466
Revenue $188,041 171,079 144,236
Sales/Person $0.30 0.33 0.22
Expenses* 166,577 155,545
Net Revenue (Loss) 4,502 (11,309)
KCC: Attendance 95,612 105,436 115,282
Revenue $79,407 58,581 63,834
Sales/Person $0.83 0.56 0.55
Expenses* 64,223 73,990
Net Revenue(Loss) (5,642) (10,156)
* Includes maintenance & utilities, reserve contribution, a:1d an
administration fee. These totalled $286,266 in 1988 and
$280,136 in 1989. An allocation of these costs is made against
each component, based on income, not actual use.
At BCPV the percentage of adult groups decreased by 24% and the
general public visitation during the Christmas program was down by
34% from 1988 to 1989. At KCC, overal1 attendance increased by
9.34%; however, this was specifically in the area of school/youth
group bookings, whereas general public visitation was only up by
1.47%. Attendance at the conservation areas was down by 11.2%.
~
A ('If. 77
- 48 -
ISSUES
In internalizing its Food Service operation, the Authority hoped
to provide a be t te r and more consistent level of vis i to r service
than had been provided by previous contract arrangements. Food
companies were re luctan t to en te r into agreements without the
ability to close or schedule the i r provision of visitor services
to ensure they would continue to make a profit. The Authority
fe It that this resulted in limited availability of service in
specific areas and a lack of control over when and where services
would be available.
The past two and a half years of experience reflects the pursuit
of this objective and has provided a higher availability of
service, particularly in the conservation areas and at the
Kortright Centre. The downside of this is tha t it can be costly.
The fixed costs of staffing facilities were recognized at the
outset; however, the actual costs are now evident. Decisions
regarding the provision of service at locations can now be made
based on a better understanding of the costs re la ted to this
decision.
This area of the operation cannot be compared to a true commercial
food operation, in that the decisions related to times and
locations of service are made by the facility operators, not by
the Food Service Manager. Scheduling changes or requests for
service are often on short notice which, during 1989, created
additional costs related to the availability of food service
staff. The employment situation in the Metropolitan area has
decreased the available pool of part-time labour on which th is
operation's flexibility was partially dependent.
RECOMMENDATION:
THA~, during 1990, staff review and recommend priorities in
terms of the provision of Visitor Food Service, based on an
analysis of visitor demand, attendance patterns and actual
costs.
It should be clear that, while an optimum operating level has
still to be established, the internalized operation is making a
much higher contribution to revenues, reserves and maintenance
costs than was the case under the manage men t fee operation.
There was reference m'ade to some visitor dissatisfaction with the
food service provided within this component. This information was
derived from a summary of the Visitor Survey administered in
Authority facilities during 1989. The survey questionnaire does
not follow up on this question by determining the reasons for
dissatisfaction - long lineups, discourteous staff, lack of
choice, poor quality, etc. It is necessary to pinpoint the
specific cause of visitor dissatisfaction in order to make
improvements.
A f\I1. '7S'
- 49 -
RECOMMENDATION:
THAT the 1990 Visitor Survey follow up on any indications of
unsatisfactory food service by providing an opportunity for
the visitor to give a reason for this response;
AND FURTHER THAT Food Services consider implementing a system
to gain visitor comaents, such as table cards at Halfway
House.
11.2. COST RECOVERY
The operations included in this category are those at the
Conservation Field Centres, where the participants are charged a
daily rate for the s e r vice, all n um be r s are booked in advance, and
any costs above revenues are charged back against the participa-
ting Boards of Education.
Table 11. 2 - Conservation Field Ce n t res
1988 1989 %
Attendance 16,778 16,944 +0.9
Food Cost/Revenue $460,768 472,978 +2.6
Cos t pe r meal $2.69 $2.85 +5.9
The principal area of increase in e xpen se in this component was in
wage s ' and benefits.
11.3. SPECIAL FUNCTIONS
This is the area wherein the operation has an ability to relate
most to a commercial food facility. Location will affect this
componen t , however, in that groups must be attracted to the use of
Black Creek Pioneer Village or Kortright as a location for a
function, as opposed to another retail outlet/banquet facility.
Table 11.3 - Special Functions
1988 1989 %
Revenue $627,923 590,965 -5.9
Expenses* 573,737 557,853 -2.8
Net Revenue (Loss) 83,163 68,000 -18.2
* Inc ludes allocated expenses for maintenance & uti 1 it ie s , reserve
contribution and administration, as noted in Table 11.1, in the
amounts of $113,814 for 1988 and $112,332 for 1989. The Special
Functions component of the Food Service operation did not
produce the revenues anticipated in 1989.
A M. '71
- 50 -
ISSUES
The principal issue related to this component of the operation lS
that, while it generates revenues that assist in offsetting
operational costs in the other components, there may be adJ i tiona 1
opportunities to increase revenues. While this mayor may not be
valid, it affects the perception of the operation.
RECOMMENDATION:
THAT a review of the opportunities and constraints related to
generating increased revenues within the Special Functions
component of the Food Services section be undertaken and
include comparisons with similar facilities.
~ f"Il , 80
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
PRESENTATIONS
on the
.
COLD CREEK CONSERVATION AREA SHOOTING RANGES
Authority Meeting #3/90
f1ay 4, 1990
.
ONTARIO HANDGUN AfYI. 8/
ASSOCIATION
MEMBER OF SPORT ONTARIO
May 4, 1990
Mr. Chairman and Mempers of the
Metropolitan Toronto and Region Conservation Authority
I would first of all like to thank you for the opportunity to again
address the issue of the Cold Creek Conservation area.
My name is Larry Whitmore and I am the Executive Manager of the
Ontario Handgun Association. We have over 7,000 members, most of
whom reside in the greater Toronto and surrounding areas. A good
many of these members make regular use of the excellent facilities
at Cold Creek and we are very concerned about the fate of this
facility.
The closure of Cold Creek would have a serious impact on
recreational shooting in Southern Ontario as there is a severe
shortage of both outdoor and indoor ranges. The private clubs
will not be able to take up the slack to accommodate these people.
The Neighbours of Cold Creek have mounted a campaign of
exaggeration, mis-information and intimidation to shut down this
range. Unfortunately, their rhetoric falls far short of painting
a true picture. In a Toronto Star article on March 23 of this
year, Mr. Fogg stated that tax money is being used to subsidize the
shooting activities at Cold Creek. According to the MTRCA staff
reports, and they should know, the ranges are not only self
supporting, but the revenues generated are used to help pay the
maintenance costs for the rest of the park.
In the same article, Mr. Fogg also maintained there are at least
23 other ranges J.n the area for the shooters. This is simply not
true! There is no other public outdoor facility to accommodate the
people that will be affected by the closure of Cold Creek.
Another complaint stated in the article was the fact that the Metro
Toronto Emergency Task Force uses the range for two hours a week
for training. This training takes place during the day when most
people are at work. Extensive training is an absolute necessity
for police officers who put their lives on the line every time they
put on a uniform. I find it incredible that anyone would complain
about Police training and I think two hours a week of slightly
elevated noise levels is a very small price to pay to prepare them
for the job they have to do. A delegation from the Toronto
Emergency Task Force was to speak to you today, as indicated on
your agenda, but, it seems pressure was put on several senior
police officers by Mr. Fogg which compelled them to cancel their
presentation. This action by Mr. Fogg deprives you, as Board
members, of pertinent information you may nppd to make an informed
decision. This type of behaviour by a 1, ,y group, to manipulate
the agenda and censor the information YOt' ,'eive as elected public
officials, J.s deplorable and unfair to u, d.
2065 DUNDAS ST, E.. UNIT 113, MISSISSAUGA, ONTARIO l4X 2W1 (416) 238-3090
,qr~1. ~3
TORONTO SPORTSMEN'S ASSOCIATION
FOUNDED 1925
17 MILL STREET, WILLOWDALE, ONTARIO M2P 183 . (416) 487,4..l77
May 4, 1990
Mr. Chairman and Members
of the Metropolitan Toronto
Region Conservation Authority Board
On February 16 , 1990 I made a presentation to the Advisory
Board addressing the Cold Creek Ranges and uses.
Following the many presentations, the Advisory Board vo t e d
i n favour of the recommendation:
THAT the additional mitigation measures as recommended in the
Barman Swallow Associates reports of February and December 1989
and necessary modifications to th e ri f1 e range ventillation
system be carried out;
THAT special events as listed i n Appendix o of CR. 115 be contin-
ued subject to sufficient demand for individual programs;
THAT use of the ranges by the Metropolitan Toronto Po 1 i ce
Emergency Task Force one morning per week be continued;
THAT public shooting fo r .22 calibre firearms continue daily
subject to demand;
THAT public shooting for centre fire, firearms continue but be
limited to Tuesdays and Thur~g~l~ from 1:00 P.M. to closing and
Saturdays from 10:00 A.M. to 5:00 P . M . , April 1 to October 31.
THAT public shooting on the t ra p range continue Monday to
Friday from 1:00 P. M. to closing and on Saturdays from 10:00 A.M.
to 5:00 P . M. , April 1 to Oc tobe t' 3 1 , with current shot size and
load restrictions to remain in effect.
AND FURTHER THAT range design details showing all mitigation
work carried out, noise 1 eve I te s t results and proposed shooting
programs be submitted to the Ministry of the Environment fo r
a p pro val.
The Toronto Sportsmen's Associ(ltion under Frank Kortright,
President, worked hard to fo t'lTI the Canadian National Sportsmen's
Shows to raise funds for projec ts like Cold Creek and more
recently the Kortright Centre, In 1948 the Shows started and
in the early 1950's we worked with the Metropol i tan Toronto
Region Conservation Aurhori ty to acqui re the 1 ands for the
purpose stated in provision ( 1 ) to preserve the Cold Creek Bo 9
as a wilderness a rea and to provide Rifle, Shotgun and Archery
Ranges in sa fe locations. Other provisions included facilities
for Dog Training, Hunter Safety Training, Picnic Areas, etc.
Essentially a multi-use area for the outdoor interested people
or sportsmen.
Continllerl - 2
AM. ~lf - 2 -
Under President William Van Kempen our Association sought and
received all the approvals for the development plan from the
Authority. The Cold Creek Project with the help of the many
vol unteer cl ubs of th e 73,000 member Ontario Federation of Anglers
and Hurrters and fun.ding from va ri 0 us sources progressed according
to the approved plan.
The facility i s used by a wide range of organizations including
the Sportsmen's Associations, Me t ro E. T. F . , O. P . P. , R.C.M.P.,
special units of the police force, Conservation Officers and Hunter
Safety Training Instructors with their students. This certainly
identifies the need for this facility and the necessity for its
continuance.
We recognize the position of the neighbouring property owners and
we feel that the Metropolitan Toronto Region C0nservat1on Authority
has taken steps to improve the noise levels emitted from the property
The sound emitted from Cold Creek i s below the impact criteria fo r
the Ministry of the Environment as outlined on page CR .118 of the
documents present,ed February 16 , 1990.
When the project was started in the early 1950's all approvals
from local Municipalities, Metropolitan Toronto Region Cons'ervation
Authori ty and the Ministry of Natural Resources were received.
Now we are faced with a complete reversal by us'ing a noise by-law
as the means to closing the operation.
Noise i s a fact of life and as long as it meets the M i n i s t r.y 0 f
the Environment criteria it should be accepted as you have.
For example: you can't move into Mississauga where I live and
suddenly shut down the airport for noise anymore than you can
move near Cold Creek and expect the same.
As I mentioned in my previous presentation Metropolitan Toronto
Region Conservation Authority has gone beyond its requirements of
being a good neighbour by reducing the hours of shooting at Cold
Creek. Special loads are being used by the shotgun shooters as
we 11 .
Cold Creek Conservation Area made its programs, its purpose. its
aims and its development plan very clear when i t formulated the
master plan and received approval from your Board. Now after
35 years of hard work and dedication by volunteer sportsmen 9 ro ups
the Metropolitan Toronto Region Conservation Authority Board is
being approached to change the plan to make Cold Creek an area
that it was not developed for. This represents a to ta 1 waste of
money and effort spent on this area over nearly four decades.
In closing, I would like to thank you for your time today and your
support for the Cold Creek Conservation Area.
Sincerely,
TORO~~O/SP~~T~MEN'S A~SOCIATION
1/ ,(, /
'./_.; 1 C t.r::-" (r: ....../',-1'" .'':''':!..
pe{e-r Edwards,
Executi ve Di rector
AVVJ. gS-
MAY 4 1990
Mr. Chairman, honorable members of the M.T.R.C.A., thank
you for the opportunity to speak before you today.
My name is Bryan Miller, I represent the Black Spruce
Sportsmans Association.
To review our position for those members who were not at
the last advisory member meeting, we vigorously support keeping
Cold Creek's shooting ranges open to the public for a vast number
of reasons.
The Black Spruce Sportsmans Association has been using the
park for about twenty years, many hundreds of our members have
enjoyed the parks recreational shooting facilities over the
years. As a conservation club, we have reciprocated by investing
thousands and thousands of man hours in assisting the park in
it's recreational projects. When the M.T.R.C.A. needed help, the
Black Spruce was there, everything from tree pruning to Moose,
Dee~ , Bear, Waterfowl, Archery seminars. Whatever the project, we
were there!
Now, if the local neighbors have their way, if shooting is
stopped in Cold Creek, twenty years of shooting as a recreational
club, of friendships, of sharing our mutual interests will stop
and because there is no other open government range in all of
Ontario, the Black Spruce Sportsmans Association will simply
cease to exist. As a club, our contributions of time, energy and
money towards conservation will be gone forever!
But, there is a fact here that is far, far more important
than the survival of one small conservation club. Over and above
the lost of recreational shooting to hundreds of thousands of the
general public, both in the past and future generations, even
more important than the tremendous lose to special interest
groups such as the Police forces, Boy Scouts, Girl Guides,
Brownies, Retriever Trial, the Handicapped, Hunter Safety
Training and many more groups to numerous to mention, there is
one fact that everyone is over looking.
HUMAN LIFE, as God is my judge, I know in my heart, that
the closure of this shooting range will cost human life. I know
there is no way to measure is statement statistically, yet!
If you had seen, as I have seen over my years at the park,
the range officers, patiently, expertly, instructing total
novice, inexperienced shooters, teaching safe gun control and
proper handling, you would know as I know, that without this
instruction, without a public range to shoot at for these tens of
thousands of future shooters, the cost of closing this shooting
range will be HUMAN LIFE!
The attempt at compromise with the local home owners
brought forward from the last advisory meeting, we fully
supported, anything to keep this public range open.
But how much compromise is enough? You have been good
neighbors, you've spent tens of thousands of dollars on noise
studies, you've spent hundreds and hundreds of thousands of
dollars reducing the noise level to twenty five percent below the
Ministry of Environment guide lines.---Has any neighbor ever said
thank you?---No!-- What have they told you?--We will close you
down no matter what compromise you propose!
More-over, the local township has rushed through a by-law
that we feel is totally discriminatory, and will be challenged in
a court of law as the previous speakers have mentioned. They did
this without even having the courtesy to wait for the out come of
your decision. They have used intimidation in their approach to
you. Information released to the news media is inaccurate and
distorted, it doesn't even justify repeating. Further, they have
gone to the hierarchy of two ministries and have obtained
gag-orders to stop two delegations from speaking before you
today, preventing you from making a judgement based on all
available information.
How much is enough? If I was sitting where you are
sitting, I would be absolutely livid.
We ask of you, We beg of you. Please take a stand on
behalf of tomorrows shooters.----thank you.
Bryan Miller
The Black Spruce Sportsmans Association
AM'~7
.
.' .. SUBMISSION TO THE CHAIRMAN AND MEMBERS OF THE METROPOLITAN TOROTO
AND REGION CONSERVATION AUTHORITY CONCERNINGSHOOTING RANGES AT
, COLD CREEK CONSERVATION AREA.
MAY 4TH 1990 AUTHORITY MEETING #3/90
THEATRE, BLACK CREEK POINEER VILLAGE
VISITORS CENTRE.
SUBMITTED BY: GORDON MACKAY
190 ELLIS AVE. TORONTO. ONT. M6S 2X2
AM,~~
- -
..- Mr. Cha 'irman ,
Ladies and Gentlemen,
I did not want to be here today, just as I did not want to have been at your
Meeting on February 16, 1990.
Why am I here then? - I didn't like whats happening at Cold Creek.
I am part of a user group who uses the facilities at Cold Creek. I am one
of the community wno you had in mind back in 1961 when you originally put
the development plan together.
Over the many years that I have been coming to Cold Creek, my wife, children
and dogs have usually made the pilgrimage, how~ver, I have also brought friends
and their children, co-workers and visitors to Canada to enjoy what I feel
are first-class recreational facl.lities.
Rather than tell you about all the events we have participated in, or facitilies
used, let me focus on my main concern today - "the Trap Range".
In 1967 I took the practical part of my Hunter Safety Programme at Cold Creek
and every year snce then have made regular visits to the Trap Range and occasionally
the Smal-Bore Range to enjoy recreational shooting.
Over the last few years I have taught my son, and more recently my daughter, the
safe-handling of of a shotgun and also how to Trap-shoot, thanks in large part
to knowledgeable and helpful staff, together with the availability of the
facilities.
Unfortunately, my trips to Cold Creek have become more infrequent these days
as the shooting hours have become more restrictive.
I am frustrated and saddened by what's happening.
I feel the MTRCA has made major concessions to local residents, many of whom
I am certain purchased their properties after the range facilities were
initiated.
Ladies and Gentlemen, I implore you to keep the Range open.
Thank you for your time.
II,...,' .1.<:1 --~ ""~."",,..... ,-- ' --
",
ONTARIO FEDERATION A~'i, g-~
OF ANGLERS,.& HUNTERS '
-
P,O. BOX 28. PETERBOAOUGH. ONTARIO K9J 6Y5 (705) 748.6324
FAX (705) 748.QS77
PRESENTATION GIVEN TO THE
METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
BY CHRISTOPHER HORWATH
RE:PRESENTING THE
ONTARIO FEDERATION OF ANGLERS AND HUNTERS
.
MAY 4, 1990
ON THE
FUTURE OF THE COLD CREEK RANGES
I thank you on behalf of the 73,OOO-mernber Ontario Federation of Anglers
and Hunters for the opportunity to address the Metropolitan Toronto and
Region Conservation Authority to express our views and to offer recom-
mendations on the future of the Cold Creek ranges.
Our Federation is Ontario's lareest conservation organization. We are
a nonprofit, noncovernment Federation which represents the needs of
anglers, hunters and outdoor enthusiasts from across Ontario. Approxi-
mately 14,000 of our members live in the Taranto area and our members
form a si&nificant part of the many thousands of Ontarians that annually
pay to use the Cold Creek ranges.
We offer our compliments to the M.T.R.C.A. for the way.this important
facility has been managed over the years--to the point of it being re-
garded as a premier range facility in Ontario that is vital to Toronto
area target shooters and hunters.
CONSERVATION F>LEOGE
I g"," my pl~d..o. ..,. a CaMdian, 10 .~v" and fallhfylly defend ',om ....Ie. tile natu,al/lSOy/eel 01 my
Countty _ 1111011, and mlnerall, III air, walt'l. ''''OSIll and woldli...,
- ~;.J=,w~n.~ - -, --- - - . -, ---- --- - ~-- ';!$S-;.w
..
,
ftfV1.CfO THE ONTARIO FEDERATION OF ANGLERS & HUNTERS
- 2 - ,.
For reasons as outlined in our February presentation (a copy of which
is found in Appendix CR107), our Federation supports the view that the
M.T.R.C.A. and its users have been extremely gracious in actively, and
at great cost, addressing the real or perceived noise concerns of some
area residents.
We strongly urge your Authority to do its utmost to maintain, and where
I feasible, enhance the range opportunities it traditionally provides to
II
~
watershed residents annually.
Our members in your area would lend significant support for the M.T.R.C.A.
adopting the recommendations of the Ontario Handgun Association, the
-
- Toronto Sportsmen's Association, and the Black Spruce Sportsman's Associ-
-
=
ation: to challenge the legitimacy of the neighbor assocation's concerns
-
--in the courts, if need be.
-
- It appears that the neighbor association has taken it upon itself to
argue with Ministry of the Environment noise guidelines and interpre-
tation of these guidelines--at the expense of your Authority and the
thousands of range users that annually depend on Cold Creek. If the
~ neighbor association is unhappy with the M.O.E.. then there is where
they should take their concerns about the quality, credibility and
= interpretation of the noise guidelines which pertain to Cold Creek.
-
For this reason, and for reasons outlined in our February presentation.
we suggest to you that the neighbor association is being unreasonable
,
and unfair to the M.T.R.C.A. and one of its major client groups.
:';c, _ _,
..- _._~~~~~:..... 'j'~:-l:.i' - ~~ -'~=.:..~:.___......:no,
---
-
--~-~_-:.~ ~~~:!'~;~-'" ~. .... .L.C ,,~ -= "_.-"'_. - -- '-"--~'- -.... -
- _ _ ':"'_;''-.~ ~- .J'~.Mrf!l -"::;:L..!.:"-
....~ ---'--- - ...- -..---.
--"'- ~-",",___t c.-.-u-~~._. --~.-~ ----,
MRY 10 '90 09:47 799 P04
. A(v1. q I
THE ONTARIO FEDERATION OF ANGLERS & HUNTERS
.. .'
- 3 -
Over the years, the M.T.R.C.A. has created a significant niche for it-
self in the lives of watershed tar;et shooters and hunters, We ask you
to reaffirm your moral support for these watershed residents, and we ask
you to allow your ranee staff to assume operation of the ranges, to
enable your Authority to resume its moral duty to maintain and enhance
existing high quality opportunities for watershed range users.
However. if the Authority decides to carry the recommendation put for-
ward by the Conservation and Related Land Management Advisory Board. or
if the Authority decides on another course of action that would reduce
traditional range opportunities, we respectfully request you to attach
a provision to your ruling that would establish a subcommittee to the
Conservation and Related Land Management Advisory Board. This subcom-
mittee, headed by an Advisory Board member or your Director of Field
Operations, should spend three months investigating other government-
owned sites in the watershed that are not presently C.A. lands. which
could potentially be transferred to the H.T.R.C.A. to shore up losses
in ranee opportunities at Cold Creek.
We suggest that membership of this subcommittee be comprised of Author-
ity staff, a representative from our Fed~ration, and representatives
from the other shooting organizations that would be affected, Following
three months of its operation, the subcommittee ~ould prepare a report
on alternate sites to be forwarded to the Conservation and Related Land
Management Advisory 80ard for its consideration and recommendations to
the full Authority.
'.J_ I __
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,
A-~,~c? THE ONTARIO FEDERATION OF ANGLERS & HUNTERS
- 4 - " ,.
The three months utilized by the subcommittee will also allow some time
for all parties to give full consideration to pursuing avenues--perhaps
the Ontario Municipal Board--regarding the just-announced M.O.E. approval
of the noise bylaw amendment by King Township.
We submit that there are still pertinent facts which are needed, to en-
able your Authority to make the best decision possible, regarding the
short and long-term future of the Cold Creek range facility.
On behalf of the 73,000 members of the Ontario Federation of Anglers and
Hunters, I thank you for your time.
For further information, please contact:
Christopher Horwath
Biologist
A ~.Cl3
YORK RETRIEVER CLUB
May 2,1990.
Presentation to the Metropolitan Toronto Region Conservation Authority
May 4, 1990
My name is Dennis Ritchie. I am here on behalf of the York Retriever Club.
I am a member of the Golden Retriever Club and the Labrador Retriever Club
of Ontario and I would like to speak for all of us interested in training
Retrievers. There are about 600 members in these clubs with about 1500
dogs.
Eight years ago I became interested in Retrievers and I became an avid
competitor in the training trials held at Cold Creek. The Labrador Owners
Club ran the trials then and the two ranges operated seven days a week.
Cold Creek was a busy place and was often visited by the newspapers. My
own dog appeared in the Toronto Star in 1988.
Cold Creek has always been a good place to train dogs. I introduced my
three month old Retriever to guns by walking her up to the old trap range
and giving her a pheasant to hold every time the guns shot. The shotgun
and blanks are used to train Retrievers for field trialing and hunting and
they are as necessary as birds to train any hunting dog. Cold Creek has
always been a place to train as it has much varied terrain and cover and
also a small training pond to teach the basics. Cold Creek was established
in 1961 with training retrievers part of the plan. There is a pond there
for training water retrieves and acres of natural fields for setting up
land tests. We need areas that are in hunting condition to give the dogs
simulated situations.
,
Page - 1 Dennis Ritchie Speech May 4,1990.
R (Yl.q~
YORK RETRIEVER CLUB
A few years ago it became apparent that there was something wrong at Cold
Creek. The trap range was closed on Sundays. The Labrador Owners Club wa:
going to discontinue their training trials because they were not allowed tc
start using their shotguns until 11:00 A. M. Competitors would not come tc
have only a few marks and have to be out of Cold Creek by 3:00 o'clock.
A mark is when a dog sees a bird fall and is trained to remember where it
landed. A shotgun and blanks are used to simulate a shot bird when in
reality we use dead birds thrown by a person in a white coat. The gun
sharpens them up so that they pay strict attention to falls even at
hundreds of yards away.
About three years ago a group of people who said they were neighbours of
Cold Creek approached us as we were training. They asked us if the noise
of the guns bothered us or our dogs. They asked us if we would support
them in their fight against the Metropolitan Toronto and Region
Conservation Authority. They told us that it was not us that they were
against. We did not take them seriously as we thought they knew that we
used guns to train and they said they were not against us.
Two years ago I took over the training trials for the York Club. I asked
that the starting time for the trials be 9:30 A.M. The Authority agreed
and the trials have been quite successful with dog trainers coming from
Cambridge, Fruitland. Coldwater and all the areas of Toronto and suburbs.
I have received no complaints from the Neighbours of Cold Creek. The
trials have brought out about 75 to 100 dogs. the trainers and fans. We
operate on a strictly cost basis. thinking of it as a public service to
better the retriever breed and the field trial game. The snack bar usually
did a landslide business throughout the winter.
Page - 2 Dennis Ritchie Speech May 4,1990.
YORK RETRIEVER CLUB r:t fv1. Cf~
.'
Meanwhile the trap range has been moved and the rifle range has been
closed.
1 often go to Cold Creek and find very few people besides myself. There is
no shooting on Sundays and most times even on Saturdays yOU can hear a pin
drop. I was there on a Saturday when someone called to complain about the
noise of guns. It was extremely difficult for me to understand what they
were complaining about as they were calling from near Highway 27.
I have continued to run trials until April 8. I was told of the fight for
the ranges and of the bylaw that was passed by King Council. The parks was
so quiet because of the lack of trap shooters that they qid not open the
snack bar for us. Our group had supported that facility quite a bit. When
the trap range was closed on Sunday people would still come but would be
tuned away. A lot of people went away angry because of the regulations
imposed by Cold Creek on the type of shot to be used. They were told they
had to use low noise trap loads. The park told us not to use our shotguns or
starter pistols as not to bother the neighbours. We were told not to use
the pond as birds are nesting. Some of us continued to train but our
numbers are dwindling.
On Friday April 27, I had a call from Gordon Fogg. He said that he heard
I was going to address the MTRCA. He said he represented the Neighbours
of Cold Creek. He wanted me to know that they were not against the
Retriever Trainers but they wanted to stop the ranges. I said that we
used guns and I was afraid of him and his group. He agreed that he had the
power to shut us down.
Page - 3 Dennis Ritchie Speech May 4,1990.
R ('Il. q0
YORK RETRIEVER CLUB
I asked him if after spending half a million
dollars on moving the trap range and doing sound studies could the MTRCA
satisfy his group. He said they wanted a sound level of 50 decibels. He
felt the only way this could be achieved would be to enclose the trap rang:
with a roof. Although a dome stadium for trap shooting would be attractiv:
I felt that the taxpayers had paid quite a sum trying to please the
neighbours. Mr. Fogg continued to say that they wanted dog training in
Cold Creek and he assured me that he would help us to that end. Great
improvements to Cold Creek had been promised for us and he said he would
support them. . I ended our conversation with the hope that we all could
work out a compromise to this situation.
The loss of Cold Creek would be disastrous to people of average means
to train dogs and enjoy the sports connected with them. We have lost
Claireville since Cold Creek is now losing money. Cold Creek with its
two ranges was a profitable venture. It helped support other areas like
Claireville financially. Training trials have been held on alternate week~
of the month at Claireville. Now the MTRCA have sold the conservation are.
to be used for a golf course, water slide and an equestrian centre.
Claireville will never be a conservation area again and we as dog trainers
have lost that area. So, yes we are concerned and are extremely affected
by this controversy.
Looking around Cold Creek at the huge properties and around Claireville
at the latest developments, I can"t help wonder if this whole thing is a
smoke screen for lot severances and city expansion or gold courses. water-
slides and anything but Conservation. I am willing to bet it is about
bucks not bullets and groups like ours will be shot down in the first
volley.
Page - 4 Dennis Ritchie Speech May 4.1990.
. AM,e1t'7
YORK RETRIEVER CLUB
I have a few questions about this controversy:
1. Since the sound level was tested by Barman Swallow Associates at the
end of the Caple driveway, does this mean that Mr. Caple wants to sub-
divide his property at the front to put in new homes?
2. Is it true that Mr. O'Neil uses his property mainly on weekends?
Does he too want to subdivide and Cold Creek is a stumbling block in his
plans? Where will that beautiful herd of deer go after you gentlemen have
given the developers the green light?
") I went to the fifteenth sideroad where Mr. Fogg lives and I was unable
oJ. to hear any gun noise. Highway 27 is quite evident in the area. Barman
and Swallow were unable to find anything close to the 50 decibel level of
noise you say you must have to have peace. Since Mr. Fogg seems to be the
most vocal of the opponents of Cold Creek ranges. I wonder what interest
he has in this issue? I live near the C.P. rail line in Tottenham. The
trains rattle my dishes and I can't talk to my wife when they blow their
horn. I moved in three years ago. Do you think I should get a group
together and call ourselves the neighbours of CP rail and try and stop
this distraction to my enjoyment of my property? Is there a lawyer and
an anti train council out there that will help me? Surely there are lots
(-)
of people biased against trains.
In conclusion I would like to say that I love Cold Creek and would like it
to continue as it is. We were promised improvements like more ponds and
more access to hard to get at grounds.
Page - 5 Dennis Ritchie Speech May 4,1990.
A rVl.'1 ~ .
YORK RETRIEVER CLUB
If the MTRCA and the Cold Creek
neighbours agree the improvements will allow us to put on a Canadian Kenne
Club Licensed Field Trial during the summer. There will be 200 dogs and
handlers and fans from allover North America. These people will bring
business to the area. We are presently running one of these events at
Orangeville this weekend. We have no complaints and we operate on public
and private land. We use restaurants, motels, gas stations and grocery
stores to name a few. I hope we can move on and enjoy the conservation
area of Cold Creek together forever.
\"
Page - 6 Dennis Ritchie Speech May 4,1990.
MAY- 3-90 THU 19:56 D HINCHLEY P . 0 1
.
90.05.01
Safegua rd: ' Canadians for
Responsible Gun Laws
P.O. Box 501
Station "s"
Toronto, Ontario
MSM 4LS
Dear Ms. Raitblat:
I am writing in support of the shooting facility at Cold Creek.
There is no question Toronto lacks quality outdoor shooting
facilities. With the demise of the ontario Government's proposed
Sports Complex at Bronte several years ago our hope for an
Olympic training facility faded. In my capacity as S.F.C.
president I have been working with the Toronto Olympic Committee
to select a suitable site for the 1996 games.
One of the benefits of the Olympics is the legacy of the
facilities that remain after the games. For the purpose of the
Toronto bid Base Borden is the initial site selected. There are
many negatives to this proposal. when I met with the Toronto
Committee I proposed alternate sites. One of these was Cold
Creek.
I stongly urge the committee to vote to continue the use of the
Cold Creek Range. If the Toronto bid is successful a site closer
than Base Borden will be necessary. Cold creek if operable will
be seriously considered.
Thank you for your consideration.
Yours
\.
Don Hinchley
President
Shooting Federation of Canada
Shooting Federation of Canada. Federation de Tir du Canada
Ptfv1.JOO
GoWLING, SrRATHY & HENDERSON
MAAI8TEA8 . SOUCITOA8. PA1l!NT . TRADE MAlIK AGENTS
SUlta 2400.2 First Canadian Placa,
Toronto. Ontano, Canada M!lX 1A4
T": [41.) 112.1484
Fax: [41.) 111-0148
April 10, 1990
Metropolitan and Toronto Region
Conservation Authority
5 Shoreham 'Drive
Downsview, Ontario
M3N 1S4
Attention: Mr. Jim Agnew
Director of Field Operations
Dear Mr. Agnew:
Re: Rifle Range and Trapshooting Range at
Cold Creek Conservation Area
We are the solicitors acting on behalf of the Neighbours of Cold
Creek in respect of the operations at the rifle range and
trapshooting range at the Cold Creek Conservation Area.
This dispute is well known to you and the members of the
Conservation Authority and we are writing at this time on behalf of
the Neighbours of Cold Creek to express our very serious concerns
as to the continuing nature of the operations of the rifle ra~ge
and trapshooting range.
We have been provided with all documents available to the
Neighbours of Cold Creek including the studies prepared for the
Metropolitan and Toronto Region Conservation Authority by Barman,
Swallow. We have reviewed those reports and upon our review it
would appear clear that the Neighbours of Cold Creek, as well as
all others residents impacted by the noise levels emitted from the
shooting ranges are suffering from an actionable nuisance.
A nuisance can be defined as an action or actions giving rise to an
unreasonable interference with the enjoyment of property and the
prima facie remedy for an actionable nuisance is an injunction to
restrain that nuisance from being committed. Damages are also
available.
110 Elgin su..t, Co..erea Court wnt 50 Qu.., StrMt NOrt... 11 ,",om. StrMt
Ottawa, Ontano, canada 1(1 N IS3 Toronto, ontano, canacla 1115L 1 J3 lOte....,.. OIltal1Cl, canacla N2H .1111 C8aOItdg., Ontano. Canada N 1 A !lWl
T": [.13) 232.1711 T": [41.) IU.7525 T": (511) 57...110 T": (511) .21..110
RM.t01
GoWLING, S'rRATHY & HENDERSO~
~. IOUc:rTOAlI. ,.,.TENT. TIUoDE MAAIC AGE;.. I
- 3 -
we therefore strongly urge upon the MTRCA to take whatever action
is necessary to eliminate this nuisance. Failure to do so may have
serious consequences.
Yours very truly,
GO.LIRG, STRATHY , HENDERSON
-\-\ \ '.
\ ,
"-'<;
0
HOldl
RfY),ID~
In answer to the delegations representing sport shooting we
respectfully suggest the following:
There are at least 23 otr..=r local facilities available to
these sporting associations and membership is not manditory at
many of them. Complete lists have previously been submitted to
the MTRCA.
With regard to the Metro Police delegation we respectfully
suggest the foIl O\l'J i n g :
According to Mr. Dave Cowan~ acting Chief of Police Metro
Toronto~ there is no place in their jurisdiction that would allow
SLlch a shooting facility as at Cold Creek.
According to Sargent Wheatley~ Emergency Task Force Metro
Toronto Police; They have complete access to the facilities at
the 10~OOO acre Camp Borden~ but they have to book in advance and
arrange a bus. Cold Creek is just more convenient.
According to The Honourable Charles Beer, our MPP, the new
and modern OPP facilities in Aurora should be made available and
are suitable for any weapon that IS legally used by today's
police forces. The police have advIsed that this facility is also
available with advanced booking.
To the staff and board of the MTRCA we respectfully suggest
the following:
The spending of another $80.000. or more of tax payers'
money to add sound baffling and buy new ventilation systems that
were not forseen wi 11 not solve the noise nuisance problem at
Cold Creek.
Please be aware that the Township of King has amended its
noise by-law 81-142 to prohibit the nOise discharge from firearms
at all times throughout the township. This has been submitted to
the Minister of Environment for hIS approval under Section 138 of
the Environmental Protection Act WhlCh states:
(1) The councils of local muniCipalities may~ subject to the
approval of the Minister pass by-laws:
(a) regulating or prohibiting the emission of sounds or
vibrations;
(b) providing for the licenclng of persons, equipment and
premises~ or any of them~ with respect to the emissions of sounds
or vibrations;
(c) prescribe maximum permlsslble levels of sounds or
vibrations that may be emitted;
(d) prescribing procedures for determining the levels of
sounds or vibrations that are emitted.
Afv1.ID3 ltj Ministry Ministere
of the de
Environment I'Environnment
....II:D"
Onla"o
OllJce 01 the 135 St Clair Avenue West 135, avenue SI Clair,
Minister SUite 100 Bureau 100
Toronto, Ontarro Toronto (Ontarro)
Bureau du M4V IP5 M4 V 1 P5
mlnlstre 416/323-4359 416/323-4359
April 20, 1990 04M0204
Her Worship Margaret E. Britnell
Mayor
Township of King
R.R. 2
K;ing City, Ontario
LOG 1KO
Oear Mayor Britnell and Members of Council:
I am pleased to advise you that, in accordance with
the provisions of the Environmental Protection Act, I have
approved the Township of King's By-Law No. 90-30, a by-law to
amend Noise Control By-Law No. 81-142.
I am pleased to be of assistance in this matter.
Should you, however, require any help with the application of
the by-law, please contact my Ministry's Noise Unit of the
Approvals Branch.
Sincerely yours,
.
. ~i~
' .
- .
Jim Bradley
Minister
~y'Y}. JoLt
To quote from today's board members hand-out~ generated by
the Authority for your assistance~ page CR. 95~ paragraph #8:
We Quote;" The matter of the King Township Noise Control By-
law Amendment has been reviewed by the Authority solicitors and
they have advised that, if this amendment is approved by the
Minister of Environment, it wi 11 provide an enforceable
regulation. Enforcement of the By-law would follow registration
of complaints which, in this case, are assured and, therefore~
range operation would have to cease. .. end of quote.
We now present to you in your read-along copies and on the
overhead the approval I et ter from The Honourable James Bradley~
Minister of Environment dated April 20, 1990. We quote from its
t ex t. . . II I am pleased to advise you that, in accordance with
the provisions of the gDY!CQDID~D~~l ECQj;~fj;!QD Bf~~ I have
approved the Township of King's By-law No. 90-30~ a by-law to
amend Noise Control By-law No. 81-142.
I am pleased to be of assistance in this matter. Should you,
however, require any help with the application of the By-law,
please contact my Ministry's Noise Unit of the approvals Branch.
Sincerely yours, Jim Bradley~ Minister." end of quote.
The Neighbours of Cold Creek respectfully suggest that as of
the 20th of April, 1990 the operation of the rifle range and the
trapshooting range at the Cold Creek Conservation Area will be
violating the Environment Protection Act of Ontario, the Noise
Control By-law of King, and creating an actionable nuisance.
We request that the rifle range and trapshooting range be
closed forthwith and dismantled at the MTCRA's first convenience.
Thank you for the opportunity to address this Board.
,-
Atvl. JD~
THB METROPOLITAN TORONTO AND REGION CONSBRVATION AUTHORITY
Response to Concerns raised by Mr. D.J. Caple, on behalf of the Cold Creek
Neighbours, on the presentation and procedural handling of the Cold Creek
Conservation Area Shooting Range Noise issue, at the Conservation and
Related Land Mana ement Advisor Board Meetin 16/89, Februar 16, 1990.
BACKGROUND
At Executive Committee Meeting 11/90, March 9, 1990, the attached letter
from Mr. D.J. Caple, regarding the Cold Creek Shooting Range Noise issue,
was received. Executive Committee Resolution 125 directed staff to
acknowledge this letter, on behalf of all Authority members, and to prepare
a report on the allegations for the Conservation and Related Land Management
Advisory Board Meeting '1/90, April 6, 1990.
The Board should also be aware that the Township of King, at its March 5,
1990 meeting, amended its Noise Control By-law to prohibit the discharge of
firearms at all times, if the noise is clearly audible at a "point of
reception" in an area of the municipality.
RATIONALE
The major point of contention raised by the Neighbours related to a question
to staff on whether or not the Cold Creek Conservation Area shooting ranges
meet the Ministry of Environment guidelines with respect to noise levels.
In previous discussions on this issue, members have raised this question and
staff has consistently advised that, in our opinlon, the guidelines are
being met. In the work related to this issue, staff has become quite
familiar with the Ministry guidelines and in preparing for the February 16,
1990 Board meeting, they were again reviewed in detail.
From the outset of this issue, Authority staff recognized that we did not
have the technical expertise in the subject of noise control and,
consequently, engaged the services of a consultant. The consultants, in
carrying out the various studies, have worked very closely with the Ministry
of Environment Noise Assessment Unit to ensure that proper testing
procedures were followed and the Ministry's applIcation of its guidelines
was clearly understood. Authority staff has also consulted frequently with
the Ministry of Environment staff on this Issue.
Staff response to the question of whether or not guidelines are being met
was based on discussion with the Ministry staff and, particularly, on a copy
of correspondence from the Ministry to Mr. Caple, in which Ministry staff
specifically states that the action taken by the Authority has resulted in
sound pressure level reductions that "are In compliance with the Ministry of
Environment Noise Guidelines".
Staff has recognized that compliance with these yuidelines is a key issue
and, therefore, the recommendations approved by the Conservation and Related
Land Management Advisory Board, at Meeting '6/89, included the submission of
all design details, test results and shooting programs to the Ministry for
formal approval. This material has been Eor-arded to the Ministry. It must
be remembered that the Ministry of Environ~ent nOIse levels are "guidelines"
and, as such, carry no regulatory power.
The matter of the King Township Noise C')ntr-: 3(-law Amendment has been
reviewed by the Authority solicitors and ~~~y have advised that, if this
amendment is approved by the Ministry of t~e ~nvlronment, it will provide an
enforceable regulation. Enforcement of ~~e 9y-law would follow registration
of complaints which, in this case, are ass~red and, therefore, range
operation would have to cease.
The matter of the King Township tloise Control By-law Amendment has been
reviewed b the Authorit solicitors and the have advised that, if this
amendment is approved by the Ministry of the Environment, it will provide
enforceable regulation. Enforcement of tile I)y-lilw would follow reg istrati<
of complaints which, ln this case, are assured an t ere ore, range
operatlon would have to cease.
AM. lO(o
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
GENERAL MANAGER'S PROGRESS ,REPORT
January to June , 1990
Authority Meeting #5/90
July 27, 1990
.
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AM. 007
During the first half of 1990, progress has been made toward the
achievement of Authority goals in a number of program areas:
fINANCE AND ADMINISTRATION
The corporate pay equity plan was posted in accordance with the deadlines
established by provincial legislation and accepted by all Authority staff.
-
Computer training was undertaken for 50 employees.
An agreement was signed for the new computerized accounting system.
Hardware and basic software were purchased and installed and staff
continues to work with the consultant on software modifications.
Planning and preparation for the Goods and Services Tax commenced.
The Authority approved a new banking services agreement with the Royal Bank
of Canada which covers a three-year period commencing June 1, 1990.
The 1990 budget was finalized an6 the 1989 audited financial statements
completed.
Staff continues the development of the Authority's Records Management
System and preparation for introduction of the Freedom of Information
legislation scheduled for January 1, 1991.
Under the Metro Hazard and Conservation Land Acquisition Project, the
following progress has been made:
- Torvalley (Toronto Brickyard) - Borough of East York.
The Torvalley Expropriation was settled at approximately $19.6
million.
- Polyresins Inc. - Borough of East York
Negotiations in progress with representatives of Polyresins Inc.
for the possible purchase of a 6.119 acre parcel of land owned by
POlyresins Inc. located in the Don River Valley in the vicinity of the
Don Valley Parkway and The Leaside Bridge.
Under the Authority's Land Acquisition Project, the following progress has
been made:
a) Purchase of the Kadikar property on the south side of Sylvan Avenue
city of Scarborough, facilitating the carrying out of shoreline
protection work in the Sylvan Avenue design block on Lake Ontario
shoreline.
b) Completion of six partial takings from residential properties
located on the south side of Sylvan Avenue, city of Scarborough,
facilitating the carrying out of shoreline protection work in the
Sylvan Avenue design block.
c) Purchase of the 0.78 acre Schlechter property situated in the
Humber River Watershed in the Bolton area of the Town of Caledon. This
acquisition involved a residential holding in a highly flood
susceptibe location.
d) Purchase of the 0.177 acre Griffiths property located at the end of the
west spit in the Frenchman's Bay sector along the Lake Ontario
shoreline.
. -
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e) Completion of a number of smalier acquisitions in several
municipalities in the various watersheds throughout our region.
Completed sales of surplus lands not required for Authority purposes
including:
- The Former Grimbly Property located at 431 Guildwood Parkway in the city
of Scarborough. _
- A 0.4,55 acre parcel of land situated in the Duffin Creek Watershed, in
the Town of Ajax, to Moodie's Motel.
- A 1.5 acre parcel of land situated in the West Humber River Watershed
in the city of Brampton, to Ontario Hydro.
The following sales are in progress and are expected to close prior
to December 31, 1990:
- The former White property located at 433 Guildwood Parkway in the City of
Scarborough. .
- A 42.745 acre parcel of land in the West Humber River Watershed in the
City of Brampton to The Ministry of Government Services and the Ministry
of Transportation for the Highway 407 right-of-way.
- A 15.00 acre parcel of land in the Humber River Watershed, in the Town of
Vaughan, to York Region Roman Catholic Separate School Board.
The Authority has also conveyed four parcels of land for road purposes, and
granted nine permanent easements to municipalities for storm sewers,
sanitary sewers and other municipal requirements.
The Authority's property management activities involved approximately 150
rental arrangements consisting of residences, farm lands, apiary sites and
other uses compatible with Authority objectives.
PROGRAM SERVICES
Authority staff have completed signage for various conservation areas,
including Petticoat Creek and Greenwood Conservation Areas.
r;lrham Regional Board of Education facility at Claremont is complete and in
( Jeration. Negotiations are continuing with the Etobicoke Board of
tJucation for a relocated day use facility at Claireville Conservation
Area, necessitated by the Hwy. 407 right-of-way taking.
Landscape design and construction improvements have been completed around
the washrooms at Albion HIlls and Greenwood Conservation Areas. Design
work has been started at Black Creek pioneer village for the Agnew house
and handicapped access improvements.
Proposals, plans 'and technical support have been provided to the
Conservation Foundation regarding the Charles Sauriol Nature Reserve, the
William T. Foster Woods, and the commemorative Tree Donation Program.
Supervision of leases for private enterprise provision of recreation has
continued with the review of technical plans and various site inspections
for Wild Water Kingdom and the Claireville Ranch.
Program arrangements were made for Maple Syrup Day, the 17th Annual Honour
Roll Awards, the 14th Annual Garden Party, and the Ribbon Cutting at the
Lumber Storage Shed at Black Creek pioneer Village.
Staff completed the production of 'Highlights' , the Annual Report, the
1990-91 Authority Directory, 'Focus on Greenspace', and Conservation
Questions and Answers.
"
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ExtensiVe creative support was provided to the Foundation by the Graphics
Department,-for the development of a corporate logo and associated images
for a number of printed materials and signage.
Visitor suryeys continue to be conducted at the Authority's public use
facilities.
A special visitor profile summary was completed for use in promoting Black
Creek ,Pioneer Village to prospective business partners.
Coordination of the Camping Plus program for Indian Line Tourist
Campground, featuring discount coupons to 15 Metro Toronto attractions, was
undertaken.
Travel Trade and Group Sales activities at Black Creek Pioneer Village have
generated a total of 7,600 visitors.
WATER RESOURCES
Staff was involved in 15 master drainage plan studies for various parts of
the Authority's jurisdiction.
Several erosion control projects continued along the Scarborough Bluffs.
Within the Bellamy Ravine, construction on the main channel was completed.
The construction of buttresses to stabilize the side slopes of the ravine
is nearing completion. The work begun in 1988 to protect the Fishleigh
Drive area in Scarborough continued. The next stage of shoreline
protection along Guildwood Parkway was initiated, and the negotiations to
commence construction along Sylvan Avenue were completed.
Progress was achieved in many aspects of the Authority's waterfront
program. The government review of the environmental assessment for Tommy
Thompson Park continued. Preparation of an environmental assessment for
East Point Park also continued. At Colonel Samuel Smith Park, the
shoreline of the boat basin was protected. Negotiations with a boating
federation to develop the harbour commenced. Involvement with the Ministry
of Government Services and the City of Etobicoke continued toward
completion of an environmental management master plan for a portion of the
former Lakeshore Psychiatric Hospital lands. Input to Etobicoke's Official
Plan Amendment for the Motel Strip was also a major activity. Preparation
of the environmental assessment and Master Plan for East Point Park
continued. Review of a major development proposal for the Ajax Waterfront
at Carruthers Creek commenced. Participation in the waterfront committee
of Scarborough, Toronto and Metropolitan Toronto continued.
Investigations toward expansion of the Authority's Improved Lakefill
Quality Control Program to inland sites commenced.
Participation in the environmental audit of the portlands by the Royal
Commission on the Future of the Toronto Waterfront continued.
Several floE~.control projects progressed. The dredging of the Keating
Channel contjnued. Design of the final covering of the dredged material at
Tommy Thompson Park also continued. Construction of the flood protective
works along the Little Etobicoke Creek in the City of Mississauga
continued. Hydrology studies in the headwater areas continued so that
flows can be calculated for floodline mapping purposes.
Through its Plan Input and Review Program, the Authority provides many
services. Authority objectives for watershed management and its
requirements of regulation administration are communicated through this
process. At the end of June, 1990, 76 Official Plan Amendment applications
were reviewed and processed as well as 134 By-Law/Rezoning applications,
109 subdivision applications, 449 land division applications, 156 site plan
applications, 998 regulation information reports, and over 1,500 regula~ion
enquiries. In addition, staff has conducted over 60 top-of-bank site
meetings.
..,
AM.UO
- 4 -
Pursuant to-Ontario Regulation 293/86, 178 applications were received. Of
these, 117 permits have been approved. One hearing was held and a notice
of appeal to the Minister of Natural Resources, which was later withdrawn,
was received. Regulation administration processing fees were increased in April, 1990.
Revenue as of June 30, 1990 totals $17,505 from permit applications and
$35,270 from regulation information reports.
The Authority's nursery supplied the following plant material this spring:
Bare root Bare root Balled & Caliper
Trees Shrubs Burlapped Trees
Plants
----------------------------------------------------------------
Authority Lands 1728 4019 20 14
Municipal Lands 1683 5249 25 488
Private Lands 1790 ~ 1007 ---Il
Total 5201 14737 1052 575
Reforestation planting assistance, consisting of 106,200 trees, was
provided to 15 landowners.
Boys Scouts of Canada planted 20,000 trees on four Authority properties.
The Authority planted 14,000 trees at Mount Wolfe Estates under the Density
Bonus Program in Caledon.
The Authority planted 9,000 trees at the Salt Creek Valleylands in the City
of Brampton.
Under the Scarborough Shoreline Management Program, the Authority supplied
and planted 1,230 shrubs to stabilize shoreline on four projects
(Fa11ingbrook, Crescentwood, Kingsbury & Sunnypoint). Also, the Authority
assisted three landowners by planting 400 shrubs, and supplied two
landowners with 25 trees and 50 shrubs.
In the Town of Ca1edon, two planting projects (Havencrest North and Mount
Wolfe Estates} were completed under the Density Bonus Program consisting of
plantings of 215 trees and 1,150 shrubs. Maintenance of pruning and
fertilizing of plant materials wase completed at three projects.
The Authority supplied and planted 289 trees and 1,215 shrubs on the
Etobicoke Creek Valleylands in the City of Brampton. This project will be
completed in the fall.
Caliper tree and.shrub plantings were completed this spring at Briar Nine
Reserve project in co-operation with Town of Richmond Hill.
Once again, a summer interpretive program is being offered at Tommy
Thompson Park to promote nature appreciation. A total of 227 visitors have
participated, which indicates that this year may be the best to date for
this program. Public access has been maintained on weekends and holidays
from January 6th to present. To date, a total of 13,580 visits have been
recorded at the park, down slightly from the 1989 attendance at this time.
As in 1989, a transportation service at Tommy Thompson Park has been
offered free of charge to the public.
Environmental monitoring results indicate that the disposal cells are
effective in containing sediments which are placed in Tommy Thompson Pa~k
disposal areas.
AM . III
- 5 -
The Gull Co~trol Program was again successful in restricting gulls from
nesting in the controlled areas. A joint MTRCA/Canadian wildlife Service
program to provide artificial tern nesting habitat on floating rafts has
been very successful. This project is being funded under the federal
government's Great Lakes Action Plan.
In addition to the regular park programs, other special events and
activities have taken place during the spring and early summer such as the
Varie~y Club of Ontario Bike-a-Thon, World Environment Day and World
Environment Week-Seniors for Nature Program.
As required under the Environmental Assessment Approval, data collections
including water quality samples, sediment quality samples, benthic
invertebrate samples, and bottom substrate descriptions are continuing at
the Colonel Sam Smith Park, Waterfront Park. Results of the 1988 Sam smith
Monitoring Program have been summarized in a report and confirm that there
is minimal environmental impact on the adjacent aquatic environment due to
park construction.
At the proposed East Point Waterfront Park area a SCUBA reconnaissance,
sediment quality, benthic invertebrate survey and index netting program
were completed in 1989. The purpose of these studies is to determine the
extent of fish habitat and the composition of the fish community present.
Preliminary results indicate that there is an absence of significant fish
habitat within the-area and, although fish in spawning condition were
collected during 1989, no evidence of active or successful reproduction was
found.
Environmental monitoring along the City of Scarborough shoreline, including
a survey comparing the fish habitat and community and benthic invertebrate
community associated with waterfront erosion control structures and natural
eroding shorelines, is scheduled for August 1990.
Lakefill Quality Environmental Monitoring Projects will continue in 1990.
Draft reports dealing with the 1989 results have been prepared and will be
complete by September, 1990. Lakefill Quality Environmental Projects are
funded by revenues generated by the Lakefill Quality Control Program.
Environmental monitoring and the Keating Channel disposal operation is
continuing in 1990. Monitoring consists of collections of sediment
quality, sediment deposition, benthic invertebrate collections, detailed
fisheries survey, and monitoring of water temperatures. Results from the
fishery survey indicates that the disposal cells have a well established
fish community that is due in part to the formation of preferred and stable
water temperature within the disposal cells.
The waterfront fish survey and tagging program will continue in 1990. The
intent of the survey is to determine the various habitats, fish communities
associated with the waterfront parks, and discover the extent of fish
movement along the Toronto waterfront. Preliminary results of the 1989
survey indicate that the waterfront parks created by the Authority have
well-established; hig~ quality, diverse fisheries second in quality' only to
the marshes-found at the mouths of the Humber and Rouge River.
In June, Trout Unlimited, the Islington Sportsmen's Club, the Ministry of
Natural Resources and MTRCA performed stream rehabilitation work on the
Humber River at the Bolton Resource Management Tract and the Albion Hills
Conservation Area.
Thirteen youths were hired under Environment Ontario's Environmental Youth
Corps Program to undertake stream clean-up, stream bank stabilization
projects, and water sampling. As of the end of June, the youths covered
11.9 km of stream and collected 1,495 kg of debris. Authority staff will
participate in the program by offering in-field discussions on water
quality problems in the streams of the Toronto area.
AM.II~ - 6 -
In January, a resource management proposal including stream bank
stabilization and riparian habitat planting within and adjacent to the
newly-dedicated Charles Sauriol Conservation Reserve was presented to the
Rotary Club of Toronto. In June, the Rotary Club of Toronto agreed to
contribute $25,000 towards a project to revegetate a section of the valley
slope on the east branch of the Don River. The planting plan has been
approved and plantin9 will start in the fall.
The Humber River Project was funded by Trees for Today and Tomorrow and the
Envirqnmental Partners Fund (Environment Canada). In May, 322 bare root
deciduous trees, 2,330 bare root shrubs and 40,000 coniferous seedlings
were planted. Additional planting and stream bank stabilization projects
are scheduled.
The Rural Beaches Project secured 50% funding from the Ministry of the
Environment for 1990-1991.
Signs were produced and erected at the Albion Hills Farm to provide
information about remedial measures constructed to reduce contaminated
runoff. A rural water quality tour was conducted for the MOE's Watershed
Management Section, with several Authority members also attending. The
Project coordinated and held the 1990 Provincial Rural Beaches Workshop at
Black Creek Pioneer Village. Staff from all 16 Rural Beaches Programs
attended this forum.
Following the three year research phase from 1986 and 1989, the primary
focus of the Rural Beaches Project has been the production of the draft
Clean Up Rural Beaches (CURB) Plan. The Plan models the bacterial
pollution sources and their impact on the swimming beaches, and estimates
the total cost of remedial measures required to improve water quality in
each study watershed. An implementation strategy is also proposed in the
CURB Plan. Their input and recommendations will be incorporated into the
final CURB Plan by September 1990.
The Comprehensive Basin Management strategy for the Rouge River was
completed early in 1990 and approved by the Authority. The strategy is
currently being circulated for endorsement and implementation to
provincial, municipal, and non-government agencies that have a mandate or
interest in the Rouge watershed.
A special implementation committee has been approved by the Authority, and
will be meeting in the near future.
Development of a fisheries management plan for the Rouge River began in the
spring when MNR and MTRCA agreed on terms of reference for the cooperative
program.
Four youths were hired under the Ministry of Natural Resources'
Environmental Youth Corps Program to assist in assessing the physical,
chemical and biological qualities of the Rouge River. This information
will be used in the preparation of the fisheries management plan for the
Rouge River.
A planning prqcess that will be used for the Duffin Creek Watershed
Management study, based on the three study components has been determined.
The study will focus on public consultation as a means to achieve the level
of commitment necessary to implement the management actions. The technical
studies will focus on hydrology, runoff control, water quality, cold water
fisheries and terrestrial resources. The Geographic Information Systems
project will provide support to the public consultation and technical
studies components through information management, spatial data
coordination and management alternative testing.
The Ministry of Housing has announced plans to develop a community of
90,000 people, at Seaton, within the Duffin Creek watershed. They have
agreed to fund mutually beneficial studies such as the database
coordination study, a workshop series, and technical studies on
subwatershed studies. MTRCA will provide technical direction and
- 7 - AM. 113
coordination of these studies, ensuring that the study products meet the
needs of both agencies. The MTRCA has developed planning guidelines which
the Ministry of Housing would like to begin using.
The anticipated completion date for the Duffin Creek Study is mid 1991.
In 1990, the Authority completed the Interim Environmental Planning
Guidelines for the Oak Ridges Moraine. These have been circulated to the
member and local municipalities for review and com~ent. The development
and adoption of specific environmental planning guidelines for the Oak
Ridges 'Moraine by affected municipalities will greatly assist the Authority
in achieving the renewable resource management objectives identified in the
Greenspace Strategy. A Terms of Reference was prepared detailing our
mapping requirements for selected resources within the Oak Ridges Moraine
Planning Area. Consulting firms have submitted proposals which are
presently being reviewed.
FIELD OPERATIONS
Conservation Areas were open as usual during the winter period with
slightly better snow cover than has been experienced over the last few
years. As a result, attendance was up by approximately 6;500 visitors over
the previous year, for the winter months. In general, however, winter use
remains below that experienced in the past. Some modifications to the
program to reduce fixed costs are anticipated for 1991.
The maple syrup demonstration at Bruce's Mill experienced another
successful year; however, attendance was down by about 4,000 visitors due
to less favourable weather. Revenue for the maple syrup season was up
slightly. This was attributed to increased syrup sales and the charging of
per person admission fe~s rather than parking charges.
A major operational change this year involved the scaling down of
maintenance,and services provided at Claireville. This has allowed the
Conservation Areas Section to operate within municipal provisions for levy
support, while maintaining service levels at other locations.
site improvements and major maintenance projects carried out at the
Conservation Areas during the first part of the year included:
-Replacement of the gatehouse at Heart Lakei
-Office and staff lunchroom renovations at Clairevillei
-Replacement of rental rowboats at Heart Lake;
-Installation of a concrete floor in the workshop at Indian Line
Campground;
-Replacement of filtration and chlorination equipment at the Petticoat
Creek pool;
-Replacement of workshop furnaces at Greenwood and Boyd and upgrading of
the electrical system at Greenwood;
-Engineering studies and design completed for the replacement of the
campground bridg~ at Albion Hills.
Authority s~aff manned displays at this year's Sportsmen's Show promoting
activities and programs at Cold Creek, Heart Lake and Glen Haffy. Other
promotional activities included an official public opening for the restored
mill building at Bruce's Mill and a fishing derby at Heart Lake in June.
All Authority swimming areas were in operation in June. Prior to the
operating season, all lifeguard staff participated in a combined National
Life Service and Aquatic Emergency Care course.
The following table shows attendance at the Conservation Areas for the
period of January to June:
1\ M.Uer - 8 -
UJi2. 1990
Albion Hills- 24,968 31,073
Boyd 19,931 27,425
Bruce's Mill 40,383 39,786
Claireville 14,524 251*
Cold Creek 5,662 2,263
Glen Haffy 21,497 17,054
Greenwood 10,184 7,901
Heart ,Lake 18,376 22,676
Indian, line 8,427 7,937
Palgrave - 301
Petticoat Creek 16,233 16,569
------- -------
180,185 173,236
*As of April, 1990, Claireville is open for pedestrian access but is no
longer charging admission. Therefore attendance is not available.
Attendance is down by 6,949 or 3.9%.
Under the Vehicle & Equipment Program, eight replacement vehicles, and
thirteen new vehicles were acquired. Of the new vehicles, eleven were to
replace existing rented or leased units. Replacement of equipment and the
acquisition of new equipment as budgeted was also carried out including
replacement of mowers and the Water Resource Division "Aqualab".
An auction sale was again held for the disposal of surplus vehicles and
equipment. This sale netted a total of $10,600 to the Authority.
Central ServiGes continued to provide technical support and repair services
to a variety of Authority facilities. Conversion of inventory to a
computerized system continued.
Enforcement staff issued 120 violation notices under Ontario Regulation
293/86 for illegal construction activities and 18 offence notices for
illegal activities on Authority lands.
The Authority Enforcement Training Course introduced to upgrade skills of
conservation area staff resulted in 12 offence notices being issued for
illegal activities on Authority lands by Area staff.
A new enforcement officer was selected to fill an added complement position
as part of the 'implementation of the Greenspace Strategy.
225 employees participated in the Safety Awareness Program held this
spring. '
Staff were trained in the following programs: Workplace Hazardous Material
Implementation seminar, standard first aid, CPR, and the driver certificate
program.
Monthly fira euppression courses were held in five conservation areas to
update staff in forest fire suppression.
In Conservation Education, attendance at Black Creek Pioneer Village was up
by 33% during the "shoulder season" of March and April reflecting program
changes that provide a higher degree of interaction between students and
Village interpreters.
Programs were presented to Travel Trade groups on a seven-day basis.
During Environment Week, the Albion Hills Field Centre introduced an
Ontario Herb and Spice garden which will be grown in composted soil
(produced from scraps from the kitchen), planting of a composted soil ,
vegetable garden and the introduction of environmentally friendly cleaning
agents to be used in day-to-day building upkeep.
- 9 - A'M. , IS"
At the Boyd Conservation Field Centre, regular school programs ran at 100%
of the expected bookings.
A "Moccasin Walk" to the Seed-Barker archaeology site was introduced at the
Boyd Field Centre in June. The theme of the walk was the native use of
resources in the Humber Valley. Our resident archaeologist, Bob Burgar,
combined our students in the excavation squares with his York University
students.
The Boyd Conservation Field Centre hosted a successful international
symposium entitled, "Toward the New Millennium - What is Needed?" The
event was sponsored by the Toronto Board of Education and was attended by
40 delegates from four nations representing industry, education, law and
poli tics. The purpose of the symposium was to study what science education
should be in the future.
Attendance at the Kortright Centre for Conservation is up over 4% from last
year. The largest one-day attendance ever was recorded on May 6, 1990
(3,397). A new evening public program was established called Pond Songs.
The Kite Festival was a success with the largest attendance ever at 3,859.
BLACK CREEK PIONEER VILLAGE
The 1989 season closed on January 7, 1990 with a final attendance of
305,152.
The North York Winter Carnival, which for four years was held at Black
Creek, moved back to the North York City Centre in 1990. The Village was a
participant with an exhibit featuring activities for children. The return
of the Carnival to the City Centre will affect the attendance figures at
Black Creek by 35,000. Revenues from the Village Gift Shop and Village
outlets will also reflect a loss of approximately $15,000 in Carnival
sales.
In February, Black Creek participated in the Ontario Historical Society
Heritage Showcase at Yorkdale where the opportunity was taken to promote
the 1990 programs.
The season opened on March lOth with "Spring From Our Past" and a
successful March break program "Springtime Adventures For Kids".
The Easter celebrations at Black Creek took place over two weekends with
two Rabbit Shows, a day of Bonnet making, three days of Peter Rabbit story
telling and the extremely popular "Great Easter Egg Hunt" on Easter Sunday.
Generous product donations from the Ontario Egg Producers Marketing Board
and Nestle's, and the assistance of more than 40 volunteers made this event
most successful. The Boy Scouts of Canada contributed to this volunteer
core and plan to continue their involvement with this and future events.
The "Canada Packers Inc. Quilt Collection" was exhibited on two separate
occasions in the Visitors Centre. This new location for the display was
well received by 'visitors, staff and display organizers. As a result of
the ease of -access and set-up, the quilts will be displayed again for one
week this Fall.
Victoria Day weekend featured "Come to the Spring Fair!". Unfortunately,
rain on May 20th wiped out the day's events though May 21st was successful
with over 2,000 in attendance. The program highlighted the village
livestock and crafts, and presented nineteenth century style entertainment.
This year's annual Rogationtide Service was combined with a new program
"There's Work to Be Done". Visitor's were encouraged to try the various
activities related to the work of an 1860's community.
"A Soldier's Life For Me!" held June 16th and 17th, involved 250 volunteer
soldiers and camp followers. They presented a full weekend program
including camp life, drills, and battle tactics to over 2,000 visitors.
A,,^.Ilb - 10 -
Maintenance during the first half of 1990 included repair work and the
complete repainting of Burwick Home and Gunsmith Shop. Replacement and
painting of picket fences was carried out around Mackenzie Horne and Burwick
Horne. , Ongoing boardwalk repairs included the replacement of a large
section in front of the Burwick Horne. Stalls, flooring and wiring were
replaced in the Burwick stable. Roblin's Mill water wheel was relined to
eliminate heavy leakage.
Theatre-On-The-Move, a live theatre production organization specializing in
historical educational presentations, moved its office to Black,Creek
Visito!!'s Centre. The actors previewed this year's production "Proud
Beginnings" to an enthusiastic audience on June 28th.
The following table shows attendance and revenue figures from January to
June, 1989, and January to June, 1990.
~ .l2.2..Q
Attendance 96,060* 92,474
* excludes NYWC $35,000
Revenue - Admissions $184,941 $193,640
- Gift Shop 161,435* 155,216
* excludes NYWC $10,000
- Village Outlets 54,108* 56,807
* excludes NYWC $ 4,500
- Other 27,842 34,315
/L.
1990.07.17
-
~ tl1
PROJECT FOR ETOBICOKE MOTEL STRIP
WATERFRONT PARK
TABLE OF CONTENTS
.
PAGE
1. INTRODUCTION 1
2. LOCATION 1
3. PURPOSE OF THE PROJECT 2
4. AUTHORITY INTERESTS 3
5. PROVINCIAL INTEREST 8
6. ROLE OF ETOBICOKE, METRO
AND PROVINCIAL MINISTRIES 10
7. PROJECT OBJECTIVES 12
8. ENVIRONMENTAL ASSESSMENT 13
9. PROPOSED SITE DEVELOPMENT 15
10. COST ESTIMATES 16
II. FUNDING ARRANGEMENTS 18
12. IMPLEMENTATION TIMING 20
13. APPROVALS AND AGREEMENTS REQUIRED 21
.
AM 1 t g
FIGURES
FIGURE 1 AERIAL PHOTO (1989)
FIGURE 2 PROPERTY MAP
FIGURE 3 1972-82 WATERFRONT PROJECT PLAN
FIGURE 3A 1977-81 WATERFRONT PROJECT -
HUMBER BAY
FIGURE 4 1980 WATERSHED PLAN - HUMBER BAY EAST
WATERFRONT AREA
FIGURE 5 MOTEL STRIP PUBLIC AMENITY SCHEME
SEPTEMBER, 1989
AM . , ( q
1. Introduction
The project for the Etobicoke Motel Strip Waterfront Park is to implement a portion of
the Lake Ontario Waterfront Development Program and, more particularly, the Etohicoke
Motel Strip Waterfront Puhlic Amenity Scheme (Brad Johnson & Associates. Philip
Weinstein & Associates: Septemher, 1989). This project identifies the status of planning
and approvals and presents a schedule of activities to he undertaken to achieve the
Puhlic Amenity Scheme.
This project is the mechanism by which The Metropolitan Toronto and Region
Conservation Authority (MTRCA) requests the Minister of Natural Resources' approval
under Section 24 of the Conservation Authorities Act for the proposed activities. This
document is also submitted to the Authority's member municipality - Metropolitan
Toronto, In this case, to solicit approval of the implementation. objectives and
commitment to the funding requirements. The project also serves as the supporting
document for Ontario Municipal Board approval which is required under Section 24 of
the Conservation Authorities Act.
2. Location
The Etobicoke Motel Strip Waterfront Park is located along a waterfront area extending
westward from the Humber River to Parklawn Road. This waterfront park is centred
on a 20 hectare re-development site known as the "Motel Strip".
Figure 1 illustrates the existing configuration and distribution of existing uses within the
motel strip area. The area is generally crescent shaped following the curve of Lakeshore
Boulevard. The topography slopes toward the lake. The shoreline has an irregular
configuration as a result of past lakefilling and wave action.
.../2
J:\fA. l-ul
- 2 -
Property consolidation has taken place with approximately 12 ownership groups having
been identified. The land parcels are long and narrow with lot depths varying from b 1
to over 200 metres. Figure 2 provides the land ownership pattern for the Motel Strip.
3. Purpose of the Project
The purpose of this project is to implement the Etobicoke ~otel Strip Public Amenity
Scheme to ensure that the Public Amenity Scheme, including the proposed wetlands, be
implemented in a comprehensive and timely manner.
The "Project for Etobicoke Motel Strip Waterfront Park" allows The Metropolitan
Toronto and Region Conservation Authority to exerCIse its powers under the
Conservation Authorities Act, R.S.O. 1980 as amended, to establish and undertake
programs designed to conserve, restore, develop and manage the natural resources. in the
area over which it has jurisdiction. The Authority has defined the Lake Ontario
shoreline as one of the major natural resources within its area of jurisdiction and has
developed policies and programs related to the Lake Ontario shoreline within the Lake
Ontario Waterfront Development Program component of its Watershed Plan.
This project will be undertaken in accordance with the Lake Ontario Waterfront
Development goal:
"To create a handsome waterfront, balanced in its land uses,
which will complement adjacent areas, taking cognizance of
existing residential development and making accessible,
wherever possible, features which warrant public use."
.../3
- 3 - AM. l21
4. Authority Interests
The 1967 Waterfront Plan (Metropolitan Toronto Planning Board) provided a "vision
which projected a return to the lake. back to the vast park and recreational opportunities
which lay at the doorstep of a bustling and expanding metropolitan region." On
November 23, 1970, the Ministry of the Environment designated The Metropolitan
Toronto and Region Conservation Authority as the implementing agency for the
Waterfront Plan for all sectors in whi~h it had jurisdiction, except the central harbour
area.
In development of "The Metropolitan Toronto and Region Waterfront Plan 1972-1982
and 1977-81 Project, plans were prepared for Humber Bay (Motel Strip) which included
lakefilling and provision of public access along the shoreline to the Humber River (see
Figures 3 and 3A). The 1980 Watershed Plan (Lake Ontario Waterfront Development
Program) continued to show the need for public access and a connection between
Humber Bay East and the Humber River (see Figure 4).
The Authority consolidated its earlier plans into the "Lake Ontario Waterfront
Development Program" as part of its Watershed Plan adopted in 1980. The Waterfront
Program reitereated two key objectives which have guided the Authority's waterfront
planning:
1. development of suitable public access to the
waterfront, and
2. the provision of water-oriented recreational
opportunities.
.../4
.
AM · I,~ - 4 -
In addition, the Authority, in order to achieve its previously stated Waterfront
Development goal, re-confirmed. in 1986, the following program objectives:
(a) to provide open space areas at regular intervals across the waterfront through
acquisition, land creation and/or agreements with other agencies.
(b) to regularly review and update .a long-term Waterfront Plan and to prepare and
implement Concept Plans for specific waterfront areas which will ensure:
(i) the protection and enhancement of environmentally significant areas,
heritage resources and wildlife and fisheries habitat;
( ii) the provision of regional access and facilities for water-oriented
recreation;
( i ii ) the linking of specific areas both along the shoreline and with valleyland
open space corridors;
(iv) consultation with the relevant funding and approval agencies and with
public interest groups.
(c) to augment the present state of knowledge with respect to waterfront recreation
needs, lake processes and urban waterfront design techniques.
(d) to monitor and assess the effects of developments undertaken by the Authority
and use these findings in the planning of future developments.
.../5
,
- 5 - I=)M . 12-'
(e) to cooperate with all municipalities and agencies having policies or programs
specific to the Lake Ontario waterfront.
(f) to enter into agreements with the appropriate municipalities for the operation
and maintenance of Authority waterfront projects other than conservation areas.
In July, 1989, the Authority released "The Greenspace Strategy for the Greater Toronto
Region" as a supplement to the Watershed Plan. The strategy outlined the following:
"The Authority has jurisdiction over the Lake Ontario shoreline
from Etobicoke to Ajax. excluding the central waterfront. The
Authority has had great success in preventing erosion, acquiring
environmentally significant areas, creating waterfront parks,
and providing recreational facilities on the water's edge.
"Lately, however, public and political attention has focused
almost solely on the central waterfront, while public demand
for recreation all across the lakeshore has increased. There
are also concerns about water quality, the quality of fill
and the availability of sites for lake fill projects.
"The Authority recognizes the need to complete its acquisition
plans to ensure public access across the waterfront and to
re-evaluate the long-term direction of waterfront management.
"The Waterfront strategy proposes that the Authority:
.../6
AM.I~ - 6 -
.continue the .goals and objectives of the Watershed Plan;
.continue land acquisition and land creation across the waterfront;
.base all planning on the need for continuous public open space along
the entire lakeshore;
.coordinate all monitoring programs;
.prepare management plans for environmentally significant areas;
.implement the Lakefill Quality Assurance Program, upder an agreement
with the Ontario Ministry of the Environment; and
.review the current funding formulas.
The Authority's involvement in the Etobicoke Motel Strip Waterfront Park is consistent
with:
1. The designation by the Cabinet on November 23, 1970 of The Metropolitan
Toronto and Region Conservation Authority as the implementing agency for the
Waterfront Plan for all sectors in which it has jurisdiction except the central
harbour area.
2. The Lake Ontario Waterfront Development Program as contained In the
Watershed Plan.
3. The Greenspace Strategy for the Greater Toronto Region.
The rationale, in more specific terms, for Authority involvement in the Motel Strip is
as follows:
.../7
- 7 - AM · I ~s
.the Authority already is the province's agent for the Waterfront Plan (1970)
as well as shoreline management;
.the Authority represents the regional interest;
.the Authority is the province's agent for waterlots;
.the province has aliked the Authority to take the lead role;
.the need for an agency to take the lead role in assembling land and
securing the public amenity space;
.the need to implement the Public Amenity Scheme in a comprehensive
manner knowing that the private development will proceed in stages;
. the Conservation Authorities Act [Section 26( 6)] provides a mechanism
to secure funding by special levy on the benefitting area (eg. Motel Strip);
.resource management orientation of MTRCA will ensure that park and storm
water management is done in an environmentally sound manner and consistent
with the Environmental Management Master Plan;
.the Authority administers the Improved Lakefill Quality Control Program
01,1 behalf of the Ministry of the Environment;
.../8
AM.I:u,
- 8 -
.the Authority has achieved a successful multi-use regional
waterfront park - Humber Bay Park adjacent to the Motel Strip;
.the Authority and the public agencies already own land in the area;
. to provide a mechanism for uRfront funding by _ the Province of Ontario
through the MTRCA;
5. Provincial Interest
The Minister of the Environment's letter dated May 9, 1989 with regard to the
outstanding request to designate the Official Plan Amendment No. C-65-86, involving
lands known as the Etobicoke Motel Strip, under the Environmental Assessment Act,
stated the following:
"Because the Government has a direct interest in this matter,
the Minister of Municipal Affairs will advise the Ontario
Municipal Board that he has identified the Amendment as a
matter of provincial interest pursuant to Section 17( 19) of
the Planning Act."
In a letter dated June 26, 1990 to the Ontario Municipal Board, the Minister of
Municipal Affairs indicated that previous letters of July 19, 1988 and May 19, 1989
identified Etobicoke Official Plan Amendment C-65-86 as affecting provincial interests.
.../9
Arti. t'f
- 9 -
"Those matters include how the provincial 'Land Use for Housing
Policy Statement' will be implemented, public access to and use
-
of the waterfront and the environmental impacts of development
in the Motel Strip."
The decision of the Ontario Municipal Board on this matter will not be final and binding
unless it is confirmed by the Lieutenant Governor in Council.
In October, 1989, the provincial cabinet empowered The Royal Commission on the
Future of the Toronto Waterfront, under the Public Inquiries Act, to carry out an
investigation of waterfront issues on behalf of the provincial government for the Lake
Ontario waterfront between Burlington and Newcastle. A report is expected from the
Royal Commission on the Future of the Toronto Waterfront by the end of August, 1990.
Throughout the discussions among provincial ministries, Etobicoke, Metro and MTRCA,
it has been apparent that one agency needs to take the lead in acquiring the necessary
lands and developing the p~blic amenity space. The Authority is the appropriate and
logical agency to take the lead in securing and developing the public waterfront
components of the Public Amenity Plan. This project is premised on the province
providing the upfront financial support and making available provincial lands in the area
to the MTRCA in order to achieve the project objectives.
.../ 10
.
AM.n.S - 10 -
6. Role of Etobicoke. Metropolitan Toronto and Provincial Ministries
The role of Etobicoke is to prepare appropriate planning policies for the Etobicoke
Motel Strip and obtain their approval through the Ontario Municipal Board and Cabinet.
These policies (OPA-65-86, as revised) will p~ovide the basis for securing the subsequent
zoning amendments, site plan approvals, development agreements and an implementation
strategy to ensure the realization of this project. In addition, the municipality could.
through agreement, assume maintenance responsibility for those elements of the public
amenity scheme which are deemed to. satisfy local needs.
The City of Etobicoke's role in implementing this project is to secure the appropriate
pre-development agreements and establish a municipal levy for this area which would
secure all of the funding for the acquisition and capital costs associated with the
implementation of the public amenity scheme.
The Metropolitan Official Plan contains objectives and policies for the waterfront relating
primarily to protection of the natural environment, securing continuous public access, the
provision of regional scale recreational facilities and using Metropolitan Toronto's review
powers over development to achieve those objectives.
In 1972, Metropolitan Toronto and the Authority entered into a waterfront agreement
recognizing:
.the Authority is the implementing agency in acquiring,
creating and developing waterfront lands;
.the Metropolitan Toronto funding contribution to the
acquisition, creation and development;
.../ 11
- 11 - 1\M. ,~
.Metropolitan Toronto's interest in using the waterfront
lands for park and recreational purposes;
.The Authority's requirement to prepare master plans,
obtain approval from Metropolitan Toronto and carry out
works to achieve the objectives and proposals as set out
in the Metropolitan Toronto and Region Waterfront Plan
(now the Lake Ontario Waterfront Development Program);
.Metropolitan Toronto's commitment to maintain the lands
for park, recreation and conservation purposes.
Metropolitan Toronto is being asked, as part of this project, to use its powers under the
Planning Act, the Development Charges Act, the Conservation Authorities Act or other
suitable legislation, to ensure that the City of Etobicoke will derive sufficient levies from
the re-development area to pay for the acquisition and development of the park.
The provincial ministries provide the following roles for this project:
.Ministry of Natural Resources would be the agency responsible for transferring the
public lands and waterlots to the Authority. In addition, this Ministry would
coordinate the approval by the Federal Department of Fisheries in accordance
with the No-Net Los~ Fisheries provisions of the policy for the management of fish
habitat and approval under Lakes and Rivers Improvement Act for this project.
.The Ministry of Municipal Affairs will ensure that the provincial interests
and appropriate implementation policies are incorporated into OP A C-65-86, as
amended, for this project.
.../ 12
A~' ,~1)
- 12 -
.
.The Ministry of the Environment will monitor the implementation of this project
to ensure compliance with the conditions set out in the Environmental
Management Master Plan accepted by the Minister of the Environment.
7. Project Objectives
The general project objectives are to:
.provide public access to the Etobicoke Waterfront (Motel
Strip );
.create a focus for urban waterfront activities;
.create a regional waterfront linkage between Humber Bay East
park and the Humber River;
.undertake shoreline improvements to enhance water circulation;
.provide wetlands for storm water quality control and fisheries
habitat enhancement;
The "Etobicoke Motel Strip Waterfront Public Amenity Scheme" recommended that "the
lands for the scheme are assembled and the raw site, and its access, put in place in
advance, or at least at the same time as private re-development projects proceed." In
addition, the report indicated that "it is important that development is coordinated by a
single agency."
.../ 13
AM.I31
- 13 -
The ohjective of this project is to provide the mechanism to secure the puhlic space and
the funding to huild the puhlic amenity scheme in accordance with a plan approved hy
the Authority, Metropolitan Toronto, the City of Etohicoke and the Ministry of Natural
Resources. The implementation of this project will also ensure that the conditions set
out in the Environmental Management .Master Plan, as .approyed hy the Minister of the
Environment, will he met.
8. Environmental Assessment
The Minister of the Environment, in a letter dated May 9. 1989, indicated the following:
"If the following actions are taken, the area will not be designated
under the Environmental Assessment Act and the approval process under
the Planning Act will be followed:
1. Completion of an Environmental Management Master Plan for the
area addressing lakefill, storm water management, other discharges,
soils management, aquatic habitat, public access, public use and
recreation, design and construction of the development as well as
arrangements for the financing of remedial works. Terms of reference
for this plan and conditions of the plan must he agreed to by the
Province and the Ministry of the Environment must have representation
on the study steering committee.
.../14
A~. I~~
- 14 -
2. Prior to development and enactment of any zoning by-laws for the area,
the City of Etobicoke shall impose conditions and enter into agreements
and, where neces~ary, pass holding by-laws to implement the conditions
of the plan.
3. Provision during construction f<?f an on-site environmental consultant,
selected by the steering committee, to ensure that development and
remedial works, including lakefilling, adhere to the official plan
policies and the Environmental Management Master Plan.
The Minister of the Environment, upon his review of the Environmental Management
Master Plan and Public Amenity Scheme, stated in a letter dated January 12, 1990, that:
"I am prepared to accept the study, excluding the deflector
arm portion, as having fulfilled the plan as set out in my
letter of May 9, 1989, subject to the following conditions:
"l. That the current study be expanded prior to the development of the Motel
Strip to include a more detailed storm water management plan which provides
a thorough review of:
.on-site controls
I
.interim controls (in effect prior to and during the
development of the wetland)
.monitoring of the wetland proposal
.../ 15
.
~M.13
- 15 -
"2. Implementation of study findings, including the incorporation of guarantees of
public access, construction and lakefilling restrictions in OP A's and other
planning mechanisms relating to development in the Motel Strip area."
The development of the Authority's project is based on the premise that the Public
Amenity Scheme will proceed in accordance with the Minister of the Environment's
letters of May 8, 1989 and January 12, 1990 and will not be subject to an environmental
assessment.
9. Proposed Site Development
The Public. Amenity Scheme study developed a concept for the public space based on
the following general design objectives:
.Accommodate a range of waterfront amenities along this one
kilometre of waterfront without the active areas impacting on
the passive areas;
.DistrIbute the activities along the entire waterfront, provide
a sense of unity and coherence to the whole public amenity area;
.Create a strong "public image" for the entire waterfront area;
.Create destination points at either end of the waterfront area;
..j 16
AM · 1'14- - 16 -
.Create a public amenity area which meanders along the water's edge
and varies in dimension at activity points with use facilities
constructed on "piles" to contribute to this variation;
Figure 5 presents the Motel Strip ~referred Plan (Public Amenity Scheme Study) as
modified by the MTRCA in accordan~e with the Minister oJ the Environment's letter
of January 12, 1990.
The site development for this project, upon securing the public lands and creating the
public space in accordance with the Official Plan Schedule C - Development Lands will
generally be as follows:
.Trail Centre (parking, washroom, park shelter)
.Green Park Promenade (landscaping, pedestrian path)
.Boardwalk Centre (transient docks, kiosks, water taxi/ferry service)
.Etobicoke Beach (pavillion, swimming complex)
.Fishing Centre (charter boat docks)
.Wetlands/Wildlife Habitat (storm water quality control and fish habitat
enhancement)
.Local park facilities
10. Cost Estimates
Based. on the work done to date on the Public Am~nity Scheme, it is estimated that a
very high quality, continuous waterfront park, with an appropriate urban character, can
be acquired and developed in this area for a net cost of $40,000,000 in 1991 dollars.
.../ 17
1lt\1./~5
- 17 -
The expenditures required to implement this project will include professional services for
studies, design and construction supervision as well as legal and survey costs.
Allowances have also been made for administration, site supervision, monitoring, land
acquisition and all materials, labour, equipment etc., associated with the construction.
This estimate does not include several elements of the total project. The construction
of the waterfront drive is not include~ although it is proposed that the land required
for the road will be acquired as part of this project. The construction of the trunk
storm sewer is not included; however, the land for the sewer, assuming it is placed under
the road, will be acquired. This project does not include any linkages to Lakeshore
Boulevard except for the local park. It also does not include any connections across the
Humber River or Mimico Creek nor any infrastructure for the Aquarium.
The Etobicoke Motel Strip Waterfront Public Amenity Scheme presented net capital cost
estimates of $26,700,000 in 1989 dollars. These estimates assumed revenues from
lakefilling totalling $1,340,000. The estimates also assumed contributions from the
Aquarium of $500,000.
These estimates need to be modified for several reasons. The lakefilling. has been
reduced substantially by elimination of the proposed deflector arm and it is likely that
the cost of select fill, combined with the cost of extra chemical testing to monitor the
fill, will eliminate any potential net revenues from the filling operation. The proposed
agreement between the City of Etobicoke and the Aquarium did not comtemplate any
contributions by the Aquarium to the cost of infrastructure such as servicing or bridges.
.../ 18
A~.I~ 10 - 18 -
It is, therefore, unlikely that the anticipated contributions will be available. In addition,
the cost estimates did not include any allowance for the necessity to acquire certain
lands and the cost estimates need to be updated to 1991 dollars to allow for inflation.
The $40,000,000 cost to implement the Public Amenity Scheme can be broken down as
follows:
( 1) Survey, Legal, Acquisition, Administration,
Studies (assuming that private lands
required will be dedicated at nominal cost) $ 2,000,000
(2) Lakefilling and Marsh Construction $ 5.000,000
(3) Development of Public Amenities $33,000,000
$40.000.000
11. Funding Arrangements
The public amenities space and facilities will be paid for by a special levy on the
development area.
The project proposes the use of Section 26(6) of the Conservation Authorities Act which
reads as follows:
.../ 19
A M .1 ~7
- 19 -
"Where the council of a participating municipality is of opinion
that the major part of the henefit to he derived from a specific
work accrues to a limited area of the municipality, the council,
with the approval of the Minister, may hy hy-law provide that a
specified portion of the moneys required to he raised hy that
municipality for capital expenditure in connection with that
work shall be defrayed by a sp~cial rate upon the rat.eable
property in that area, which area shall be defined in the
by-law, and that the balance of such moneys shall be defrayed
by a special rate upon the rateable property in the remaining
portion of the municipality within the area over which the
authority has jurisdiction."
For this project, the Municipality of Metropolitan Toronto IS the participating
Municipality. Metropolitan Toronto will need to pass a by-law designating the
Motel Strip area of Etobicoke as the rateable property. The City of Etobicoke will need
to establish a special levy for this area on the basis of frontage, approved density, gross
floor area or some other basis to secure an estimated total of $40,000,000 in 1991 dollars
over the course of the redevelopment scheme.
It is acknowledged by all parties that acquisition of the public amenities space, initial
filling and shoreline stabilization, as well as marsh development, should take place in
advance of development of the adjacent lands. This can only be facilitated by upfront
funding as the redevelopment activity will only yield funds after firm development
.../20
.
A-V\t - l~tg - 20 -
proposals are fully approved. It is, therefore, proposed that $7,000,000 be advanced by
the Province of Ontario by way of a non-interest bearing loan to MTRCA. This amount
would gradually be returned to the province as MTRCA receives payments from the City
of Etobicoke following completion of development agreements.
The City of Etobicoke will need a mechanism whereby the special levy is adjusted
regularly to allow for inflationary incr~ases.
12. Implementation Timing
Implementation of the public amenities plan cannot start until the Official Plan
Amendment (OPA C-65-86) is approved.
Following completion of the Official Plan Amendment process and provision of the
upfront financing by the province, the Authority would proceed to acquire the lands.
It is anticipated that within a year, the lands could be assembled, at least in the easterly
and central portions of the site.
The shoreline filling could proceed as soon as the title to the land and any riparian
interests had been resolved. The filling for the entire scheme, except for the marshes,
could be accomplished within a year, provided that a reasonable level of construction
activity was ongoing in southern Metro. Initial construction of the marshes would take
another year. Some of the required fill would be generated by construction within the
Motel Strip assuming that individual developments were allowed to proceed within the
context of the overall scheme.
.../21
- 21 - A-f\f · 119
13. Approvals and. Agreements Required
This project is subject to a number of approvals and successful implementation will
require numerous agreements.
Approvals required include the following:
(1) . Approval by the Minister of Natural Resout:Ces under Section 24 of the
Conservation Authorities Act;
(2) Approval by Metropolitan Toronto who, in turn, may decide to seek approval
from the City of Etobicoke;
Agreements required include the following:
(1) The Municipality of Metropolitan Toronto, the City of Etobicoke and the
MTRCA will need an agreement addressing the mechanism to raise and index
levies and ensuring payment to MTRCA while also providing for input and
agreement on design details by all parties;
(2) Agreements with individual developers or groups of developers will be required
by the City of Etobicoke and MTRCA;
- 21 - AN. t�40
13. Approvals and Agreements Required
This project is subject to a number of approvals and successful implementation will
require numerous agreements.
Approvals required include the following:
(1) Approval by the Minister of Natural Resources under Section 24 of the
Conservation Authorities Act;
(2) Approval by Metropolitan Toronto who, in turn, may decide to seek approval
from the City of Etobicoke;
Agreements required include the following:
(1) The Municipality of Metropolitan Toronto, the City of Etobicoke and the
MTRCA will need an agreement addressing the mechanism to raise and index
levies and ensuring payment to MTRCA while also providing for input and
agreement on design details by all parties;
(2) Agreements with individual developers or groups of developers will be required
by the City of Etobicoke and MTRCA;
-AM. 141
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
MEETING SCHEDULE
1991 - 1992
.
Authority Meeting #7/90
October 19, 1990
.
AM. 14-').
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
MEETING SCHEDULE - 1991 - 1992
EXCERPTS FROM THE RULES FOR THE CONDUCT OF THE AUTHORITY
"CALLING OF MEETINGS
"32. Meetings of the Authority:
" (a) shall be held at least six (6) times a year in addition to the two
(2 ) meetings required by the Regulation governing the procedure of the
Authority and the time span between such meetings shall be not more
than six (6) weeks;
" (b) shall be held at such date, time and place, within a participating
municipality, as the Executive Committee shall recommend and the
Authority shall adopt by resolution each year.
FEBRUARY, 1991
Feb. 22 10:00 a.m. Authority Annual Meeting
MARCH. 1991
Mar. 1 10:00 a.m. Finance and Administration Advisory Board #1/91
1 10:00 a.m. Water and Related Land Management A.B. #1/91
8 10:00 a.m. Executive Committee #1/91
11-15 Mar c h B rea k
22 10:00 a.m. Authority #2/91 (Final 1991 Budget)
29 Goo d F ri day
APRIL. 1991
Apr. 5 10:00 a.m. Executive Committee #2/91
12 10:00 a.m. Conservation and Related Land Management A.B. #1/91
19 10:00 a.m. Executive Committee #3/91
26 10:00 a.m. Water and Related Land Management A.B. #2/91
MAY. 1991
May 3 8:30 a.m. Finance and Administration A.B. #2/91
3 10:00 a.m. Authority #3/91
10 10:00 a.m. Executive Committee #4/91
24 10:00 a.m. Water and ~elated Land Management A.B. #3/91
31 10:00 a.m. Executive Committee #5/91
JUNE, 1991
June 14 8:30 a.m. Finance and Administration A.B. #3/91
14 10:00 a.m. Authority #4/91
21 10:00 a.m. Executive Committee #6/91
28 10:00 a.m. Water and Related Land Management A.B. #4/91
~M. 14;
- 2 -
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
MEETING SCHEDULE - 1991 - 1992
JULY. 1991
July 5 10:UO a.m. Conservation and Related Land Management A.B. #2/91
12 10:00 a.m. Executive Committee #7/91
:l6 S:'30 a.m. Finance and Administration A.B. #4/91
26 10:00 a.m. Authority #5/91
AUGUST. 1991
Aug. 2 10:00 a.m. Executive Committee #S/91
23 10:00 a.m. Executive Committee #9/91
30* 10:00 a.m. Water and Related Land Management A.B. #5/91
SEPTEMBER. 1991
Sep. 6 10:00 a.m. Authority #6/91
13 10:00 a.m. Executive Committee #10/91
20* 10:00 a.m. Conservation and Related Land Management A.B.#3/91
27* 10:00 a.m. Finance and Administration A.B. #5/91
OCTOBER. 1991
Oct. 4* 10:00 a.m. Executive Committee #11/91
11 10:00 a.m. Water and Related Land Management A.B. #6/91
lS* 10:00 a.m. Authority #7/91
25 10:00 a.m. Executive Committee #12/91
NOVEMBER. 1991
Nov. 1 10:00 a.m. Finance and Administration A.B. #6/91
S 10:00 a.m. Conservation and Related Land Management A.B. #4/91
15 10:00 a.m. Executive Committee #13/91
22 10:00 a.m. Water and Related Land Management A.B. #7/91
29 10:00 a.m. Authority #S/91
DECEMBER. 1991
Dec. 6 10:00 a.m. Finance and Administration A.B. #7/91
13 10:00 a.m. Executive Committee #14/91
JANUARY . 1992
Jan. 3 10:00 a.m. Executive Committee #15/91
10 10:00 a.m. Authority #9/91
17 10:00 a.m. Water and Related Land Management A.B. #S/91
24 10:00 a.m. Executive Committee #16/91
31 10:00 a.m. Conservation and Relat~d Land Management A.B. #5/91
FEBRUARY. 1992
Feb. 7 10:00 a.m. Executive Committee #17/91
21 10:00 a.m. Authority Annual Meeting
* 1992 Preliminary Estimates will be presented at these meetings
AK. l 4-lf-
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
TORONTO SPORTSMEN'S ASSOCIATION
PRESENTATION TO AUTHORITY MEETING #7/90
CONCERNING COLD CREEK CONSERVATION AREA SHOOTING RANGE
Authority Meeting #7/90
October 19, 1990
.
1\M.llJ.5
TORONTO SPORTSMEN'S ASSOCIATION
FOUNDED 1925
17 MILL STREET, WILLOWDALE, ONTARIO M2P 183 . (416) 487-4477
October 19 , 1990
Membe rs of the Board of the
Metropol i tan Toronto Re g ion Conservation Authority
I asked i f I could be present today as I wanted to thank all
of you who supported our efforts and t hat of the Clubs and
Associations who fought fo r Cold Creek.
I t is sad to hear th a t the staff has made a recommendation to
close the fa 11 operations due to economic c i rcums tances when
jus t a year ago it was the most active and revenue producing
area of the Metropolitan Toronto Region Conse rva t i on Authority.
I t i s also sad, tha t 3 neighbours, one of whom 1 i ves so far
away that he ca n ' t even hear the' noise, managed to convince
the Mayor of King to lead the charge to close Cold Creek.
After forty years of work to develop and ra is e money, this
jewel of an area is closed without any consideraion of the
many volunteers who supported the MTRCA Staff and Board fo r
fou r decades.
I t simply amazes me th at King C it y can e xe mp t Timberline and
Schomerg Gun Clubs from the Township By-law when Cold Creek
was not even given fa i r consideration and a quick answe r to
the i r reques t for equal exemption.
In closing, I 'wou I d again like to thank you the Met ropo I i tan
Toronto Re g i on Conservation Authori ty Boa r d members who
supported us. I hope i n the future we can work together and
restore safe shooting at Cold Creek fo r th e pub 1 i c to enjoy.
Thank you.
I~~~ ~
I t eh ~U.~.?
Peter Edwards,
Executive 01 rector
Toronto Sportsmen's Association
A~ . l4h
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
CORPORATE COMMUNICATIONS STRATEGY
Authority Meeting #8, 1990
December 7, 1990
Water & Related Land Management Advisory Board
Meewting #5/90, November 23, 1990
Conservation & Related Land Management Advisory Board
Meeting #4/90
Af/t.l4-7
CORPORATE
COMMUNICA TIONS:
GOALS, PLANS, ACTIONS, RESULTS
The Metropolitan Toronto and Region Conservation Authority
A Precis o/the Corporate Communications Strategy October 1990
In f r u d IH' f i u II The Authority is looking ahead by establishing
its mission, supporting internal and external
Tn 1957, the Metro Toronto and Region strategies, and by defining audiences more
Conservation Authority (MTRCA) was clearly. The process comprises an integrated
established to manage the renewable natural planning process resulting in three major
resources of the watershed. Though flood and components: a Strategic Plan; Operational and
erosion control remain at the heart of MTRCA' S Implementation Plan; and a review or control
work, the role of the Authority has expanded system.
from a manager of resources to include
recreation, heritage preservation, public access Cuqwrafe 'Iission and
to Lake Ontario's waterfront, conservation CUlllllllluit'arions (;uals
education, Black Creek Pioneer Village, and
Kortright Centre for Conservation. With one-third of Ontario's population within
MTRCA's communications strategy is an integral its jurisdiction, MTRCA acts in the community's
part of the planning process for all activities. interest through advocating and implementing
The strategy tries to create a cycle in which watershed management programs that
public communication will bring support for I, Maintain and improve the quality of the
more and even better programs. The process
builds on itself. region's lands and waters;
2. Contribute to public safety from flooding
The Role of Communications and erosion;
3. Provide for the acquisition of
(~..\ conservation and hazard lands; and
4. Enhance the community's quality of life
by using its lands for inter-regional
outdoor recreation, heritage preservation,
Public Bette, and conservation education.
S""- ,..",.J'm. This i$ a sUqlJl'\aQ'::: ~rj~*:':'9~~...y~ilt"::9f]rpbrare
Communications.~ iGt)al~/J~14i#~i A CIl4nS.,'ll~sul($.
which is a's' "tbem:::Oi;:communlcilOoiis: " 'tanS :which
bad beeQ ~td:bYC.9mmUriilY.l~~~~'~'bthir,
to areaS':':, ComP.1~tif'::': ,'" 'ies:,.are,::avallabJe':'from
~=iti/ R;fatllina::';:B",,::,::.~::'<'::,.::':':::::: :,:'t:::::,:". ,,:,"':,' ",'
mtrca Page I
AM. I *~
MTRCA's expertise in managing the region's 2. To review and determine Cost-effective
resources makes it the agency best able to methods of disseminating general,
coordinate greenspace conservation. MTRCA technical, and promotional information.
asks its partners and the public to cooperate in These goals are derived from a variety of
conserving natural areas in the headwaters, the
river valleys, and the lakefront. sources, some offically approved, others not.
The different source documents refer to these
MTRCA attempts to fulfill its mission and serve statements as "goals,' "objectives,' "purpose,'
the needs of its constituency in accordance with "strategy,' and other terms. TIlese statements
the highest standards of ethics and integrity. have been grouped under the heading of
MTRCA must communicate to its funding "goals" because they share a common fornl.
partners and the public about conservation
management programs and activities. An active In addition, the MTRCA has more specific
ongoing communications program supports the communications goals concernIng staff
following strategic thrusts: recognition and involvement; knowledge about
I. Fulfilling the Authority's Mission; MTRCA clients; public image; social impact of
and programs; marketing strategies for sit~s;
2. Fulfilling Authority revenue visitation levels; media relations; and finanCIal
attendance targets; goals concerning budget fulfillment and the
3, Meeting individual and client groups funding panners.
requirements for information about
Authority programs;
4. Generating public support for activities; Targct .\udicl1l'CS
5. Reinforcing the credibility and
memorability of communications; MTRCA'S activities appeal to a variety of target
6. Developing policies and guidelines to audiences. Some activities or products are
ensure accurate, quality, positive, and directed at multiple groups, so that groups may
approved communications; and be exposed to MTRCA material several times
7, Conducting selective audience research each year concerning different prodllct~.
programs to assist monitoring of Specifics about each of the targ~t ~o~ps IS
Authority products and program~ as well contained in each of IndIVIdual
as to assist in future marketIng and communications plans. Audiences include:
funding development.
The organization delivers its communications . Government (elected)
. Government (staff members)
through the Community Relations section and . Authority members
the program areas. Community Relations' r?le . Residents of watershed municipalities
is to provide a wide range of marketIng . Special interest groups
communications services to internal and . Similar-type agencies
external individual and group clients in support . Landowners
of Authority programs as pan of a continuous . Authority staff, retirees, and volunteers
effort to appropriately maintain and raise the . Foundation members
corporate profile. . Corporate and business sectors
The Authority's general communications goals . Professionals
. Private enterprises
are as follows: . Media
1. To plan and implement a gener~l . Public relations agencies
. Tourism business sector
information, communications, and publIc . School groups
relations program to gain the support of . Visitors
the watershed community for MTRCA' S
natural resource management.
mtrca Page 2
A~.ll+C;
.. P r u d II d s ,. such are in competition for leisure time with
other forms of entertainment such as television
Products come in a variety of guises. In or the theatre.
MTRCA'S case, the "products" that it markets While the conservation areas tend to be
range from tangible products such as
recreational attractions to intangihle products perceived as similar to municipal and provincial
such as issues, points-of-view, or policy parks, the Black Creek Pioneer Village and the
statements. In addition, the MTRCA itself can be KoItright Centre have unique features. Neither
considered a "product" since it too must be site has direct substitutions.
"sold" or justified in competition with other The trad.ing areas for M!RCA attractions vary
agencies for the publics' and funding agencies'
resources. substanually from a farrly small geographic
area for education programs, which reaches out
l"I'rodlll'" 11"1'..oclllll I.illl''' '"' 'h'''a~l' I to Ontario towns within 500 km of Toronto, to
MTRCAitSitlf,~' a.. 1. MTRCA's mandate the Black Creek Pioneer Village which attracts
.,' : :,' Ucitt.:::.;:,:::.( ,." (: ": '::' 2. MTRCA's activities visitors from around North America.
Issu~s-rm~ m':tf\cf': 1. Recreation
:,~~::':',' <:::':::,':'::i:::" t Archaeological Heritage Prit'inu
,..,
Conservation Education
',.."::." ,',' , 4. Oak Ridges Moraine The Authority is a not-for-profit organization.
:';':: 5. Watershed Planning However, individual products and services
.... 6. Waterfront
may be priced to generate revenue in excess of
1. Flood/Erosion Control costs while recognizing the desire to optimize
2. Good Resource Management use of facilities and participation in programs.
3. Land Aquisition
4. Municipal Plan Review ~here revenue in excess of costs is produced
5. Re lation Administration thIS reduces the demands on the Authority's
. Public Use::S ires: ,":": 1. Outdoor Watershed funding partners.
Recreation (e.g. Black Creek The prices for which the different products and
Pioneer Village and Kortright
Centre) activities that the MTRCA charges users are set
Conservation Education by the Authority on the advice of the Marketing
Joint Development Projects Committee. The price schedule makes use of
Resource Management incentive pricing such as group discounts,
Food Services special promotional prices, and variable pricing
Administrative Service Fees in order to maximize revenues and to increase
off-peak period use of facilities.
CUIllPl'litiun tu Ih'l...eatiulI alld
Edlll'atiun Sel'\ il'l~s Prumutiun
The MTRCA faces competition for visitors to its The different MTRCA products will eventually
recreational facilities. The competition for the each have separate communications plans.
Black Creek Pioneer Village, KoItright Centre, These plans contains details about the message
and conservation areas is made lip of other or objective, the vehicles that will be employed
public and private attractions - in fact, MlRCA to distribute the messages, and the target
attractions compete with each other for visitors. audiences. The prioritization of audiences
In addition, at another level, these sites can be depends on their needs or concerns related to
construed as forms of entertainment and as the specific activity. The type of promotional
vehicles that might be used for any particular
campaign will vary and might include
. The Greenspace Strategy continues the conservation publications, tours" special events, publicity,
work of the Watershed Plan (1986). The Strategy and mass media such as television and radio.
augments rather than repial;es the WalCrshed Plan. '
mtrca Page 3
AM./5D
1. The MTRCA '~a!1~~':, A~~~jlioJl :' To acquire hazard and
i1~,~r : conservation land in order to
prevent unwise land use that
would affect the land's ability to
perform its natural functions,
:.....,......:..... .." ',. and to conserve significant land
",' ...::.::.......:.:..;..," ,':". ....:. " for the benefit of the people
.i...::....;....::. ,:,..' ..::::. .;:.:';., "::; . within the rellion.
4. Public Use Sites/Activities'
~~;~ To retain existing users. increase
the repeat visits, and attract new
users.
;~atiQnAteas" To retain existing users, increase
::'::::,:::':::::::I:::,:",:',':;::::,:::':::::::'::::~:::::' ':;:.:\ the repeat visits, and attract new
2. Issues as stated in Greenspace users.
Strategy Kortright C~P'~' ,::,:.:' To retain existing users, increase
for ~?Frvali~ :::::': the repeat visits, and attract new
~". To attain moral and financial users.
. ','.. .,....
, '"'' ~~~;::: To ensure that sound
,,~tt:e.f.ti:i( " , suppon and commitment for the
Strategy from the Authority's management practices are
f,arid 'fiU;' Site::':' ,: ",/ implemented on both Authority
,',' partners, the media, opinion ~~~i~~:::' ::::::;::.::.:,: ::::,:::; and private land.
leaders and the eneral ublic.
ServIces, :':' , '::::,::::,::, '::,
3. Public Safety Programs Impll'ml'ntatiun: Pulidl's,
,neguHi4~tt/ .:.t:'.:::. MTRCA will enforce valley. Prut:cdurcs, and Prugrams
:AdiriUii$tratib~:::.>',"i, stream. and waterfront
: ,,: ':,,",:'..::i:':::',"::'~\,':':'::':":,: :',:, regulations to restrict A draft series of policies has been developed
,.',:, '.:.: ,:,::',::;,:' ':". i'::,.: ::.;; development on flood plains, for the implementation of the corporation's
~::: ,::::, ':';t:::.::I:::',:';~l';::.::.:;:::{,:)i!r::;t";:::' :~::;fr~~~~e~he~n:)a~~o~e t~~ communications programs. These policies,
which will be circulated to all staff, set out
,,::' ":::::' ":':'::.: ,:' '",'':::' '::,::: prevent loss of hfe. damage to guidelines for communications planning,
.' :;':;,i;::::::':,?:::!~!J!:;,::::!~~!i?:}i~:;'!ir;:..';'. ~~of~i~d:d ~~~o~eo~ff~: publications and advertising, media relations,
. ',' ., ,'" ,,',"." ,,', "", environment. graphic standards, and monitoring and
:F1.00p..t;.QO~J.."f:r::~r To undertake a_ comprehensive evaluation. The appendix states the policies in
. . ':: :,," ::::::::::::;;';':::/:>.'::::;,,(:':::;;:. program of Flood Control more detail.
,', ):":': ':::'::",::::: ':,';':':,,:/: designed to prevent, eliminate,
;"}~~~11 ~~~;~~:S~if] The criteria for judging the success of a
program will be determined at the time of its
planning and will be based on established
objectives. Monitoring and evaluation schemes
"Eiji~i9.iKge.~gtt9.11 To minimize the hazards to life will be developed. New strategies must be
.~tI~ [tg~i;i~l~~~~; developed with a communications component
and must be allocated a budget as pan of the
yearly budgeting process. Assistance to
determine the size of the budget can be obtained
through Community Relations.
The implementation of the different
promotional programs will occur over the next
du'.ee years. Several groups are responsible for
mtrea Page 4
.
AM. 1-01
implementing the communications activities,
with Community Relations taking the lead in ~~a.rl<m'::.:'::;: ,.'ir Current budget and long-term
the majority of instances. The implementation ~iflida$.ill:'~~U!J:: (1993+)
of the different programs will require resources Pi6'.... ,'.....' ,'.''':,:::-:: ',':,,'
in addition to existing budgets. These 2. Issues Raised by Greenspace
additional resources may include land
acquisition grants, donations, private Strategy
development, volunteers, funding from
individuals and groups, public participation and
support, and sponsorship.
Where funding does not exist in the
Community Relations budget, the cost of the 3. Public Safety Programs _
communications activity will be referred back
to the originating program area. Implementation plan to be developed
1. The MTRCA 4. Public Use Sites/Activities
11'1 0;':1'.1111 III i III ill;': . SUnirriary'" ':" ",,:' :;'::', Current budget; short-term
'C()tqrn.~ltY"::' .:.::' Current budget anti long-term COmmunicatiOns :':", (1992); and long-leon (1993+)
RifliiiOiia- '",,:;::::,' : '" 1993+ :.Pl~s::t.or Bfa~k.::, " ':':::.:
:lntOfuiilfu)1i/,: ""::: :.::',:: ( ) ~ Karin "r ":'
. . gn . ',:(
'pq~l1Clf'ta"', ,,'" , " , ':' 'arid:C ", : < ":" "
" ,,,"~ Q,On$ " ~,~~~o,n.'::':'::
: Plair ':'.:::::: :,<;,:'::::,:::,,:' ': :;::, ','::.
,C6~rate:,:;::::: :' ,: . :'.'.' Current budget and long-term ConservatiOn ': ::. '::,::' (fa be developed)
: CorimiWliCations;,::,:,: (1993+) :~=i~~~,::\:i
::Strate ':>;", ;,;,::::::..,::', \:,:: ::,:,:,:,
ApPENDIX
COMMUNICA TIONS POLICIES, PROCEDURES,
AND PROGRAMS
I'olie., '\ o. I: ( OlllllllllliclliulI, 1. Ensure that publicity for public programs,
l'lalllli II~ special events, new Authority plans,
policies, regulations, and corporate
A. Objectives Authority communications are fully
promoted to both internal and external
The communications aspects of all major audiences; and
projects should be planned by Community 2. Provide a methodology for pro-active
Relations in collaboration with program staff communications plan.ning that will
following the communications planning format. generate positive support of Authority
This format will resource management programs.
Ideal, positive audience relationships are
characterized by eight conditions:
mtrca Page 5
Afvt.16~
1. Confidence and trust between the Polit..,:\ II. 1: PlIhlit'a'illll" allel
Authority and its audiences. \ eI, a' i " ill;':
2. Clear, concise information flowing
ou'twards. A. Objective
3. Awareness (through research) of
audienc.e needs/concerns/int~r~sts.. This policy will ensure that all publications and
4. SatisfYIng status and partIcipatIon for advertisements produced by the MTRCA
each audience sector.
5. Continuity of work without stIuggle; 1. are relevant to the communications
6. Healthy interaction. " strategy and identified target audience(s)
7. Success for both groups (WIn-WIn 2. present appropriate corporate identity; and
relations). 3. are of a high graphic design quality.
8. Optimism about the future.
D. Definitions
If any Authority mission or work raises the
needs, concerns, or interests of one or more 1. Publications _ Publications include
particular audience sectors bear in mind the brochures, newsletters, invitations,
consequences of leaving them unresolved. - posters, guidebooks, programs, program
booklets/information sheets, public
The priority, in every case, must be advance reports, plan (as opposed to internal
communications planning - a step-by-step, reports), fact sheets, membership letters,
results-oriented approach to m~intaining or menus, folders, and other public relations
improving support for the Authonty. material distributed to external clients.
. 2. Advertising - Advenising refers to paid
The communications needs for the ~~t~onty's Authority messages which may include
corporate image, as we!l. as for. diVISions or magazines, newspapers, flyers,
program areas or specIfIC projects, should billboards, posters, and buttons. Program
evolve from the annual budget and work- areas may instigate paid messages about
planning process. All plans produced by the programs, special events, statutes and
designated staff communications planner must regulations, operational information,
follow established guidelines. emergency situations, notices. .of
meetings, and employment opportunItles
n . Definitions through the media _ particularly the
newspapers.
I. Summary Plan - Written for an entire
project. e.g. annual Communications, C. Procedure
Sales and Promotions Plans for Black
Creek Pioneer Village, Kortright Centre, Community Relations has the responsibi.lity for
and Conservations Areas. coordinating, approving, and pro~uc~ng .all
2. Specific Project Plans (e.g. M P P publications and advertisements for distrIbutIon
Communications Plan) - Very detailed and/or placement. Publications and advertising
plans which contain ~bjec~ves, priorities, should be identified in the ann~al budget ~~d
methods, and cost estImatIons. work planning process or 10 a spe~lflc
communications plan for a program or proJect.
C. Procedure/Format If a publication or advertisement is not p~rt of
. " an approved plan .or the regul~ es~abhshed
A complete format for speclfi? cO!IDnunIcatIons Community RelatIons commUnIcatIons ~nd
plans includes Goal, O~J.ectIvcs, Ta~get marketing budget/p~~&ram.' fundIng
Audiences, Message, AntICIpated Reaction, consideration and responSIbIlity will be referred
Methods, Budget, Implementation Schedule, to the individual program area.
Evaluation, and Approvals.
Page 6
mtrca
AM./S3
I' 0 Ii l" .' :\ o. J: 'Il' d i a Ih.1 a I i 011., b. respond promptly and
knowledgeably to media inquiries;
A. Objectives and
c. develop effective strategies, as pan
Fair, favourable press/media coverage of of an approved marketing/
Authority public programs and services can be communications plan or program,
achieved by understanding and following some that will appealingly place both the
fundamental rules. The objectives of the" Media name of the Authority and the
Relations Policy are to: program area before the public.
I. Provide guidelines and basic ground rules c. Procedure
for communicating with the media The procedures include guidelines for timing,
sector(s) in a professional way;
2. Cultivate media response to, and authorization, writing standards, issues
coverage of, Authority programs, management, and general rules concerning
services, and business activities; media relations.
3. Encourage cooperative ventures with the
media; and I'olil'.' :\0. -I: (iraphil' Slalldarcl.,
4. Provide media with a continual exchange
and updating of ideas and information. A. Objectives
The advantages of implementing a media A consistent, attractive visual image is
relations policy and guidelines are many. If extremely important when the Authority
carried out competently and actively, as pan of communicates with the general public and
an overall marketing and public relations specific target audiences. The objectives of the
strategy, dealing with the media will improve graphic standard are:
communications between the target
audience/visitors and the Authority. The result I. to immediately identify publications,
of this will be: signs, advertisements, exhibits, vehicles,
uniforms, and all other items as
1. A heightened profile of the <:orporation belonging to the Authority; and
and its Board members; 2. to convey the image that the Authority is a
2. Increased awareness among, and professionally managed organization.
collaboration with, existing and
prospective new client groups; Graphic standards are administered by the
3. Increa'ied attendance; and Manager, Community Relations Section,
4. Increased membership. Program Services Division.
B. Definitions B. Procedure
1. Media - Media includes newspapers, All items that require a visual identity must
outdoor and travel writers, newswire conform to the Graphic Standards Manual.
services, magazines, television, radio,
business journals, newsletters, and I'olil'.' :\0.5: ('Ollllllllllil'alioll.,
books. F\ alllalioll: I'ro~ralll ,\d,ill.,llIll'lIh
2. Media Relations - This refers to how
appropriate and authorized Authority staff A. Objectives
and members will:
a. invite media support and fair This policy, promoting the practice of
coverage of newsworthy Authority reasonable and objective assessment of
activities, policies, and services; communications planning and activities, seeks
to answer these questions: How did we do?
mtrca Page 7
AM.,5q.-
Did we do things right? Did we do the right 3. Regular internal meetings to discuss
things? The objectives of the policy are: progress, and assess activities or
communications problems that surface.
1. To determine the scope or magnitude of 4. Review of budget commitments and
communications programming and actual expenditures;
provide an estimate of its impact on target 5. Assessment of human resources,
audiences; staffing, training;
2. To identify and monitor the 6. Assessment of business expansion;
characteristics, origins, and needs of 7. Review of communications and sales
existing and potential audiences of plans;
Authority revenue-producing sites and 8. Communications programming/planning
programs; development;
3. To help develop and provide reliable 9. Financial results;
assessment/measures of Authority 10. Assessment/knowledge of competition;
marketing and communications programs; 11. Product quality and product development
4. To initiate and provide other statistical affecting audience relations.
reporting, tracking and evaluation: as 12. Organization and client relationships;
required; 13. Visitor research program for public use
5. To help establish priorities among facilities;
communications needs and activities in 14. Customer responses: comment cards,
relation to audience needs, concerns, or letters and telephone calls; and
interests; and 15. Focus Groups.
6. To aid in determining strengths/obstacles
of Authority's mission/point-of-view and Attempting to understand, analyze and assess
related programming. each communications activity or a
communications action plan is the role of both
B. Strategies: employees and senior management. The only
effective way to evaluate both core and specific
1 . Publicity measurements; communications activities is to refer to the
2. Media monitoring (e.g. press clippings). established goals and objectives. In addition,
strategies and action plans will be reviewed as
to their impact on designated audiences.
mtrca Page 8
~M. ,~S
THE METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY
GENERAL MANAGER'S PROGRESS REPORT
July to December, 1990
Authority Meeting #8/90
December 7, 1990
A~ .1510
During the latter part of 1990, progress has been made toward the
achievement of Authority goals in a number of program areas:
FINANCE AND ADMINISTRATION
Staff prepared the 1991 preliminary estimates for adoption by the various
Boards which total $21,596,00 in gross expenditures. This represents a 6%
increase over the 1990 budget.
Tenders were prepared and installation of a new telephone system at Head
Office implemented.
continued planning and preparation for the introduction of the Goods and
Services Tax on January 1, 1991 is underway.
Planning and implementation of procedures were completed with respect to
the Municipal Freedom of Information and Protection to Privacy Legislation
to be effective January 1, 1991. This included holding staff awareness
sessions.
with the assistance of our consultants, staff continued to redevelop the
Pay Equity Plan.
An orientation video for new staff was developed.
Installation and modifications to hardware and software continued for the
new computerized accounting system to be implemented January 1, 1991.
Under the Metro Hazard and Conservation Land Acquisition Project, the
following progress has been made:
- Torvalley ('roronto Brickyard) - Borough of East York.
The Torvalley Expropriation was fully finalized at approximately $19.6
million.
- Polyresins Inc. - Borough of East York.
The purchase of a 6.119 acre parcel of land owned by Polyresins Inc.,
located in the Don River Valley in the vicinity of the Don
Valley Parkway and The Leaside Bridge, is scheduled for completion
prior to the end of 1990. This property will be purchased under the
General Land Acquisition Project utilizing funds from Authority revenue
on hand from land sales.
Under the Authority's General Land Acquisition Project, the following
progress has been made:
(1 ) Purchase of the 0.39 acre Hume property located in the
Chesterton Shores area of the city of Scarborough on the
Lake Ontario Shoreline.
( 2) Purchase of the Kadikar residence and completion of six
partial takings from residential properties located on the
south side of Sylvan Avenue, City of Scarborough facilitating
the carrying out of shoreline protection work in the Sylvan
Avenue design block.
AM./S?
- 2 -
3) Purchase of the 0.177 acre Griffiths property and the 1.197 acre
Boehme property located in the Town of Pickering at the end of the
west spit in the Frenchman's Bay sector along the Lake Ontario
shoreline.
(4) Purchase of the 0.811 acre Kovari property is scheduled for completion
prior to the end of 1990. This property is located on the north side
of Don Valley Drive, east of the Don Valley Parkway, Borough of East
York.
(5) Purchase of the 0.78 acres Schlechter property situated in the
Humber River Watershed in the Bolton area of the Town of Caledon.
This acquisition involved a residential holding in a highly flood
susceptible location.
(6) Completion of a number of smaller acquisitions in several
municipalities in the various watersheds throughout our region.
(7) Negotiations are in progress for the possible purchase of
approximately 1000 acres of fbrest land owned by James Walker,
located immediately north of Authority holdings at Glen Major in the
Oak Ridges Moraine in the Township of Uxbridge.
(8) Negotiations are in progress with Canada Post Corporation, in
conjunction with officials of the Province of ontario, The City of
Mississauga, Regional Municipality of Peel and the Municipality of
Metropolitan Toronto for possible acquisition of the 38.718 acre parcel
of land owned by Canada Post Corporation located on the south side of
Lakeshore Blvd., immediately adjacent to Marie curtis Park.
Completed sales of lands not required for Authority purposes including:
- The Former Grimbly and White residential properties located at 431 and
433 Guildwood Parkway ip. the City of Scarborough.
- A 0.455 acre parcel of land situated in the Duffin Creek Watershed, in
the Town of Ajax, to Moodie's Motel.
- A 15 acre parcel of land situated in the West Humber Watershed in the
City of Brampton, to Ontario Hydro.
- A 42.745 acre parcel of land in the West Humber River Watershed in the
City of Brampton to The Ministry of Government Services and the Ministry
of Transportation for the Highway 407 right-of-way.
The following sale is in progress and is expected to close prior to
December 31, 1990:
- A 15.00 acre parcel of land in the Humber River Watershed, in the Town
of Vaughan, to York Region Roman Catholic Separate School Board.
The Authority has also conveyed a number of small parcels of land for road
purposes and granted a number of permanent easements to municipalities for
storm sewers, sanitary sewers and other municipal requirements.
Authority property management activities included approximately 150 rental
arrangments consisting of residences, farm lands, apiary sites and other
uses compatible with Authority Objectives.
PROGRAM SERVICES
Authority staff has completed signage for various Conservation Areas,
includ~ng a new entrance sign for Greenwood Conservation Area.
frM . IS8
- 3 -
Concept plans for Cold Creek and the Kortright Centre for Conservation are
proceeding. staff has completed plans and site inspections for the Durham
Regional Board of Education facility at Claremont and negotiations are
continuing with the Etobicoke Board of Education and Etobicoke Parks and
Recreation staff for a relocated education day use and summer day camp
facility at Claireville Conservation Area. Landscape design and
construction improvements have been completed around the washrooms at
Albion Hills and Greenwood Conservation Areas.
Proposals, plans and technical support have been provided to the
Conservation Foundation of Greater Toronto regarding the Charles Sauriol
Nature Reserve, the Foster Woods, the Commemorative Tree Donation Program
and the donation box system. By year end, donation boxes will be installed
in Black Creek Pioneer village, the head office and Kortright Centre for
Conservation.
A.swimming alternative study is underway at Heart Lake and a report will be
available by year end. The environmental assessment of the Boyd Water Play
Facility has commenced and is to include a public participation program,
additional field investigations and a circulation of an environmental
assessment submission in the spring of 1991. Trail Guidelines are
currently being prepared in consultation with municipal and interest group
representatives, with a report due in early 1991.
A slide show and technical report has been prepared on the European tour of
parks and trails. Presentations are being booked with interest groups and
government agencies.
Lease supervision has continued with the review of technical plans and
various site inspections for Wild Water Kingdom and the Claireville Ranch.
The final draft of the Corporate Communications strategy for the Authority
was prepared.
A special program was arranged which included a site visit and tree-
planting dedication in appreciation of Ducks Unlimited Canada, Trees for
Today and Tomorrow, Environment Canada, the Ministry of Natural Resources
and the Town of Caledon for the Caledon Tract Wetland Enhancement Project
and the Humber River Watershed Restoration Project.
A program, site visit and ceremonial tree planting was prepared in
recognition of the Rotary Club of Toronto's donation to the Conservation
Foundation of Greater Toronto.
Visitor surveys are being conducted at the Authority's public use
facilities. The purposes of the program are to provide visitor origin data
essential for determining apportionment of municipal levy, assessing
campaign impact, aiding future promotional and developmental efforts, and
measuring visitor satisfaction with our programs and services and to
provide a forum for public input. By December 31, 1990, two full years of
data will have been collected. By December, 1991, three years of data will
be accumulated and visitor origin frequencies based on the average of 1989,
1990 and 1991 findings will be calculated.
Throughout 1990, Travel Trade and Group Sales activities at Black Creek
pioneer village have been consistently even with 1989 attendance figures.
Daily scheduled service from Happy Day Tours, however, has shown a marked
decrease over the past year. Despite a general decrease in tourism in
Metropolitan Toronto, program revenues have been significantly bolstered
through the local corporate and international tourism markets. Based on
existing and further projected bookings to December 31, 1990, the final
Travel Trade and Group Sales attendance estimate is 31,000 visitors. It is
estimated that direct and indirect gross revenues accrued will exceed
$260,000. During the initial stages of this program (1985-87), the
Authority received generous financial assistance from The Municipality of
Metropolitan Toronto.
~.I~q
- 4 -
WATER RESOURCES
Several erosion control projects continued along the Scarborough Bluffs.
Within the Bellamy Ravine, construction of the main channel was completed.
Landscaping of the new side slopes of the ravine is nearing completion.
The work begun in 1988 to protect the Fishleigh Drive area in Scarborough
continued. The next stage of shoreline protection along Guildwood Parkway
was completed. The next stage of work along Kingsbury Crescent was
completed. Erosion control work at Saddletree Court on the German Mills
Creek in North York was undertaken.
Progress was achieved in many aspects of the Authority's waterfront
program. The government review of the environmental assessment for Tommy
Thompson Park continued. Preparation of an environmental assessment for
East Point Park also continued and will now be expanded in accordance with
the recommendations of the Crombie Commission. At Colonel.Samuel Smith
Park, the storm water treatment facility was completed. The first phase of
negotiations with a boating federation to develop the harbour were
completed. Involvement with the Ministry of Government Services and the
City of Etobicoke continued toward completion of an environmental
management master plan for a portion of the former Lakeshore Psychiatric
Hospital Lands. Input to Etobicoke's Official Plan Amendment for the Motel
Strip was also a major activity which culminated with the adoption of a
Project for the Etobicoke Motel Strip Waterfront Park. Participation in
the Waterfront Committees of Scarborough, Toronto and Metropolitan Toronto
continued. A planning study for the southwest corner of Frenchman's Bay
was initiated.
Investigations toward expansion of the Authority's Improved Lakefill
Quality Control Program to inland sites continued with the completion of
questionnaires by member municipalities and discussions with the Ministry
of Natural Resources and the Ministry of the Environment.
Participation in the environmental audit of the Portlands by the Royal
Commission on the Future of the Toronto Waterfront continued.
Several flood control projects progressed during the second half of 1990.
The dredging of the Keating Channel continued. Design of the final
covering of the dredged material at Tommy Thompson Park also continued.
The current phase of construction of the flood protective works along the
Little Etobicoke Creek in the City of Mississauga was completed. Hydrology
studies in the headwater areas continued so that flows can be calculated
for floodline mapping purposes. Construction of a new culvert on the
German Mills Creek to convey the regional storm flows commenced as part of
a large flood control project financed primarily by private deve~opment.
The Comprehensive Basin Management Strategy for the Rouge River Watershed
has been circulated for endorsement and implementation to provincial,
municipal and non-governmental agencies that have a mandate or interest in
the Rouge River watershed. Currently, endorsement of the Comprehensive
Basin Management Strategy for the Rouge River watershed has been received
from many of the organizations involved.
As part of the Authority's commitment to the implementation of the
Comprehensive Basin Management Strategy for the Rouge River watershed a
number of internal studies are underway, such as:
The Rouge River Fisheries Management Plan;
. The Riparian Habitat Program;
The Master Drainage Plan Guidelines for the Rouge River
Watershed.
In early December 1990, the Rouge River strategy Implementation Committee
will be meeting. This committee is comprised of representatives from each
stakeholder organization that participated in the Strategy development.
f\\\1. l~o
- 5 -
In continuing with the Duffin Creek Watershed Study, -it has become apparent
that there are studies required by provincial agencies, such as the
Ministry of Housing, that will be mutually beneficial to the MTRCA's Duffin
Creek Watershed Study.
The Ministry of Housing has agreed to fund watershed studies in return for
technical direction and coordination from the MTRCA which will assist them
with the planning of the Seaton community. Currently, the MTRCA has
developed a report entitled "A Framework for Ecosystem Planning: An
Innovative Approach To Watershed Management" which the Ministry of Housing
has begun using for the planning of the Seaton community.
The MTRCA is presently acting as the technical advisor for the Ministry of
Housing on the Seaton Environmental and Hazardous Lands Study, which will
be completed by Geomatics International, by December 31, 1990.
Other watershed studies, funded by the Ministry of Housing, such as the
Duffin Creek Land Use Planning Study prepared by Walker, Wright, Young
Associates Limited and the Duffin Creek Watershed Baseline Data Co-
ordination Study prepared by Geomatics International have been completed.
The Authority's nursery supplied the following plant material for fall
planting projects:
Ballcd &
Barc Root Barc Root Burlappcd Calipcr
Trecs Shruhs flM1L- lli.l:L
Authority Lands 682 5.081 30 77
"Municipal Lands 1,605 6,779 263 267
I'rivate Lands 291 3,006 4!l 133
TOTAL 2,578 14,866 341 477
The Authority has been working cooperatively with municipalities on a cost-
sharing basis on sediment control projects.
City of Brampton Etobicoke Creek - Williams Parkway Valley land
Planting Project was completed consisting of 90 trees.
Town of Vaughan Keele and Fieldgate Planting Project
Plantings were completed along a tributary of the West
Don River consisting of 265 trees and 2,550 shrubs.
Town of Caledon Dick's Dam Park Bank Stabilization Project
Total linear distance of Humber River banks stabilized
was 140 metres using the grade and rip-rap technique.
Sites were revegetated to turf cover and plantings
carried out in conjunction with the Humber River
Project.
'fown of Markham Projects in conjunction with the Town of Markham were
undertaken at the following sites:
-
(\tv\, L bl
- 6 -
l. Berczy Creek Bank stabilization Project
Two sites were stabilized by grade and rip-rap techniques totalling
134 metres.
Sites were rehabilitated to turf cover and plantings of 129 trees and
230 shrubs.
2. Bruce Creek/Aitken Circle Planting Project
Valleylands were enhanced by plantings of 121 trees and 270 shrubs.
3. German Mills Settler's Park Bank stabilization Project
96. metr~s of eroding banks of the East Don River were stabilized by
grade and rip-rap technique.
The site was rehabilitated to a turf cover.
4. Raymerville Planting Project
Valleylands were enhanced by plantings of 25 trees and 75 shrubs.
5. Hwy. 148 Channel Planting Project
Additional planting of 50 trees.
6. Kennedy Road By-pass Riparian Habitat Planting
150 metres of channel length were planted on the Rouge River
consisting of 55 trees and 450 shrubs.
Town of Richmond Elgin Mills Road - Toronto Trust Cemeteries Riparian
Habitat Planting Projects
250 metres of Ghannel length was planted on the Rouge
River consisting of 152 trees and 900 shrubs.
Other Planting proiects
Other planting projects were completed on Authority, municipal, and private
lands.
Authority Lanris . Tree Donation Program
. Greenwood C.A. Washroom Area
. Albion Hills Comfort Station
. Blue Maple Subdivision - Ajax.
Municipal Lands . Rathcliffe Estates - Brampton
. Uxbridge Gravel Pit
Private Lands . Hedgerow Estates - Vaughan
. Mackenzie Property - Stouffville
. Koturbash Property - Caledon.
Hvdroseedina proaram
5 hectares of disturbed land were rehabilitated to turf cover on 5
projects.
AM .lb2-
- 7 -
PUblic access to Tommy Thompson Park has been maintained on weekends and
holidays from January 6th until present. To date a total of 33,275 visits
have been recorded at the park, down slightly from the 1989 attendance at
this time.
A summer interpretive program was offered at Tommy Thompson Park to promote
nature appreciation. A total of 933 visitors participated, making this year
the best to date for this program. The increased participation could be
attributed to the additional promotion of the activities through Authority
news releases, and an information pamphlet on the interpretive program.
As in 1989, a transportation service consisting of a TTC bus and two
passenger vehicles was maintained free of charge to the public.
'rhe Gull Control Program was again successful in restricting gulls from
nesting. in the control areas.
A joint MTRCA/Canadian Wildlife Service program to provide artificial tern
nesting habitat on floating rafts has been very successful. By the end of
the summer, a total of 170 chicks had fledged from the rafts. This project
was funded under the federal gove~nment's Great Lakes Action Plan. Plans
are being made to undertake a similar joint project in 1991 if funding is
available.
The Aquatic Park Sailing Club licence agreement was renewed in 1990 to
provide on-site sailing activities for the existing club. The 12-month
agreement will provide $4,700.00 in revenue for the park, while maintenance
costs to the Authority for this operation will be minimal for the 1990
season.
The Tommy Thompson Park Newsletter was distributed at regular intervals
throughout the year with the 1990 circulation increasing by approximately
3% to date.
Fence repairs were undertaken at two locations. Tree and shrubs were
installed at the Bolton Resource Management Tract. A total of 18 caliper
trees, 60 bare root trees, and 445 shrubs were installed.
In August, 104 metres of bank stabilization work was undertaken at the
Bolton Resource Management Tract. Bank stabilization of 107 metres of the
Humber River was undertaken at Dick's Dam Park in Bolton. A total of 22
caliper tr~es, 75 bare root trees, and 1105 shrubs were also installed. In
October, 120 bare root trees were installed at Bolton RMT. Approximately
418 metres of fencing has been installed at the former Blair Property to
control livestock access to the watercourse.
In October, Authority staff planted 10 caliper trees and 1000 shrubs at the
Donlands Avenue slope revegetation site in East York. Funding was provided
by the City of Toronto Rotary Club in cooperation with the Greater Toronto
Conservation Foundation.
Under the Rouge River Fisheries Management Plan, 120 kilometres of the
river were assessed including physical, chemical and biological
information. Development of the Rouge River Fisheries Management Plan is
well underway with the summarization of field data completed from which the
management strategy is being formulated.
Information gained through the field assessment for the development of the
Rouge River Fisheries Management Plan was used to identify Pilot Riparian
Habitat planting sites. Approximately 200 metres of cold water stream were
planted in Richmond Hill and another 175 metres of warm water habitat in
Markham.
11M. l~~
- 8 -
,
The Resource Management section and Ministry of Natural Resources have
continued their cooperative efforts with Trout Unlimited to rehabilitate
the Humber River. Activities included the stabilization of an eroding road
crossing and the set up of an in-stream salmonoid egg rearing box. To
date, 8000 brown trout eggs have been collected. Fry will be released in
the Humber River when they hatch in the spring.
The Islington Sportsmen's Club, in cooperation with MTRCA, released 50
ring-necked pheasants at the Kortright Centre for Conservation. The
objective is to establish a self-producing population of pheasants.
The Metro East Steel head and Salmon Fishermen (Angling Club) stabilized a
45-metre eroding stream bank on the Duffin Creek in the Greenwood Forest
and Wildlife Area.
Under the Wetland Enhancement Project - Caledon Tract, Ducks Unlimited, in
cooperation with MTRCA, MNR and the Town of Caledon finished construction
of the earthen dyke and control structure. As a result, a 1S-hectare
wetland will be improved for wate~fowl production.
A Water Quality Data Summary by the Rural Beaches Project has been
completed, and is available on request. All monitoring data for
Centreville Creek, the East Humber River and Bruce Creek, from 1986 to 1989
is included in this summary.
Tours highlighting aspects of rural land use and impacts on water were
conducted for the Atkinson College Conservation and Environmental Education
field course, York University's Faculty of Education, and the EYC staff of
the Stream Improvement Program.
The Rural Beaches Fall Fair circuit brought the Rural Clean Water Quality
display to the Bolton, Markham, and Woodbridge Fairs, and to Kortright
Centre's water theme weekend. Staff was present to answer questions, and
provide information on environmental protection and water quality.
With respect to the Metro Toronto Remedial Action Plan ( RAP) , MTRCA
technical staff has reviewed the Draft Discussion Paper on Remedial Options
and has identified areas in need of revision, editorial changes, and
deficiencies in recommended program improvements. These comments have been
tabled at a series of technical subcommittee meetings.
The waterfront monitoring program acquired a new 26' aluminum work boat
during 1990.
The "AQUALAB" is equipped with the latest in marine safety equipment
including: RADAR, Radio Navigation, Emergency Position Indicating Radio
Beacon ( EPIRB) , and a six-person life raft. The acquisition of this new
boat has greatly increased the efficiency and safety of our lake-based
environmental monitoring operations.
As required under the Environmental Assessment Approval, data collections
including water quality samples, sediment quality samples, benthic
invertebrate samples, and bottom substrate descriptions are continuing at
the Colonel Sam Smith Park, Waterfront Park.
At the proposed East Point Waterfront Park area, a SCUBA reconnaissance,
water quality survey, sediment quality, benthic invertebrate survey and
fish inventory were completed in 1990. The purpose of these studies is to
determine the existing environmental conditions within the East Point area.
Preliminary results indicate that there is an absence of significant fish
habitat within the area and although fish in spawning condition were
collected during 1990, no evidence of active or successful reproduction has
been found to date.
IlM . L~SL-
- 9 -
Environmental monitoring along the City of Scarborough shoreline, including
a survey comparing the fish habitat and community and benthic invertebrate
community associated with waterfront erosion control structures and natural
eroding shorelines, was completed during the 1990 field season.
A Fisheries Survey of the East Bayfront Port Industrial Area for the Royal
Commission on the Future of the Toronto Waterfront was conducted by
waterfront monitoring staff during the summer of 1990. These
investigations focused on documenting for inclusion into the Environmental
Audit process the fisheries habitat and fish communities present within the
study area. A summary report has been prepared and presented to the
Natural Heritage working Group.
Lakefill Quality Environmental Monitoring Projects conducted in 1989 have
continued in 1990. Results from 1990 are designed to determine the water
quality, 5ediment quality, benthic invertebrate community, sediment
deposition and fish communities associated with existing waterfront parks
and parks under construction. Draft reports dealing with the 1989 results
have been prepared. Lakefill Quality Environmental Projects are funded by
revenues generated by the Lakefi11 Quality Control Program.
Environmental monitoring and the Keating Channel disposal operation has
continued in 1990. Monitoring consists of collections of sediment quality,
sediment deposition, and benthic invertebrate, detailed fisheries survey,
and monitoring of water temperatures. Results to date indicate that
sediments disposed in Tommy Thompson Park are contained within the disposal
cells. Results from the fishery survey indicate that the disposal cells
have a well-established fish community that is due in part to the formation
of preferred and stable water temperature within the disposal cells.
The waterfront fish survey and tagging program implemented in 1989 has
continued in 1990. The intent of the survey is to determine the various
habitats and fish communities associated with the waterfront parks, and
discover the extent of fish movement along the Toronto waterfront.
Preliminary results of the survey indicate that the waterfront parks
created by the Authority have well-established, high quality, diverse
fisheries second in quality only to the communities found within the
Toronto Island and coastal marshes. To date, over 2500 individual fish
have been tagged and released as part of this program. Angler tag returns
and the recapture of tagged fish are assisting in our overall knowledge of
the dynamics of the fish community along the waterfront. During the fall
survey at Bluffers Park, a significant number of lake trout were found
along the outer breakwall in spawning condition. A lake trout that was
tagged in 1989 at this same location was caught and reported by a local
angler, suggesting that there is a possibility of a returning population of
lake trout at Bluffers Park. Further investigations into the success of
this apparent spawning activity is planned for 1991.
FIELD OPERATIONS
The Conservation Areas were open, as usual, during the summer period and
Authority swimming areas were in full operation starting in June. This
year, the Claireville Conservation Area saw reduced operations which
included restricted vehicle access and reduced grounds maintenance. Staff
were transferred to other locations in an effort to reduce overall
Conservation Area operating costs.
The Authority, again, sent a team to compete in the ontario Waterfront
Lifeguard Championships at Wasaga Beach. Team members found the experience
very worthwhile and some strong individual performances were posted.
The Authority's 7th Annual Lifeguard competition was won by the Albion
Hills Team for the second consecutive year.
-
Pttvtl. II- ~
- 10 -
Special events during the period between July and December included Fish
Fun at Glen Haffy, and the 3rd Annual Heart Lake Fall Arts and Crafts
Festival in October. Cold Creek hosted Moose and Deer Workshops, a
Bowhunter Workshop and five Hunter Education Courses during the period,
despite curtailed range operations.
Major maintenance and redevelopment work carried out during the period
included replacement of piping and repaving of the swimming pool at
Petticoat Creek, replacement of boat docks at Heart Lake and water system
and electrical repairs at Indian Line Campground.
Conversion of the Central Services and Stores inventory to a computerized
system continued and equipment and software were refined to permit total
conversion next year. Staff also undertook a reduction in the inventory to
elimin~te obsolete and slow moving items. This will reduce inventory
carrying costs and allow for more efficient inventory management.
Enforcement staff issued 80 violation notices under Ontario Regulation
293/86 for a total of 200 in 1990. Of these, 49 resulted in court
appearances. In addition, 32 ofrence notices for illegal activities on
Authority lands were issued, for a total of 50.
The Enforcement Programs involving Conservation Area staff, designated as
provincial Offences Offices, resulted in 13 offence notices for a total of
25 in 1990 being issued for illegal activities on Authority lands.
Special weekend patrols were instituted, having direct impact on the number
of offence notices being issued, as a result of the issuance of offence
notices and prosecution of fill violations. In excess of $10,000 in fines
was paid to the Treasurer of Ontario.
Staff was trained and upgraded in WHMIS, First Aid, CPR and Driver
Certification.
Monthly fire suppression training continued in five Conservation Areas to
update staff in forest fire suppression.
The fOllowing table shows attendance at the Conservation Areas to October
27, 1990.
~ ll2.Q
Albion Hills 85,418 87,794
Boyd 70,266 79,201
Bruce's Mill 131,031 130,364
Claireville 43,351 7,079
Cold Creek 12,921 2,550
Glen Haffy 48,444 37,314
Greenwood 41,001 44,083
Heart Lake 65,585 64,319
Indian Line 39,767 40,991
Palgrave --- 301
Petticoat Creek 103,773 110,376
Woodbridge --- ---
641,557 604,37~
Attendance is down 37,185 or 5.8%. The decline is largely due to closure
of Claireville Conservation Area and closure, through much of the year, of
the Cold Creek range facilities in compliance with the recent amendments to
the King Township Noise By-Law.
Revenues to November 4th were $1,161,874. This represents a decline of
$96,789 or 7.7% from 1989.
1tM. l(Q"
- 11 -
Some highlights of activities which took place at the Field Centres
include:
-improved landscaping around Albion Hills building including a new wildlife
and herb garden in celebration of Earth Day;
-fully attended Archaeology Program at Boyd;
-new programs at Claremont include Forests in our Lives, Native Studies and
Cooperative Orienteering;
-lOth anniversary celebration at Lake St. George with flag raising and tree
planting ceremony. New programs being offered include Environmental
Impact Studies on the Oak Ridges Moraine, Waste Management, Green
Consumerism, and Tree Planting.
-continuation of environmental resource programs for the intermediate and
senior level students from the Metro Separate School Board and Toronto
School Boards at Cold Creek.
-a new component, "The Toy Program", was added to the Metro Separate School
Christmas Program at Black Creek Pioneer Village which was fully booked.
BLACY. CREEK PIONEER VILLAGE
1990 marked the 30th anniversary of the Official Opening of Black Creek
Pioneer Village.
Canada Day Celebrations were held at the Village, at which time Glenn
Cochrane was installed as Honorary Reeve.
The Militia Muster was held on the Town Hall Green and 30th Anniversary
cake was handed out to all visitors.
In 1990, Theatre on the Move established its head office in the Visitors
Centre. The theatre company produced and presented the play, "Proud
Beginnings", throughout the summer season in the Visitors Centre Theatre.
In addition, they worked with Black Creek staff to create short
dramatizations which the actors presented on the Village streets to the
visiting public.
The 34th Annual Pioneer Festival held on September 15th attracted over
4,000 visitors and, although this was a somewhat lower attendance than in
1989, the revenues were several hundred dollars higher.
Also in September, the Fall Fair was held featuring the livestock, garden
produce and crafts of the Village. On the same day, the official opening
of the Richmond Hill Manse was held. Residents of Richmond Hill were
offered free admission to acknowledge their contribution to the moving of
the building to Black Creek.
Once again, Canada Packers sponsored the very popular, "Celebrate the Apple
Harvest". Attendance and revenues for this event were up and the sale of
the baked goods after the contest provided several hundred dollars to the
Conservation Foundation.
The Pumpkin Party, held in October, proved extremely popular showing an
increase over 1989 attendance of almost 1,200 visitors over the four-day
event.
PrM. Lf. 7
- 12 -
The fOllowing table shows attendance and revenues to the end of October:
llll.2 <NYWC> li2Q.
Attendance 262,672 <35,000> 211,168
Admission Revenue $572,470 $537,333
Sales
(Village & Gift Shop) $581,040 <$15,000> $574,805
General Revenue $ 72,516 <$19,505> $ 64,018
Attendanr.e and revenue figures for 1989 include the North York Winter
Carnival (a 2-1/2 day, free admission, highly subsidized and promoted
event) . The bracketed amounts are for the Carnival and should be deducted
from 1989 totals for clearer comparisons with 1990 totals. With adjusted
figures, attendance in 1990 shows a decrease of 7.2% from 1989.
/L.
1990.11. 28
AM .1 ~g
A CRISIS IN CONFIDENCE?
A REVIEW OF THE ISSUES RAISED BY
THE GREATER TORONTO AREA
COORDINATING COMMITTEE; A REVIEW
OF CONSERVATION AUTHORITIES;
REPORT OF THE ROY AI... COMMISSION ON
THE FUTURE OF THE TORONTO
WATERFRONT AND A REPORT TO THE
PREMIER OF ONTARIO CONCERNING THE
GREENLANDS STRATEGY FOR THE
GREATER TORONTO AREA _
THE METROPOLITAN TORONTO AND
REGION CONSERVATION AUTHORITY
Ja.n.'U.a.ry 9, 1991
A~. 'bq
TABLE OF CONTENTS
~
THE RECOMMENOATIONS OF OTHERS
l. The Greater Toronto Coordinating Committee 4
2. Review of Conservation Authorities 5
.3. Report of the Royal Commission on the Future
of the Toronto Waterfront 'Watersheds' 8
4. 'Space for All' - A Report to the Premier of ontario 15
5. The Greenspace Strategy 21
AM .170
Jan. 9/91
A CRISIS IN CONFIDENCE?
The Conservation Authorities Act was passed in '1946. The four
conservation authorities that preceded the Metropolitan Toronto and
Region Conservation Authority were established between 1948 and
1954. In 1957, the four authorities were dissolved and a . new
metropolitan authority created. Since 1957, the Authority has been
an important influence in the acquisition, development and
management of the renewable natural resources of the region. In
response to the terms of the Conservation Authorities Act, the
programs of the Authority are tailored to the resources of the
region and are based on what the Authority has perceived to be the
appropriate conservation response to the issues of safety from
floods and erosion; public access to and recreation use of its
lands; and the conservation of soil, forests, water, and habitats.
In 1980, the Authority adopted a Watershed Plan which sets out the
program which the Authority is pursuing. This was updated in 1986.
In 1989, the Authority adopted a Greenspace Strategy to focus the
efforts of the Authority, as set out in the Watershed Plan, to meet
the future needs of a rapidly expanding urban community.
The Greenspace Strategy emphasized the Authority's move away from
a dependence on engineered solutions to a concentrated effort to
inf 1 uence where and how the urban area expands. It recogni zed,
however, that there remain hazardous situations which will r~quire
site specific remedial measures.
Controversy over what are appropriate conservation measures is not
new to the Authority. In its early years, there was a wide
difference of opinion as to whether flood control dams were the
right solution to flooding problems. There have been heated
debates over hunting on Authority lands and over the Authority's
use of its regulatory power. From the outset, the Authority's
recreational role has been an issue, particularly with respect to
who pays.
Criticism, debate, reviews, opinion and, eventually, decision, are
the ingredients of public policy. Public policy changes as public
needs and attitudes change and become elements in the debate. The
principles of conservation, however, do not change. Conservation
is using our resources wisely, to ensure they remain available for
future generations.
The Royal Commission on the Future of the Toronto Waterfront heard
a lot about Conservation Authorities in its hearings, including
criticism of specific Authority activities.
.
A~. 11 ,
2 Jan. 9/91
"At least among many of the people who appeared before the
commission, there appears to be' a crisis in confidence about
the role of Conservation Authorities. People expect that the
primary responsibility of conservation authorities is
conservation - protecting valley lands and natural areas,
taking the lead in restoring water quality, planting trees and
shrubs to attract wildlife. What they see, instead, is the
recreation and development side of conservation authorities:
building spits of 1akefi11 into water, developing marinas and
active recreation parks, turning streams into sterile ditches
in the name of flood control. Rather than being perceived as
passionate defenders of the environment, the authorities are
seen as one among any number of despoilers."
"Watershed" - Royal Commission
on the future of the Toronto
Waterfront, August 1990
"Watershed" goes on to acknowledge that there are valid reasons for
the way authorities operate, and that tney have a tremendous record
of achievement.
From the Authority's point of view, we are well aware that there is
criticism of some of our projects, particularly from special
interest groups who favour a protectionist approach to
conservation. Chief among the criticisms are:
. We can't be trusted to retain all of the land currently in our
ownership as public land. Lands which we consider surplus to
our needs can be sold, wi th government approval, and the
proceeds applied to the acquisition of other high priority
acquisitions. This has been a very significant factor in our
ability to cope with restrained funding.
. We don't take a strong enough stand against development that
is perceived to have an adverse effect on resource areas which
are of interest.to a community. Our comments are limited to
those areas that we have defined in our programs and, often,
indicate how a development could proceed rather than whether
it should proceed.
. Where erosion and flood problems are site specific our
remedial measures have been structures that are durable in the
long term. These are not considered, by some, to be as
sensitive to the natural habitat as less durable structures
would be.
.
AM.li2-
3 Jan. 9/91
. We have defined the waterfront, river valleys and headwater
areas as "conservation lands". Thus, we appear not to be pro-
'active in the conservation of all environmental resources
within our area of jurisdiction.
. We define conservation as "wise use" and do not prevent public
access to conservation lands for a wide variety of recreation
uses, based on an assessment of land capability and community
need. We do not always limit use to passive, nature
appreciation.
. We are perceived to be underfunded and not able to provide the
staff to be sufficiently vigilant in reviewing development
plans and enforcing compliance with our recommendations.
. We have chosen to create new land along the Lake Ontario
shoreline, using excavated fill material, in areas where an
insufficient land base exists. There is concern that the fill
affects habitat and that pollutants in the fill enter the
lake.
In addition to these criticisms, several recent reports have made
recommendations concerning the work of authorities, including their
mandate. Mention has already been made of the report of The Royal
Commission on the Future of the Toronto Waterfront. There are also
reports from:
- A joint ACAO/AMO/MNR report to the Minister of Natural
Resources, 'Conservation Authorities Program Review -
outstanding Issues' (June 1989)
- Greater Toronto Area Urban Structure concepts Study
Background Report No. S Greening/Environment (1990)
- 'Space For All', Options for a Greater Toronto Area
Greenlands Strategy. A report to the Premier (1990)
ALL OF THE FOREGOING CRITICISMS ANO RECOMMENOATIONS MUST BE
CONSIOEREO BY THE AUTHORITY IN OROER THAT WE CAN CHART A COURSE FOR
THE 1990's THAT WILL REMAIN TRUE TO THE GOALS ANO OBJECTIVES THAT
WE HAVE SET FOR OURSELVES IN OUR WATERSHED PLAN AND GREENSPACE
STRATEGY, ANO STILL REACT SENSITIVELY TO THE CHANGING NEEOS AND
ATTITUOES OF THE COMMUNITY AND THE ROLE THAT IT WOULO HAVE US
PERFORM.
A-M · , 7 :;
4' Jan. 9/91
THE RECOMMENOATIONS OF OTHERS
1. The Greater Toronto Coordinating Committee
The Greater Toronto Area Urban Structure Concepts study does not
make specific recommendations concerning the work of Conservation
Authorities, but does pose three urban form scenarios which would
result in greater or lesser opportunities for providing Greenspace.
The Authority must consider what it can contribute to the
discussion of the future urban form to achieve Greenspace
objectives. In order to develop a comprehensive strategy for growth across the
GTA, the first step is to identify the community's objectives for
the various services ,and resources. The growth scenarios set out
in the Urban Structures Concepts study are intended to spark the
discussion that will identify these Objectives. The study does not
propose an ecosystem planning approach, as recommended by others,
including the Authority.
The Authority's Greenspace strategy not only advocates an ecosystem
planning process but also establishes the watersheds as the
appropriate ecosystem planning units. To plan, there must be a
framework within which those who are a party to the plan can hold
their discussions and within which decisions can be made. To this
end, the Authority has recommended the estab~ishment 'of a
stakeholder planning group for each watershed. The stakeholders
represent governments, agencies, and interest groups having a stake
in the watershed and, their function is jointly to establish goals
for the watershed: recommend necessary technical studies to provide
an appropriate information b~se: debate the means of achieving the
goals established: and recommend a plan of action which involves
all participants in applying their aandates to achieve the agreed-
upon goals.
This process is in place for two of the watersheds in the
Authority's area of jurisdiction. The deliberations of these
watershed stakeholder groups are not broad enough to be considered
a complete ecosystem planning process, but, integrated with a GTA
wide planning and co-ordinating effort, would make a powerful
contribution in establishing a healthy environmental future for the
GTA.
This approach by the Authority may not be the "passionate defense
of the environment" that some of our critics would wish. It is a
sound, fair, approach to achieving environmental quality and
provides an effective forum for all interests in the environment.
AM. 174-
5 Jan. 9/91
RECOMMENDATIONS:
IT IS RECOMMENDED THAT THE PROVINCE OF ONTARIO, THE JIUIIICIPALITIBS
IN THE GREATER TORONTO AREA, AND THE PUBLIC AGENCIES SERVING IN THE
AREA RECOGNIZE THE WATERSHED AS THE APPROPRIATE NATURAL U1fIT ON
WHICH TO BASE ECOSYSTEM PLANNING;
THAT THE PROVINCE OF ONTARIO AND THE MEMBER MUlfICIPALITIES OF THE
METROPOLITAN TORONTO AND REGION CONSERVATION AUTHORITY SUPPORT THE
FUNDING NECESSARY TO ACCELERATE THE ESTABLISIDIENT OF WATERSHED
PLANNING STRATEGIES FOR THE WATERSHEDS WITHIN THE AUTHORITY'S
JURISDICTION;
THAT THE CHAIRMAN BE DIRECTED TO REQUEST THE MINISTER FOR THE GTA
TO PROVIDE FOR AUTHORITY REPRESENTATION ON THE GTA COORDINATING
COMMITTEE, AND THAT THE AUTHORITY'S MEMBER MUlfICIPALITIES BE
REQUESTED TO SUPPORT THIS INITIATIVE;
AND FURTHER THAT THESE RECOMMENDATIONS BE FORWARDED TO THE OTHER
CONSERVATION AUTHORITIES IN THE GREATER TORONTO AREA.
2. Review of Conservation Authorities
In 1986, the Ontario conservation authorities prepared a brief to
the Ontario Government recommending that a number of issues be
addressed in order to improve the authorities' ability to carry out
their mandate. A review committee was established by the
Government to make recommendations to the Minister of Natural
Resources. A period of discussion ensued and a second review was
undertaken by a joint committee representing the Association of
Conservation Authorities of Ontario, The ontario Municipal
Association, and the Ministry of Natural Resources.
This committee gave consideration to issues of funding,
organization and membership of authorities as well as. to the
mandate of authorities. It divided the work of Conservation
Authorities into core and non-core activities as follows:
Core Acti vi ties (to be suppo"rted by Ministry of Natural
Resources Grant)
Flood control
Erosion Control (non agricultural)
Low Flow Augmentation
Plan'review of Urban Drainage
Plan review of Rural orainage
^M.ti'S"
6 . Jan. 9/91
Regionally Significant Natural Areas (ANSI'S, wetlands,
forests, ESA'S)
water Sampling
Regionally Significant Recreation areas
Forest Management on Authority owned lands
Conservation Information and Advisory Services
Non core activities (to be ne90tiated with Governments and
agencies. with respect to role and funding.)
Non-point pollution
Water taking permits
Urban drainage design, construction, and maintenance
Rural drainage design, construction, and maintenance
Provincially significant Natural Areas
Locally significant Natural Areas
Water supply
Locally significant Recreation Areas
Niagara Escarpment Parks
Heritage Conservation
Forest Management non Authority owned land
Erosion control (agricultural soil erosionlsediment control)
Conservation education
This proposed funding classification essentially represents no
change from the status quo. A1 though some of the non-core
activities are currently eligible for MNR grants, the capping of
grants in recent years, has resulted in funding not being
available. This is also true for some of the activities that are
considered "core". The Authority has reviewed the proposed
classification system and co~c1uded that if' MNR funds were
available for all eligible core programs, Provincial funding to the
Authority would increase significantly.
There has ,been some discussion as to whether or not the Provincial
funding as categorized by this report, would include watershed
strategy studies, such as the Authority has conducted on the Rouge
and is conducting on the Ouffin Creek. The Authority has made
this type of study the basis of its 'Greenspace Strategy'. and
recommends it be adopted as the basi~ of ecosystem planning.
The mandate and role of conservation authorities has been much.
discussed over the years. The current recommendations are not so
much a definition of mandate as they are an expression of what the
Ministry of Natural Resources will fund.
AM. l7 t.
7 'Jan. 9/91
Too much discussion has taken place about what authorities can do
and should be doing without an understanding of the Conservation
Authorities Act. The Act still, after 44 years, gives powerful
tools to the community to deal with a broad spectrum of
environmental issues. If the Act were applied as it was intended,
it would be a vehicle for local people, through their municipal
councils represented on the Authority, to determine conservation
programs on a watershed basis and to enlist the support of
municipalities, government departments, and interest groups in
carrying out the programs. The Act makes it very clear that it is
the responsibility of the Authority:
"to study and investigate the watershed and to determine a
program whereby the natural resources of the watershed may
be conserved. restored. developed and managed."
How can there be any discussion as to whether or not this should be
a core activity of an Authority or whether it should be eligible
for MNR grant? The Conservation Authorities Act says it is one of
our responsibilities.
Further, the Act provides that for the purposes of accomplishing
its objects, an authority has power to:
"collaborate and enter "into agreements with ministries and
agencies of government, municipal councils and local boards
and other organizations".
It is clear that t~e Act foresaw the authorities as agents to
develop a program for the conservation of renewable natural
resources and to draw on a great variety of community resources to
get the job done. It was not intended that an authority do
everything itself.
The Royal Commission on the Future of the Toronto Waterfront has
recommended that:
"the Province should review concerns about the mandate and
functioning of conservation authorities raised by deputants
before this Commission, in order to determine whether more
fundamental reforms are needed as a part of the current
review".
The review of conservation authorities is a perennial activity;
unfortunately, very few changes have ensued from the many reviews.
.
AM.rn
8 Jan. 9/91
The Authority, in dealing with the current review, took the
position that it would be better to act on the recommendations of
the joint committee in order that current uncertainties with
respect to what MNR, will and will not fund can be removed, even
though certain issues remain unresolved and some recommendations
are flawed.
The Authority takes the position that further review of the mandate
of conservation authorities is appropriate, but that the review
should focus on the Conservation Authorities Act. The means of
addressing the criticism of authorities through strengthening of
the Act should be considered. The role of authorities in water
quality programs is one where authorities are thought to be
lacking, but the legislation does not assign authorities
significant powers.
Most previous reviews have been internal to government and
authorities, and have focused on the relationship of authority
programs to government programs. Any further review should be
external, be focused on the Act, and include a broad spectrum of
community opinion, perhaps, a reconvening of the Guelph Conference
of 1941 which made the original recommendations for the
establishment of the Conservation Authorities Act. 1991 is the
50th anniversary of the Guelph Conference and an appropriate date
for the renewal of conservation authorities.
RBCOIIIIBHDATIONS:
IT IS RECOMIIEIfDED THAT THE MINISTER OF NATURAL RESOURCES BE URGED
TO A~ ON THE RBCOIIIIBHDATIONS OF THE JOINT ACAO/AIf.O/IfJfR REPORT
.CONSERVATION AUTHORITIES PROGRAM REVIEW - OUTSTANDING ISSUES.;
AND 1"'UK'.1'1IJg( THAT ANY CONTINUING REVIEW OF CONSERVATION AUTHORITIES
POCUS ON THE CONSERVATION AUTHORITIES A~, AND THAT IT, BE A REVIEW
WHICH HAS A COMPONENT EXTERlfAL TO THE PRESENT STRUCTURE SIMILAR TO
THE GUELPH COIfPEREMCE OF 1941;
3. RepOrt of the Royal Commission on the Future of the Toronto
Waterfront 'Watersheds'
This report recommends that an ecosystem approach to planning be
adopted wi thin the Greater Toronto Bioregion, whose boundaries
equate to the Greater Toronto Area. THIS IS A BASIC PREMISE THAT
THE AUTHORITY HAS ESPOUSEO ANO FULLY SUPPORTS. Flowing from the
ecosystem approach are a number of principles that the report
addressesF
.
N-t .l78
9 Jan. 9/91
.
-clean
-green
-useable
-diverse
-open
-accessible
-connected
-affordable
-attractive
The goal statement for our Waterfront Program ref lects many of
these principles:
"To create a handsome (attractive) waterfront, balanced
(diverse) in its land uses which complement adjacent areas,
taking cognizance of existing residential development and
making accessible, wherever possible, features that warrant
public use (useable)." The objectives of our Waterfront
Plan commit us to a linked (connected) system not only along
the waterfront but up the valleys and into the headwaters.
They also commit us to protection of Environmentally
Significant Areas and habitat. (clean,green).
These principles are supported by the Authority, not only on the
waterfront, but also throughout the Gre~nspace system.
If we are so much in tune with the principles set out in the Royal
Commission report, how can we appear to be so much at odds with
environmental interest groups, on a number of specific waterfront
undertakings? Both the Authority and its critics should re-examine
their positions on what "diversity" and "access", as principles,
require of us.
Referring to "diversity", the Commission report says:
"Waterfront uses, programs, and environments should provide
diverse experiences for our visitors and residents. The
mix of open space and recreation facilities should balance
competing public demands within environmental limits"
Referring to "access", the report says:
"All waterfront and activity nodes should be accessible
by public transit as well as by road with increasing
emphasis on transit. ..... Transportation planning in the
waterfront area should: take into account the impact of
automotive traffic on the environment..:."
AM.l1q
10 Jan. 9/91
There is a distinct difference of opinion, between the Authority
and its critics, as to how "diversity" and "access" should be
achieved. The Authority's position has been that the plan for the
waterfront assures diversity through the balance between natural
areas and activity areas and that both are presently incomplete.
. Critics take the position that there is already an over-abundance
of recreation activity, and all that remains should be kept
natural. The Authority takes the position that automobile access
to the periphery of waterfront areas is important. This principle
has also been the basis of Authority management of its va1leylands,
headwaters and Conservation Areas. Critics see the automobile as
an intrusion on the quiet enjoyment of their experience.
In all of this, there is an element that relates more to changing
tastes in recreation than environmental issues. The Authority
would do well t~ evaluate the appropriateness of its response to
the demand for quiet enjoyment in recreation. others must recognize
that if we are to have balance and diversity in the system, there
has to be a place for active recreation in the principles of clean
and green. The discussion of these issues will be assisted if they
take place as a part of a review of concepts and systems plans,
rather than on a site specific basis where positions have already
been taken.
RECOIlllENDATIOII:
IT IS RECOIlllEllDBD THAT THE AUTHORITY UllDERTAKB A PUBLIC REVIEW OF
ITS POLICIES WITH RESPECT TO THE OUTDOOR RECREATION USB OF
CONSERVATION LARDS.
The Royal Commission report makes a number of specific,
recommendations that affect the Authority's work and we should
react to them.
a. Governments and agencies should adopt the ecosystem approach
to planning.
This has already been addressed in an earlier section of this
report. 'The Authority supports and practices ecosystem planning.
b. The Province should plan and implement a waterfront trail
from Burlington to Newcastle, to be completed by 1993.
(The report, 'space for All', makes a similar recommendation
for a trail system in the valleys and the headwater areas)
AM../~
11 Jan. 9/91
.
In the Authority's area of jurisdiction, the elements of a
comprehensive trail system are already in place. The Waterfront
Plan has had a continuous trail along the waterfront as an
objective from the outset and very considerable progress has been
made in its achievement. On 40 of the 48 ki10metres of waterfront
under the Authority's jurisdiction, the trail, or the' public land'
base for it, is in place. Based on policies established by the
Authority and Metropolitan Toronto in the early 1960's, a trail
system up the valleys within Metro is well established. The
Authority at its meeting #4/90 adopted a proposal for an
interregional trail system which would link the waterfront trail
and the valley trails to a headwaters trail which would, in turn,
link to the Niagara Escarpment. At this same meeting, a trail
standards study was authorized and is now in progress. An
important part of the study is the establishment of communication
with community groups supporting the trail system.
A recent announcement by the Minister of the Environment indicates
the ontario Government's support for the establishment of a
waterfront trail system, linking with the valleys and the Bruce and
Ganaraska trails. News reports of the announcement indicated that
the system would be completed over a 10 year period. The
waterfront trail across the area of the Authority'S jurisdiction is
so close to completion that it should remain a goal to complete it
by 1993.
RECOMllElfDATION:
IT IS RECOIlllENDED THAT THE AUTHORITY SUPPORT THE PROPOSALS OF THE
REPORTS -WATERSHED- AND - SPACE FOR ALL- WITH RESPECT TO THE
ESTABLISHMENT OF A LINKED TRAIL SYSTEM FOR THE GREATER TORONTO
AREA:
THAT STAFF BE DIRECTED TO REVIEW AND REVISE THE PROGRAM FOR THE
WATERFRONT TRAIL SYSTEM SO THAT IT CAN BE INCORPORATED IN THE (1992
-1996) WATERFRONT PROJECT AS A P~ OF THE INTER-REGIONAL TRAIL
SYSTEM AND COMPLETED WITHIN THE TIMETABLE (1993) SUGGESTED BY THE
ROYAL COMMISSION:
AND FURTHER THAT STAFF BE DIRECTED TO DEVELOP A FIVE-YEAR ~OJECT.
FOR THE COORDINATION AND DEVELOPMENT OF THE INTER-REGIONAL VALLEY
AND OAK RIDGES MORAINE TRAIL SYSTEM.
ftM..I~1
12 Jan. 9/91
c. The Royal Commission makes a number of recommendations with
respect to the Oak Ridges Moraine. These will be discussed as
a part of the report "Space For All".
d. The federal and provincial governments should modify the
Remedial Action Plan process to make each municipality a joint
partner. All municipalities in the watershed should be asked
to collaborate.
The watershed planning process, being employed by the Authority and
described earlier, is an appropriate mechanism to achieve the
intent of this recommendation.
RECOMMENDATION:
IT IS RECOMMENDED THAT STAFF BE DIRECTED TO MEET WITH THE REMEDIAL
ACTION PLAN COJOIITTEE TO EHCOURAGE THE INTEGRATION OF ITS WORK WITH
THE WATERSHED PLAHlfING PROCESS AND TO AVOID DUPLICATION OF EFFORT.
e. There should be a moratorium on new 1akefilling until the
Province brings forward comprehensive policies that require
thorough environmental appraisal of all individual projects,
and their cumulative effects, across the Greater Toronto area.
Open water disposal guidelines should be adopted for current
lakefi1l projects.
Lakefill projects have been the source of considerable criticism
for th~ Authority. All current projects of the Authority have been
the subject of rigorous environmental review. The Authority is the
only agency performing quality testing of lakefill materials and is
the only agency monitoring the effects of lakefill projects. The
results of the monitoring have consistently shown that fill
materials are not a measurable factor affecting the quality of Lake
Ontario water. Further, they have shown that the habitats created
by the lakefi11 are significant and second in importance only to
those found in river mouth marshes and in the lagoons of the
Toronto Islands. Oespite these findings, there continues to
be a lack of confidence in the wisdom of 1akefilling. This lack
of confidence has resulted in the reduction of materials being
placed in the lake, and increased disposal in other areas where
there is no control. The Authority is reviewing a proposal whereby
the quality of excavated material would be examined no matter where
it is disposed of in the watershed.
The Royal Commission report acknowledges the value of 1akefil1ing
in providing needed Greenspace and access'along the waterfront.
"1-1..1~
13 Jan. 9/91
The Authority should recommend an independent review of lakefill
by the Royal Commission, to be conducted as soon as possible.
Failing a review by the Commission or the Province, the Authority
should conduct a public review of lakefilling.
RECOMMENDATIONS:
IT IS RECOMMENDED THAT THE ROYAL COMMISSION ON THE FUTURE OF THE
TORONTO WATERFRONT CONDUCT A REVIEW OF LAKEFILLING TO ADDRESS THE
QUESTIONS RAISED IN ITS INTERIM REPORT AND REPORT ON ITS F~NDINGS
IN ITS FINAL REPORT IN JUNE OF 1991:
THAT TIlE REVIEW OF LAKEFILLING INCORPORATE THE AUTHORITY'S SMALL
CRAFT HARBOUR PROPOSAL FOR EAST POINT PARK AS A TSST CASE TO
EVALUATE THE LONG TERM ADVANTAGES AND DISADVANTAGES OF LAKBFILLING
ON THE GREATER TORONTO WATERFRONT:
THAT UNTIL THE ROYAL COMMISSION RBVlElf HAS BEEN COBDUCTED, THE
AUTliORITY SUSPEND THE INITIATION OF. AllY NEW LAKEFILL PROJECTS AND
THE ENVIRONMENTAL ASSESSMENT OF TIlE PROPOSED EAST PODIT PARK;
THAT THE AUTHORITY MAJ(B AVAILABLB TO TBB COMMISSION, ALL OF ITS
DATA PERTAINING TO LAKBFILL;
AND FURTHER THAT, SHOULD THE COMMISSIC* OR TIlE PROVINCE BE UNABLE
TO CONDUCT THE REVIEW, THE AUTIIORI'rY tJlfDBRTAKE A PUBLIC REVIEW OF
THE LAKEFILL PROGRAM.
f. Conservation Authorities and .unicipali ties should examine
ways to expand bird watc~ing activities along the waterfront.
This recommendation should Qe supported and the Authority should
consult with naturalist groups in this regard.
RECOMMENDATION:
IT IS RECOMMENDED THAT THE AUTHORITY COIfSULT WITH NATURALIST GROUPS
TO DETERMINE A PLAN WHEREBY BIRD lIA'fCIII.c OPPORTUNITIES ALONG THE
WATERFRONT AND THROUGHOUT THE WATBRSRBD AREA CAN BE EXPANDED.
g. Municipali ties and Conservation Authorities should develop and
implement strategies to at least double the number of trees in
the waterfront communities by the turn of the century.
"M.'~~
14 Jan. 9/91
This is a challenge set out for authorities. The Authority has
already taken steps to enlarge its tree production capacity, and
has developed agreements with municipalities to promote tree
planting. We are particularly emphasizing riverine plantings to
improve the riparian habitat. The challenge laid down by the
Commission should be accepted.
RECOMMENDATION: .
IT IS RECOIOlENDED THAT DISCUSSIONS BE INITIATED WITH THE
MUHICIPALITIES TO DETERMINE A PROGRAM FOR ACCELBRATIIIG URBAN TREE
PLANTING WITH EMPHASIS BEING PLACED ON RIPARIAIf PLANTING TO
ENCOURAGE A HEALTHY RIVERINE ENVIRONMENT.
h. The Royal Commission recommends a series of partnership
agreements between the municipalities, the province and other
agencies to implement several specific recommendations for
waterfront development.
-province should declare the Etobicoke waterfront an area of
provincial interest and impose a moratorium on development
until a comprehensive waterfront plan is prepared
-a Oon Valley wildlife corridor should be created
-all levels of government and agencies should develop a
comprehensive clean up plan tor the Oon River
-MTRCA should be encouraged to continue its waterfront
development role in Scarborough
-there should be additional tunding for MTRCA to enable
it to continue land acquisition and development projects in
Scarborough
-the East Point Park environmental assessment should address
issues of lakefill, road access, safety, and environmental
impacts during and after construction.
-strategies should be developed in Durham Region to maintain
and protect habitats such as Frenchman Bay, Carruthers
Creek, and a land use concept study of Frenchman Bay and
surrounding lands be done to determine how the ecosystem
approach would apply.
AM./84-
15 Jan. 9/91
The Authority will be developing a new waterfront project to
commence January 1, 1992. The preparation and approval of the
project will take a year and is scheduled to begin immediately.
The preparation of the project will occur concurrently with the
waterfront studies being undertaken by the waterfront
municipali ties. The Authority should work closely with the
municipalities in the preparation of their plans and should develop
its project anticipating the role that the recommended partnership
agreements will assign to it. The project should also provide for
the Authority to coordinate the implementation of those Royal
Commission recommendations that are specific to the Authority's
role.
RECOMMENDATIONS:
IT IS RECOMMENDED THAT THE AUTHORITY COOPERATB WITH THE
MUMICIPALITY OF METROPOLITAN TORON'l'O AND THE REGIONAL MUHICIPALITY
OF DURHAM IN THE PREPARATION OF THEIR WATERFRONT PLANS AND THE
INTEGRATION OF THOSB PLAHS WITH THOSB OF THE LOCAL IIOlfICIPALITIBS:
AND FURTHER THAT THE AuTHORITY, IN PRBPARIHG ITS NEXT WATERFRONT
PROJECT, MAKE PROVISION FOR ENTERING IN'l'O PARTHERSID:P AGREEllBllTS
WITH THE MUHICIPALITIBS AND THE PROVIHCB FOR THE IIIPLBIIBMTATIOH OF
ITS WATERFRONT PROGRAM IHCLUDIHG THE RBCOIlllEHDATIONS OF THE ROYAL
COMMISSION, AND THE APPROPlUATB PARTS OF THE MUHICIPAL WATERFRONT
PLAHS.
4. Space For All - A Report to the Premier of Ontario
In October of 1989, Mr. Ron Kanter, MPP, was asked by the Premier
to prepare a report setting out the options for a Greater Toronto
Area Green1ands Strategy. The report, which was completed in the
summer of 1990, has been reviewed and commented on by the Authority
at its meeting held December 7, 1990. There are several
recommendations which are particularly important to the work of the
Authority and should be commented on in the context of the review
of our activities being discussed in this report.
a. The first four recommendations deal with a provincial
endorsement of a Greater Toronto Area Greenlands Strategy,
which would establish a regional Greenlands system. A key
element in the strategy is a call to the appropriate
provincial" ministries to prepare guidelines for urban
drainage/storm water management, water conservation and the
use of existing tools under the Planning Act: to review
public management and stewardship programs to assure t~at they
f\M · , 85"
16 Jan. 9/91
are more widely ecologically based; and to prepare a Greater
Toronto Area Greenlands Policy pursuant to Sec. 3'of
the Planning Act. The thrust of the policy would be to keep
watercourses and valleys in a natural state, provide for
buffer zones separating greenlands from development, and
encouraging clustered forms of development, maximizing lands
available for greenlands and other uses.
The Authority has a great deal to offer in these areas of activity.
It is by becoming directly involved in such planning efforts that
the Authority can be more effective in the achievement of
environmental goals. It has already been recommended in this
report that the watershed be recognized as the appropriate
'ecosystem planning unit, and that the stakeholder approach be used
in preparing watershed management strategies. It is vital that
provincial minist~ies see this approach, which includes multi-level
government participation along with interest groups, as an
effective means for the preparation of the guid~lines and policy
that these first four recommendations call for. Ministries going
off and doing their own thing out of context with the Authority,
municipalities, and interest groups, or including us in a separate
process, will be counter productive, and justify the criticism that
we often get with regard to overlapping effort. The Authority
should encourage the province to take the lead role in the process
if this is necessary to achieve the required coordinated effort.
b. The Province declare an expression of Provincial interest in
the Oak Ridges Moraine under Sec. 2 of the Planning Act, ....
in order to provide time to conduct a comprehensive land use
planning study of the moraine area.
In July 1990, the Province expressed its interest in the Moraine
and assigned the Minister of Natural Resources responsibility to
carry out a two year study of the Moraine and develop planning
guidelines, for use prior to oompletion of the study.
The Authority has had an opportunity to have input to the interim
guidelines and will provide input to the study. The Authority's
particular interest in the Moraine is its functional relationship
to an ecosystem approach to planning; its importance as the source
of specific watersheds; and its unique character adding to the
diversity of landscapes in the Greater Toronto Area.
p..M./~b
17 Jan. 9/91
RECOMMENDATION
IT IS RECOMMENDED TO ALL AGENCIES THAT THE PREPARATION OF STUDIES,
GUIDELINES AND THE REVIEW OF STEWARDSHIP AND IlAlfAGBIIENT POLICIES
REQUIRED FOR THE ESTABLISHMENT OF A GREATER TORONTO AREA GREENLANDS
STRATEGY, BE CARRIED OUT IN THE SPIRIT OF THE STAKEHOLDER APPROACH
. TO WATERSHED MANAGEMENT AND BE INTEGRATED WITH THE PROCESS OF
PREPARING WATERSHED IlAllAGEMEMT STRATEGIES BEING tnmERTAKEN BY THE
AUTHORITY.
c. Through the official plan process, regional municipalities
more clearly establish development, greenlands and rural
envelopes, and develop action plans that would include linking
of local park systems to regional greenlands.
This is an extremely important recommendation. The concept of
defining, through the official plan process, what would essentially
be development limits, will ' be the most effective means of
determining the future quality of the resource base. The Authority
should play a key role in advising the municipalities as to what
areas of the watershed are most sensitive to development, and where
it will be of greatest value to control the type of development
that will occur. The watershed planning process is ideal for
preparing the case to be made for greenlands and rural envelopes.
To assure consistency and fairness throughout the GTA, 'the
conservation viewpoint should be expressed at the GTA coordinating
committee as well as to the regional municipalities. Earlier
recommendations have dealt with the Authority's support for a
linked greenlands system.
RECOMMENDATION:
IT IS RECOIlilEHDED THAT THE IlUlfICIPALITIES BE URGED TO UNDERTAKE THE
PLANlfING RECOIOIENDED III THE REPORT ' SPACE FOR ALL' AND THAT THE
AUTHORITY CONTRIBUTE TO THE PROCESS, PARTICULARLY WITH RESPECT TO
THE IDENTIFICATION OF APPROPRIATE RURAL AND GREENLAIID ENVELOPES,
AND
THAT THE AUTHORITY INCLUDE, IN ITS WATERSHED PLANlfING PROCESS,
STUDIES PERTINENT TO THE IDENTIFICATION OF RURAL AND GREENLAND
ENVELOPES.
d. Amend the Planning Act to require development or draft
approvals to be in place before site preparation 'commences,
and to permit the dedication of valley lands to the local
municipality in addition to those required for park purposes.
frM..157
18 Jan. 9/91
The Authority has already indicated its support for these
recommendations with the provision that the dedications should be
either to a municipality or an authority; should not be limited to
a specific percentage; and should be in addition to those lands
required for park purposes.
e. The Conservation Authorities Act be amended such that
regulatory powers under section (28) of the Act are expanded
so that the placing and dumping of fill, the location of
buildings and structures and the alteration of a waterway,
anywhere in the valley system, can be regulated from a
conservationlprotection aspect as well as a hazard aspect.
The Authority has supported this amendment for some years as it is
critical to our being able to deal with developments that the
pUblic thinks we can control, but are beyond our present
jurisdiction. It is an issue that has contributed to the "crisis
in confidence" in Authority work. In addition, the Authority has
recommended that enforcement officers be empowered to enter onto
pri vate land for the purpose of enforcing the regulation', and that
the Authority be empowered to issue stop work orders where notice
has been given of a violation of. the regulation. There has been
a reluctance to deal with these needed amendments because their.
enactment requires opening up the Conservation Authorities Act to
legislative review. Should a conference be called to, review the
Conservation Authorities Act, these proposed amendments should be
on the table.
RECOIIIIBNDATIONS:
IT IS RECOMMENDED THAT THE CONSERVATION AUTHORITIES Act BE AMENDED
TO PROVIDE THAT:
THE PLACING OR DUMPING OR EXCAVATION OF FILL, THE LOCATION OF
BUILDINGS AND STRUCTURES AND THE ALTERATION OF A WATBRIIAY, ANYWIIBRB
IN A VALLEY SYSTEM, CAlf BE REGULATED;
BNFORCBIIBNT OFFICERS HAVE THE RIGHT TO ENTER ONTO PRIVATE
PROPERTY FOR THE PURPOSE OF ENFORCING THE REGULATION;
A STOP WORK ORDER MAY BE ISSUED IN RESPECT OF ,. VIOLATION OF
THE REGULATION;
THE MAXIMUM FINE FOR A VIOLATION OF THE REGULATION BE INCREASED
FROM $1,000, AND THAT THE RESTORATION PROVISIONS ALSO APPLY TO
WATERCOURSE ALTERATIONS.
IrH-, ~(
19 Jan. 9/91
f. The province establish .a five year, $100-mi1Iion Greater
Toronto Area green lands acquisition program, to be set up on
a matching grant basis. Half the funds provided by the
province and half by other levels of government/agencies or
the private sector.
Of all the recommendations made in the current reports, this is the
only one that makes any realistic reference to funding.
Property acquisition was a key recommendation of the Authority's
Greenspace strategy, particularly as it related to completing links
i~ the waterfront and valley systems, and securing environmentally
significant areas in the Oak Ridges Moraine. The Authority
estimated that $100-mi1Iion over a 10 year period would be
required.
For the past five years, the major effort of the Authority has been
to acquire the remaining significant val1eylands within
Metropolitan Toronto. The Province and Metro have fully supported
this effort.
It has meant, however, that acquisitions in the remainder of the
watershed have been drastically curtailed. Except for funding from
the Ontario Heritage Foundation for Niagara Escarpment lands,
donations, and the application of revenues from surplus land sales,
valley and headwater acquisitions have been unfunded. This has
resulted in a considerable backlog of properties to be acquired.
The use of surplus land revenues has not been without controversy.
criticism has been directed at the Authority for selling any land,
the criticism being that if the land is undeveloped it should be
considered green, whether it is needed for a specific project or
not. The Authority's position has been that where a property
boundary included lands beyond those requ"ired for conservation
purposes, it should be able use these assets to keep the cost to
its funding partners, for further acquisitions, as low as possible.
There should, however, be a mechanism for public input into the
decision to dispos~ of surplus land.
It has also been argUed that acquisition is not required, and that
we should be able to achieve public objectives through regulation
and planning controls. It is true that a great deal can be
achieved through these means. There is, however, no long term
security without ownership and those segments of the system which.
are environmentally significant or important for public use (the
trail system) should be publicly owned. Ownership in conjunction
with stewardship will provide the net of control that is required
to maintain good quality in the resource base.
PtM .l~
20 Jan. 9/91
Finally, the Royal Commission report makes reference to the lands
that have been acquired by the Government of Canada for the
proposed Pickering Airport, and those assembled by the Province for
the Seaton town site. The report recommends that portions of these
sites be retained in rural uses. It is of particular importance
that the valleylands and an adequate setback area be retained and
transferred to the title of the Authority.
RECOMMENDATIONS:
IT IS RECOMMENDED THAT THE PROVINCE OF ONTARIO BE URGED TO
ESTABLISH A $100,000,000 RESOURCE LAND ACQUISITION FUND TO SUPPORT
THE ACQUISITION OF WATERFRONT, VALLEY AND HEADWATERS LARDS OVER A
TEN"YEAR PERIOD:
THAT THE AUTHORITY PREPARE A LAND ACQUISITION PROJECT FOR THE
APPROVAL OF ITS FUNDIlfG PARTNERS TO TAKE EFFECT Ilf 1992, WITH
PRIORITY GIVEN TO THE LINKS NECESSARY TO PERMIT THE COMPLETIOlf OF
THE WATERFRONT TRAIL SYSTEII: MAKE SUBSTARTIAL PROGRESS IN
ESTABLISHING A VALLEY TRAIL SYSTEII: AND ACQUIRE SIGlfIFICAMT
HEADWATER AREAS:
THAT TIlE AUTHORITY ADOPT A PROCEDURE WHEREBY THE "EXECUTIVE
COIOIITTEE INVITES PUBLIC COIOIENT PRIOR TO ~ING TO THE
AUTHORITY THE DISPOSAL OF SURPLUS LANDS:
THAT THE COlfSBRVATION FOUHDATION OF GREATER TORONTO BE REQUESTED TO
ESTABLISH A GREBNSPACE FUlfD-RAISING CAMPAIGN TO ASSIST IN LAND
ACQUISITION, COMMENCING IN 1992:
AND FURTHER THAT TIlE PEDERAL AND PROVIlfCIAL GOVERNMENTS BE
REQUESTED TO SUPPORT TIlE RBCOIOIENDATIONS OF THE ROYAL COMMISSION ON
TIlE FUTURE OF THE TORONTO WATERFRONT WITH RESPECT TO TIlE PICKERING
LARDS" AND TRANSFER THE VALLEY LANDS, TOGETHER WITH AN ADEQUATE
SETBACK AREA, TO THE TITLE OF TIlE AUTHORITY.
g. The Province establish a Greater Toronto Area Greenlands
Foundation to provide a means for pUb1ic/private partnerships
to protect green1ands.
There are already a number of foundations and trusts involved in
fund-raising.
AM- lCfo
21 Jan. 9/91
RECOMMENDATIONS:
IT IS RECOMMENDED, TO THE PROVINCE, THAT EXISTING CONSERVATION
FOUlfDATIONS BE USED FOR FUHD RAISING;
THAT PROVINCIAL ACQUISITION FUNDS BE ALLOCATED THROUGH LOCAL
CONSERVATION AUTHORITIES;
AND FURTHER THAT LAND STEWARDSHIP PROGRAMS BE IMPLEMENTED THROUGH
PARTNERSHIPS BETWEEN LOCAL CONSERVATION AUTHORITIES AND THE ONTARIO
HERITAGE FOUNDATION, AS IS THE CURRENT PRACTICE RESPECTING
CAROLINIAH CANADA SITES.
5. The GreensDace strategy
The basis of all Authority work is our Watershed Plan, as updated
in 1986, and the Greenspace Strategy adopted in 1989. ,Many of the
recommendations of others that have been reviewed in this report,
are very supportive of the Authority's, approach and indeed have
drawn heavily from Authority submissions which were based on our
Greenspace strategy,. The recommendations of the Royal Commission on
the Toronto Waterfront drew its watershed approach to dealing with
Lake Ontario problems from an Authority submission. While the
Greenspace strategy is extremely important and should remain the
basis of our activities, we must recognize that it, in itself does
not hold all the answers to our environmental dilemma, nor does the
Royal Commission report or "Space For All". It is very easy to
become so defensive of one's own approach that the role of others
is seen as interfering with our vision of what should be done.
Unfortunately, this is also true of many special interest groups,
who as a matter of tactic, take a stance and determine never to
vary from it.
If we' are ever to have true ecosystem planning, we must submit to
a system where we jointly try to understand what the appropriate
objectives for the management and use of our resources are, and how
we can employ our individual mandates to achieve them. If this
means that the Authority has to adjust its Greenspace Strategy,
then we should do it. The same applies to those other stakeholders
who are a part of the process.
To date, the Greenspace Strategy of the Authority has been well
received but no agency has given full endorsement. The provincial
ministries have either not responded, or at best, given luke-warm
support. Municipalities have been more solid in their support but
p\M.tq,
22 Jan. 9/91
have hedged commitment until the level of provincial financial
support is known and, thus, what financial commitment will be
required of them. Interest groups have expressed concern with
specifics but have been generally supportive.
Of all the components of the, Greenspace strategy, the most
important is the watershed planning process that brings the
stakeholders together to devise the strategies appropriate to the
individual watersheds which are ecosystem units. The confidence
that the community has in the Authority will depend on our ability
to make this process work, both in terms of devising the plans and
implementing their recommendations. The impact on the whole
community will depend on our ability to transfer that action to the
higher level of regional and Greater Toronto Area planning.
"Watershed", "Space For All", and the GTA Oeve10pment scenarios are
consistent in recognizing that some form of coordinated planning is
required for the GTA.
"Watershed" and "Space For All" did not recommend another level of
government but recommended ecosystem planning through some form of
cooperative process. The Authority recommends the watershed as an
ecosystem on which logical environmental planning decisions can be
made. Never before has there been more agreeme~t about what has to
be done and how to do it.
The time frame for action is short because, even in an economic
slow down, decisions are being made that will limit our future
options. The Authority, having the mandate to study the watershed
and determine a program whereby the natural resources can be
restored, managed and developed, has the responsibility to press
for the action that its Greenspace Strategy calls for. No one
will be able to'do the complete jOb. All must be prepared for the
give and take of the process, otherwise we will continue on our
present, fractious course, with many issues simply falling through
the bureaucratic cracks.
RECOMMENDATIONS:
IT IS RECOIlllEMDED THAT THE AUTHORITY REVIEW THE RESPONSES TO THE
GREEMSPACE STRATEGY AND REPORT ON THE MAJOR CONCERNS EXPRESSED BY
THE RESPONDING BODIES, INDICATING WHAT ADJUSTMENTS WOULD BE
APPROPRIATE .
AND FURTHER THAT THE PROVINCIAL MINISTRIES, THE DEPUTY MINISTER FOR
THE GREATER TORONTO AREA, THE MEMBER MUNICIPALITIES AND THE ROYAL
COMMISSION ON TIlE l"u.l'uKB 9F THE TORONTO WATERFRONT BE INVITED TO
TAKE PART IN A FORUM THAT WOULD HAVE AS ITS OBJECTIVE , THE
DETERMINATION OF AM ECOSYSTEM PLANNING, PROCESS THAT THEY WOULD
SUPPORT .