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THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE FINANCE AND BUSINESS DEVELOPMENT BOARD #1/03
March 7, 2003
The Finance and Business Development Board Meeting #1/03, was held in the Humber
Room, Head Office, on Friday, March 7, 2003. The Chair Ron Moeser, called the meeting
to order at 9:07 a.m.
PRESENT
David Barrow Vice Chair
Rob Ford * Member
Ron Moeser Chair
Dick O'Brien Chair, Authority
Bill O'Donnell Member
Maja Prentice Member
REGRETS
Bas Balkissoon
RES. #C1 /03 - MINUTES
Moved by:
Seconded by:
David Barrow
Bill O'Donnell
THAT the Minutes of Meeting #6/02, held on November 1, 2002, be approved.
SECTION 1 - ITEMS FOR AUTHORITY ACTION
Member
CARRIED
RES. #C2 /03 - ANNUAL REPORT ON FREEDOM OF INFORMATION REQUESTS
Summary of requests under the Municipal Freedom of Information and
Protection of Privacy Act
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the report dated Feb. 28, 2003,
on requests under the Municipal Freedom of Information and Protection of Privacy Act be
received.
CARRIED
1
RATIONALE
Staff reports annually on requests received under the Municipal Freedom of Information and
Protection of Privacy Act to the Information and Privacy Commission /Ontario on behalf of the
Authority.
In 2002, only 2 requests were received. Both requests dealt with requests for general
information. One request was fully satisfied, all information being supplied. The second
request has been carried forward into 2003 at the request of the applicant.
To date, in 2003, 2 requests have been received.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim Di!lane, extension 6292
Date: February 28, 2003
SECTION IV -
RES. #C3/03 -
Moved by:
Seconded by:
ITEMS FOR THE INFORMATION OF ANOTHER BOARD
INFORMATION SYSTEMS STRATEGY
Presentation of the Authority's Information Systems Strategy
David Barrow
Bill O'Donnell
IT IS RECOMMENDED THAT the report and presentation on the Authority's Information
Systems Strategy dated Feb 28, 2003, be received.
CARRIED
RATIONALE
In 2002, following a call for proposals, the Authority approved a contract with The Consulting
Practice Inc. /DeVries Technical Services Inc. to review all of the Authority's existing information
systems technology, evaluate the needs of the organization and prepare a detailed strategy
with recommendations for the future implementation of information systems technology at
TRCA. This work was carried out over a three month period and involved extensive
consultation with all TRCA business unit staff. The project was guided by a Steering
Committee with representation from key business unit staff involved in information technology
issues.
Staff is very pleased with the results of the consultant's work. A comprehensive business
needs analysis was completed from which strategic solutions have been derived. For the first
time, the Authority has an Information Systems Strategy to guide its future IT investments.
2
One of the recommendations in the Strategy was the creation of a management position and a
centralized group as a focus for information systems and technology implementation.
Management Committee has acted on this need by reorganizing related IT functions into a
single Information Systems and Technology Section within the Finance and Business
Development Division. Mr. Chris Gerstenkorn, previously Coordinator of the Geographic
Information Systems (GIS) section has been appointed as Manager, Information Systems and
Technology. Within this new section are the GIS function, the existing information technology
function and the records management/office services group.
At the meeting on March 7th, Mr. Gerstenkorn will present the key findings of the Information
Systems Strategy. A summary of the findings and recommendations is attached.
DETAILS OF WORK TO BE DONE
A detailed workplan for implementation of the Information Systems Strategy is being prepared.
Funding is included in the 2003 budget to begin the process of implementation.
Determination of spending priorities is a key aspect of this process. Staff are exploring
opportunities to work with the Information Technology departments of our funding partners to
take advantage possible economies of scale and solution sharing.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim Dillane, extension 6292
Date: February 28, 2003
Attachments: 1
3
Attachment 1
DeVries Technical Services Inc.
& The Consulting Practice Inc.
Toronto and Region Conservation
Authority
IT Strategy Review
January 8, 2003
4
Deliverables
Overall IT Strategy `Brief"
• Can be used as direction by IT Staff
• Can be viewed by all staff
IT Strategy Detail Document
• Technology History
• Recommendations and Implications
• Implementation Plan
Governance Recommendations
IT Strategy Objectives
• Fast, reliable access to information for TRCA service areas and products
• Technology infrastructure that will support future needs and business growth
• Optimal utilization of existing and future technology
• Plan for implementation of recommendations
TRCA Needs
Key issues addressed in the IT Strategy include:
• Business Needs and Processes
• Communications /Network
• Computing
• Applications/Tools /Languages
• Data
• Operating Systems
• Database
• Project Methodology
• Capital Expenditure /Project Approval Process
Business Needs and Processes
• Current Requirements detailed in "Needs Assessment Document"
• Key Needs identified, listed in terms of priority:
• Immediate (within 6 months):
Radical improvement in Network Performance
Focal point for IT management
• Mid -term (6 months to 2 years):
Creating a Greater Web Presence
Remote Site Connectivity
Document Management
Centralized Storage of Information
Database Management
Desktop Software compatibility with internal and external entities
• Long -term (2 years +):
Information Technology Funding Model
Project Management Methodology
• Additional Needs
Network Performance
• Issue:
• Access from workstations to data is unacceptable with frequent delays encountered
Web access
Email access
Retrieval of TRCA data from servers
• Recommendation:
• Upgrade networking infrastructure from 10 Mb Shared to 10/100/1000 Mb Switched
Network
• Issue and RFP to determine potential vendors and obtain costing estimates
• Benefits:
• Immediate performance improvement for all users
• Improved troubleshooting and management capabilities for the network
• Ability for the TRCA staff to share larger amounts of information efficiently and in a
timely manner (e.g. image files, video files, databases)
• TRCA will be positioned to take greater advantage of next- generation workstations (e.g.
1 Gb workstation)
• IP telephony can be deployed on this type of network if needed in the future
Focal Point for IT Management
• Issue:
• Difficulty in ensuring an overall organizational view when investing in IT infrastructure
• This has resulted in the following:
Departments invest in IT to meet specific needs
Lack of IT standards for the organization
Difficulty in assigning accountability for IT decisions
• Recommendation:
• Create a new role responsible for managing the overall IT needs at the TRCA
• Assign accountability for IT management to this individual
• Channel all IT requests through this individual
• Benefits:
• IT will be better aligned to TRCA strategy objectives
• Focused view of overall IT needs
• Longer term perspective on investing in IT infrastructure /tools for end users
• IT investment will be based on overall organizational needs
6
Greater Web Presence
• Issue:
• Difficult and costly to get information onto TRCA website due to proprietary technology
• Limited level of information sharing through the TRCA website
• Limited number of applications on the website (e.g. e- commerce, data input, access to
TRCA databases)
• No central view of desired content and functionality of the website
• Recommendation:
• Immediate:
Transition to existing standard based tools for development (Lotus Notes with
Domino server software which is currently owned by the TRCA)
Launch initiative to investigate TRCA's future web application needs, current web
hosting relationship and reliance on the City of Toronto
• Short-term:
Outsource the Lotus Notes / Domino web hosting environment
Outsource the development of web -based applications
• Long -term:
Investigate whether to outsource or bring web development/hosting in -house
• Benefits:
• Reduced costs for development and hosting of the website due to Lotus Notes /
Domino
• TRCA's requirements for the web will be documented and understood
• Overall direction for the corporate website will be based on a solid understanding of
business needs and costs
Remote Site Connectivity
• Issue:
• Internet access is available via the City of Toronto for Head Office, Boyd and Eastville
staff only
• Tele- workers and staff at remote locations can only access Lotus Notes applications
using dial -up. This is slow and inefficient.
• Recommendation:
• Initiate a cost - benefit study to determine the viability of consolidating head office and
remote site access. The study should consider the following:
Connection speeds
Virtual Private Network (VPN) connectivity for remote sites
Various technologies available for connection
• Public access should continue to be limited to website access only and enhanced as
required based on the results of the website review initiative
• Benefits:
• Information sharing between TRCA staff will be radically improved
• Approach for adding new remote sites /users will be straightforward
• All applications will be available to all TRCA staff
• Public access will be controlled through the website and based on an overall strategy
for information sharing at the TRCA
7
Document Management
• Issue:
• There is no electronic document management system in place at the TRCA
• There are a large number of records within the organization that need to be accessed
by staff in a timely and effective manner
• Recommendation:
• Release the RFP document for the Electronic Document Management System to the
pre - selected vendors
• Ensure that vendor responses and the selected vendor understand and can work
effectively with the direction set forth by the IT strategy
• Benefits:
• All TRCA staff will have quick and efficient access to the document management
system and will be able to initiate a request for document retrieval
• The TRCA can implement an initiative to enable public access to the data that is
managed (I.e. potential new revenue stream for the TRCA).
Centralized Storage
1
• Issues:
• Approximately 500 Gigabytes of storage is utilized across the TRCA, a large amount of
which is stored randomly
• Data access is limited due to server /network performance and data space capacity
issues
• Data is currently reasonably reliable (acceptable)
• Not all data is centrally backed up (automated for servers, manual for workstations)
• No documented Disaster /Recovery plan for data
• No security on workstation data
• Recommendation:
• Launch initiative to review data and develop architecture to enable centralized storage
• Issue RFQ /RFP for anticipated data needs (migration to central storage) and reliability
requirements
• Implement processes to ensure that all necessary corporate data is stored and backed
up centrally (i.e. data policy, staff awareness)
• Produce and implement a Disaster /Recovery plan
• Benefits:
• Data will become centrally managed resulting in more information being shared
throughout the organization
• Important data will be protected due to back up and recovery procedures being
implemented
• Ability to understand and manage the network/data storage based on a central view of
data
8
Database Management
• Issue:
• Numerous Databases at TRCA
• Database software is closely linked with application
• No central view /management of data in databases
• - Lack of knowledge management
• Recommendation:
• Initiate a project to analyze anticipated database requirements
Goal is to standardize on a central database architecture
• Migrate to new database format as required
• Benefits:
• Information can be mined and accessed in a straightforward and efficient fashion
• Queries / consolidation /reporting /analysis of information can be done more efficiently
Desktop Software
• Issue:
• Strong competing desires for standard desktop software (Microsoft (currently not
licensed for use at TRCA) vs. Corel (licensed for next 1.5 years at TRCA)
• Different versions of software is used across the organization
• No policy for desktop software utilization
• Lack of training
• Recommendation:
• Where appropriate, update software to common release versions
• Ensure that Corel Suite of software is loaded on all workstations
• Encourage staff to utilize Corel Suite products if they do not interface with Microsoft
Office users
• Perform individual cost benefit analysis for any other users requiring Microsoft Office
• , Develop policy for version control and desktop software use
• Initiate a training review based on end user requirements (e.g. word processing user vs.
graphics /GIS user)
• Benefits:
• Desktop support will be more responsive and efficient
• Current software investment will be maximized
• Staff will be able to interface with Microsoft Office users more easily
• Future software requirements can be implemented according to policy
IT Funding Model
• Issue:
• IT Projects are partially funded by IT budget, and also by separate department/project
budgets
• No Project approval processes was identified
• Under - funded departments are poorly equipped (e.g. Kortright, Black Creek)
9
• Recommendation:
• Implement a funding model based on industry benchmarks which addresses:
Preventative Maintenance,Training, Resourcing, Product Service Purchases,
Hardware, Software, Supplies and Upgrades, Disaster /Recovery
• Implement Project Approval Process for IT
• Track spending on IT throughout the TRCA to assess current spending vs. baseline for
similarly sized organizations
• Benefits:
• Projects can be initiated that can properly address the TRCA's IT needs
• IT will be funded at an appropriate level to move from a reactive mode of operation to a
proactive mode
Project Methodology
• Issue:
• No Project Management Methodology was identified
• Projects are delivered, but there is limited information available to track the progress
and how they were delivered
• Recommendation:
• Implement a straightforward Project Management Methodology which addresses
• Implement project management training based on role
• Implement a project management office in support of staff /managers
• Deploy project management tools to support the methodology put in place
• Benefits:
• Project tracking will be available to enable status reporting and gauge success
• Projects can be prioritized based on needs before being initiated
Computing
Current Environment
• Warranty /Repair /Service issues
Workstations
• No workstation standard:
• Desktop processing ranges from
Pentium I to Pentium IV
• Operating Systems ranging Windows
3.1 to Windows XP
• Support and maintenance is
cumbersome
Printers:
• Variety of printers ranging from 8 ppm to
20 ppm
• Colour inkjet printers (no standard)
• One plotter
• Configuration /Functionality issues
Recommended Environment
• Implement staged 3 year life cycle on
existing equipment
Workstations:
• Implement standard configuration
• Support and maintenance will be
streamlined
• Implement Desktop Management
Software
Printers
• Implement printer standard
• Reconfigure existing print servers
• Implement configuration standards
10
Current Environment
Servers-
• Head Office:
• 4 - Netware 5.x Servers
• 2 - NT 4.0 Servers (Notes)
• 1 - Unixware Servers (Accounting)
• 1 - Windows 2000 Server (Payroll)
• Boyd:
• 1 - Netware 5.x Server
• Eastville:
• 1 - Netware 5.x Server
• Kortright:
• Peer -to -Peer network
• Pentium 66 processor running
Windows 98
Recommended Environment
Serve/s-
• Implement Standard Hardware
configuration
• Implement Netware 6.0 for Main File
and Print Servers
• Implement Windows 2000 for Lotus
Notes Application Servers
• Issue RFQ /RFP for storage
consolidation and servers (engineering
of performance requirements is critical
for architectural changes)
Applications/Tools /Language
Current Environment
• No Centrally Managed anti -Virus
Software
• No Software /Hardware Inventory
Management Tools
• No version control
• No change management
• Lack of Training with Software
• Web hosting software is proprietary
Recommended Environment
• Implement centrally managed Virus
detect software
• Implement Software /Hardware
Inventory Management system
• Implement version control system
• Implement Change Management
process
• Implement Training based on Job
Function
• Implement standard web development
tool (Lotus Notes /Domino) for faster
web development
• Upgrade Accounting system
application software
11
Operating Systems
Current Environment
Workstations
• Operating Systems ranging Windows
3.1 to Windows XP
• Support and maintenance issues
Servers:
• Head Office:
• 4 - Netware 5.x Servers
• 2 - NT 4.0 Servers (Notes)
• 1 - Unixware Servers (Accounting)
• 1 - Windows 2000 Server (Payroll)
• Boyd:
• 1 - Netware 5.x Server
• Eastville:
• 1 - Netware 5.x Server
• Kortright:
• Peer -to -Peer network
• Pentium 66 processor running
Windows 98
Recommended Environment
Workstations:
Staged implementation of Windows XP
Professional
Servers:
• Implement Netware 6.0 for Main File
and Print Servers
• Implement Windows 2000 for Lotus
Notes Application Servers, and Payroll
Server
• Retain Unixware until Accounting
System is replaced
Security
• Issue:
• No Security policy in place at TRCA
• Statement of responsibility document needs to be reviewed and adopted by all staff
• Internet access is currently via City of Toronto, which implies that TRCA is assuming
that the city is providing adequate protection.
• E -mail security is not up to date
• Virus Scanning software is not centralized
• Physical security with regards to access of workstations and servers needs to be
verified
• Recommendation:
• Initiate a project to create a security policy at the TRCA, including the creation of a
Statement of Responsibility document
• Ensure that TRCA employees are familiar with security policy, and that they sign the
Statement of Responsibility document
• Verify security of City of Toronto internet access
• Verify security of Email
• Select and implement a centrally managed virus detection solution
• Ensure physical security is sufficient where needed
• Benefits:
• TRCA staff are guided by sound principles relating to the threat of security breaches
• All Email and Web access is secure and free from virus attacks
• User ID and password standards are implemented, resulting in reduced security threat.
• Workstations and servers are physically secure
12
Implementation
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Network Performance
RFP Process
Implement network changes
Focal Pont for IT Management
Create role
Hire individual ,
Web Presence
Transition to Notes / Domno
Review existing relationship
Review TRCA web needs
Outsource web hosting
Outsource web development
Outsource / In house web support
Implement recommendations
Remote Site Connectivity
Determne optimal connectivity
Implement recommendations
Document Management
RFP Process for EDMS
tmplement EDMS System
Centralized Storage
Review data and develop architecture
Issue RFP for data storage needs
Implement centralized storage
Database Management
Determine database requirements
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13
Governance
• Share the IT Strategy with key individuals within the organization to gain support and
commitment to overall objectives
• Identify key personnel for implementing IT Strategy Recommendations
• Set up Steering Committee to oversee progress of objectives and approve funding
requirements
• Develop a detailed project plan and prepare cost estimate for recommendations
• Manage projects and monitor progress and track success
• Review project for cost, quality and timeliness and repeat for all projects /recommendations
• Implementation of the recommendations should be overseen by a dedicated resource
• Project status should be presented and reviewed on a regular basis
• Staffing requirements should be reviewed based on individual projects to determine if
internal and /or external resources should be used
14
RES. #C4/03 - TERMS OF REFERENCE AND 2003 AGENDA TOPICS
Finance and Business Development Advisory Board. Reviewing the
Terms of Reference of the Board and topics for discussion in 2003.
Moved by:
Seconded by:
Maja Prentice
David Barrow
IT IS RECOMMENDED THAT the report dated February 28, 2003, on the review of terms of
reference of the Finance and Business Development Advisory Board and agenda topics
for 2003 be received.
CARRIED
RATIONALE
Terms of Reference
It has been the practice of each of the Advisory Boards from time to time to review their Terms
of Reference. The Terms of Reference were approved by Authority Resolution #A287/96 and
#A233/97, November 28, 1997:
To initiate, study, report on and recommend a comprehensive program of financial, personnel
and administrative management for the Authority, and, without restricting the foregoing, the
specific terms of reference shall include:
• budget policy, guidelines and annual recommendations
• purchasing policy
• audit and legal
• business development
• marketing and fundraising.
The Members may wish to consider any revisions to these terms of reference and make the
necessaryrecommendation to the Authority.
Agenda Topics 2003
The following items will be dealt with at the meeting scheduled for April 4, 2003:
• 2003 Budget, Operating and Capital
• 2002 Audited Financial Statements
• 2002 Financial Progress Report
A meeting is to be scheduled for May 2, 2003, to consider the Living City Strategy and TRCA
Business Plan which will be presented at the May 16th Authority Meeting.
The following agenda items will be considered at the remaining meetings:
• 2004 Preliminary Estimates
• 2003 Financial Progress Reports
• Accounts Receivable
• Risk Management, Status of Insurance Coverages
• Fleet Management
• Review of TRCA Purchasing Policy
• Banking Services
• Audit Services
15
At the March 7th meeting, the Members are asked to advise of any additional topics on which
they may wish staff to report in 2003.
Report prepared by: Jim Dillane, 416- 667 -6292
For Information contact: Jim Dillane, 416- 667 -6292
Date: February 28, 2003
RES. #C5/03 - ACCOUNTS RECEIVABLE STATUS REPORT
March 2, 2003. Staff report on accounts receivable.
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
IT IS RECOMMENDED THAT the report on accounts receivable of the Authority, as of
March 2, 2003, be received.
CARRIED
BACKGROUND
At Meeting #3/91 the Board requested that for each of its meetings staff reports on the status
of the Authority's receivables.
ANALYSIS
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $2,979. in accumulated interest arrears on invoices outstanding for
more than 30 days.
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
Excluding Municipal Levy and MNR Grant - As at October 20, 2002
16
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS
AND
SCHOOL
BOARDS
83,233
21,054
2,417
1,406
108,110
15.2%
GOVERNME
NT
39,526
150,030
155,403
132,214
477,173
67.3%
CORPORATE
, INDIVIDUAL
AN D
COMMUNITY
GROUPS
8,379
99,917
7,693
7,693
124,524
17.5%
TOTAL
131,138
271,001
166,355
141,313
709,807
100.0%
% OF TOTAL
18.5%
38.2%
23.4%
19.9%
100.0%
16
Items in excess of $1,000, included in the 90- plus -days column, are listed below. These
amounts are deemed collectible. Total receivables of $709,807 are within normal levels for this
time of year. Most of the balance is comprised of government amounts, which tend to be
larger closer to the federal and provincial fiscal year ends.
Receivable balances, as reported on each of the previous reports to the Board, after 1998, are
presented below:
DATE
Total $
90 -Plus $
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27/01
371,985
17,153
May 25/01
1,132,443
44,810
March 26/01
621,560
167,094
December 30/00
1,014,021
67,981
September 06/00
596,536
47,728
March 19/00
869,266
100,758
February 15/00
1,007,850
42,952
December 30/99
694,198
81,500
October 26/99
531,118
89,630
August 29/99
565,611
97,950
May 23/99
392,070
21,841
March 29/99
464,780
61,536
February 24/99
342,696
55,726
17
The list below itemizes accounts greater than $1,000 included in the 90 day plus category.
CLIENT NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
C Burns
1,263.88
57.73
94
Balance owing for a wedding on Nov
22, 2002. A payment of $11,218.50
was made prior to this date.
Ontario Power
Generation
55,000.00
n \a
131
This amount represents a grant from
OPG towards a biodiversity program
at Frenchman's Bay and the Duffins
Creek. OPG has advised that a
cheque is being processed.
Radiation Safety
Institute
3810.47
224.29
147
Balance owing from a function held
Sept. 30 to Oct. 2, 2002 at BCPV.
This company has booked several
times with TRCA and has always
paid.
Town of Markham
77,214.46
n \a
147
This amount is the balance owing
from a contract of $382,733, with the
Town of Markham for the Bridal Trail
Pond retrofit project. Town staff are
of the opinion part of our invoice
exceeds the original contract amount
and have refused to pay. TRCA staff
has, on several occasions, explained
that the invoice is within the limits
specified in the agreement and
should be paid.
TOTALS
137,288.81
282.02
Report prepared by: Rocco Sgambelluri, extension 5232
For information contact: Rocco Sgambelluri, extension 5232
Date: March 5, 2003
18
TERMINATION
ON MOTION, the meeting terminated at 10:32 a.m., on Friday, March 7, 2003.
Ron Moeser
Chair
/ks
J. Craig Mather
Secretary- Treasurer
c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE FINANCE AND BUSINESS DEVELOPMENT BOARD #2/03
April 4, 2003
Due to expected inclement weather conditions, Meeting #2/03, scheduled to be held on April
4, 2003 was cancelled. The items on the Agenda will be taken straight to Authority Meeting
#3/03, to be held on April 25, 2003.
20A
c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE FINANCE AND BUSINESS DEVELOPMENT BOARD #3/03
May 16, 2003
The Finance and Business Development Board Meeting #3/03, was held in the South
Theatre, Black Creek Pioneer Village, on Friday, May 16, 2003. The Chair Dick O'Brien,
called the meeting to order at 9:29 a.m.
PRESENT
Bas Balkissoon Member
Rob Ford Member
Dick O'Brien Chair, Authority
Bill O'Donnell Member
REGRETS
David Barrow Vice Chair
Ron Moeser Chair
Maja Prentice Member
RES. #C6 /03 - MINUTES
Moved by:
Seconded by:
Rob Ford
Bas Balkissoon
THAT the Minutes of Meeting #2/03, held on March 7, 2003, be approved.
SECTION I - ITEMS FOR AUTHORITY ACTION
COMMITTEE OF THE WHOLE
RES. #C7 /03
Moved by:
Seconded by:
Bas Balkissoon
Rob Ford
CARRIED
THAT the Committee move Into closed session to discuss Item 7.1 - Salary and Wage
Adjustments.
CARRIED
206
ARISE AND REPORT
RES. #C8 /03
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
THAT the Committee arise and report from closed session.
CARRIED
RES. #C9 /03 - SALARY AND WAGE ADJUSTMENTS
Director's and the Chief Administrative Officer /Secretary- Treasurer. To
resolve some pay equity and salary compensation issues.
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Range 14 and 15 of the
Salary/Wage Schedule be adjusted so that the salary ranges for the Director and Chief
Administrative Officer / Secretary- Treasurer positions of the Toronto and Region
Conservation Authority be amended respectively as follows:
Range 14 $92,000 $102,000 $112,000
Range 15 $110,000 $119,000 $128,000.
RECORDED VOTE
Bas Balkissoon Yea
Rob Ford Nay
Dick O'Brien Yea
Bill O'Donnell Yea
THE MOTION IS CARRIED
BACKGROUND
Through the benchmarking process of the Toronto and Region Conservation Authority's
(TRCA) salaries with comparable groups in the public sector including municipal, provincial
and NGO organizations, it was found that TRCA salaries were uncompetitive at the executive
levels.
TRCA Director's current salary ranges are $79,524- 103,222, while the salaries of comparative
Director's are in the $100K to $145K.
In addition, the Chief Administrative Salary (CAO) salary range of $100,599 - 118,706 is equally
low in comparison to the $125 -155K for other organizations.
11
In addition, among TRCA Directors there are significant equity issues as positions of equal or
greater accountability are paid less. As a result, the recommendation is that all Director's be
classified as Range 14. There is also a pay "compression" problem for Director's whose direct
reports are often receiving salary dollars very close to their own, with much less responsibility.
This is an inherent incentive for Manager's not to aspire to more responsibility and put TRCA at
a disadvantage in hiring external resources for Director positions.
As a result of these findings, the recommendation is to increase CAO and Director salaries as
follows:
Current
Salary Range
First Level
Mid Level
Job Rate
13
$79,524
86,682
93,840
14
$87,477
$95,350
$103,222
15
$100,599
109,652'
$118,706
Proposed
Salary Range
First Level
Mid Level
Job Rate
14
$92,000
102,000
112,000
15
$110,000
119,000
128,000
Salary Range 13 would remain unchanged, but the Director position(s) currently in this range
will be upgraded to Range 14.
FINANCIAL DETAILS
Budget impacts of this change will amount to $6,000 in 2003 and $34,000 in 2004.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: April 28, 2003
TERMINATION
ON MOTION, the meeting terminated at 9:36 a.m., on Friday, May 16, 2003.
Dick O'Brien
Chair
/ks
J. Craig Mather
Secretary- Treasurer
22
c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #5/03
September 5, 2003
The Business Excellence Advisory Board Meeting #5/03, was held in the Humber Room,
Head Office, on Friday, September 5, 2003. The Chair David Barrow, called the meeting
to order at 9:17 a.m.
PRESENT
David Barrow Vice Chair
Rob Ford Member
Dick O'Brien Chair, Authority
Bill O'Donnell Member
Maja Prentice Member
REGRETS
Bas Balkissoon Member
Ron Moeser Chair
RES. #C10 /03 - MINUTES
Moved by: Dick O'Brien
Seconded by: Rob Ford
THAT the Minutes of Finance and Business Development Advisory Board Meeting #4/03,
held on May 16, 2003, be approved.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C11 /03 - REVIEW OF TERMS OF REFERENCE
As a result of the Authority's approval of the Strategic Plan and the
Business plan process, the terms of reference of the Business Excellence
Advisory Board should be reviewed.
Moved by:
Seconded by:
Dick O'Brien
Rob Ford
23
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the amended terms of reference
of the Business Excellence Advisory Board be approved as described in this report dated
August 27, 2003.
CARRIED
BACKGROUND
The terms of reference of the former Finance and Business Development Advisory Board are
as follows:
To initiate, study, report on, and recommend a comprehensive program of financial, personnel
and administrative management for the Authority, and, without restricting the foregoing, the
specific terms of reference shall include:
• budget policy, guidelines and annual recommendations
• banking and insurance policy
• purchasing policy
• audit and legal
• business development
• marketing and fundraising
RATIONALE
Given the shift in emphasis as described in the Strategic Plan, the following changes and
enhancements to the work of the Advisory Board are suggested:
To initiate, study, report on, and recommend a comprehensive program of organizational
development and corporate policies relating to essential services, land management of
Authority lands and facilities and administrative management for the Authority, the outcomes of
which will enable realization of The Living City.
Without restricting the foregoing, the specific Terms of Reference shall include:
• Strategic and Business plans;
• Budget, guidelines and annual budget recommendations;
• Liaison with The Conservation Foundation of Greater Toronto and its fundraising initiatives;
• Banking, Audit and Legal services;
• Risk management;
• Business development and revenue generation;
• Governance and decision - making;
24
• Marketing, communications and fundraising;
• Financial procedures;
• Leases and other Implementation tools for recreational and public use opportunities on
Authority lands;
• Strategic partnerships and collaboration agreements;
• TRCA policy documents relating to, but not limited to:
• Human Resources
• Information Systems Technology and Management
• Banking and Audit
• Risk Management
• Purchasing & Disposal of Equipment and Services
• Environmental Management SystemsTargets
• Marketing /communications.
Members are asked to give consideration to the foregoing for discussion at their Meeting on
September 5, 2003.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim Dillane, extension 6292
Date: August 27, 2003
RES. #C12/03 - SMOG ALERT RESPONSE POLICY
Adoption of a formal Toronto and Region Conservation Authority (TRCA)
response plan on GTA Smog Alert Days.
Moved by:
Seconded by:
Rob Ford
Maja Prentice
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the attached Smog Alert Policy
be approved.
CARRIED
BACKGROUND
Since the inception of the City of Toronto's Smog Alert Initiative, in 2000, TRCA has participated
in modifying its work /operations on smog alert days with the goal of reducing inputs of smog
causing gases into the atmosphere. In 1998, the Authority approved the following approach to
smog days.
25
"On days on which a smog alert has been called, the EMS Committee will notify ALL
work locations to refrain from the following activities for the DURATION OF THE SMOG
ALERT:
• NON - ESSENTIAL GRASS CUTTING /TRIMMING;
• NON - ESSENTIAL USE OF TWO STROKE MOTORS;
• USE OF OIL -BASED PAINTS, SOLVENTS, CLEANERS AND OTHER PRODUCTS
WHICH RELEASE VOLATILE ORGANIC COMPOUNDS;
• Also, supervisors will encourage staff to car pool to and from work (where possible)
and avoid unnecessary use of automobiles at work;
• Also, where possible lights fans and other electrical appliances should be turned
off."
In January 2003, TRCA's Environmental Management System began its implementation phase.
One of the targets adopted for 2003 was to formalize the TRCA Smog Alert Policies and
Procedures.
RATIONALE
Since TRCA's environmental management system is modeled on the Internationally recognized
ISO 14000 series of EMS standards, properly formalized policies are required for each initiative.
Our Smog Alert Plan is no exception. The draft smog alert policy attached was drafted with the
full cooperation of those TRCA staff most knowledgeable on, and most impacted by, the
application of the policy. The attached policy is also, essentially a formalized version of the
actions approved by the Authority in 1998, with a few minor modifications /improvements in
both the manner in which staff are alerted about smog days and in the operational changes to
be employed on those days. Major changes from 1998 are:
1. A hierarchy of staff responsible for emailing notification of smog alert days is now in place
to ensure smog alerts are communicated if the EMS Coordinator is on vacation;
2. Managers and supervisors are now required to monitor their radios during smog season,
and /or visit the MOE air quality web site to keep informed of smog events in order to ensure
that we take the proper action, even on weekends and in cases where we may be late in
sending out notification to the various work locations;
3. Grass cutting is not to be done unless the grass is greater than 6 inches high and then only
if necessary; and
4. Staff will now refrain from fueling up vehicles, unless absolutely necessary.
In addition, the new policy contains details pertaining to the EMS performance auditing
component of this initiative. The TRCA's EMS is committed to monitoring compliance with this
policy and reporting on our organizational environmental performance.
Report prepared by: Brian Dundas, extension 5262
For Information contact: Brian Dundas, extension 5262
Date: July 03, 2003
Attachments: 1
26
Attachment 1
The Toronto and Region Conservation Authority
POLICY AND OPERATIONAL PROCEDURES
FOR
RESPONDING TO PROVINCIAL
SMOG ALERTS /ADVISORIES
Environmental Management System
July 17, 2003
27
POLICY FOR SMOG ALERTS
PURPOSE
The purpose of the corporate smog alert response policy (and associated operating
procedures) is to both outline TRCA's commitment to alternative operations during smog alerts
and define the details of the said alternative operations (both mandatory and discretionary).
SCOPE
This policy governs the following activities on provincially designated smog alert days:
• Use of two stroke engines;
• Vehicle Use and equipment use;
• Lawn Cutting;
• Painting;
• Consumption of Electricity.
PHILOSOPHY
The TRCA's Smog Alert Response Policy and the associated operational procedures are
intended to further TRCA's commitment to the concepts of sustainability inherent in its Living
City Vision and it's Corporate Environmental Policy.
TRCA recognizes that, although the EMS commits TRCA to ongoing efforts in a variety of areas
which will reduce the detrimental effects of our operations on air quality, provincially
designated smog alert days are special circumstances requiring specific and more aggressive
actions to help reduce impacts to the environment and human health.
The Policy supports and encourages employee participation in broader organizational
sustainability initiatives which go beyond the "operational" performance of the agency (such as
car pooling, reducing energy consumption at home, working from home (if approved by
management) etc.)
OPERATIONAL PROCEDURES
TRCA Smog Alert operational procedure governing:
• Use of two stroke engines;
• Vehicle Use and equipment use;
• Lawn maintenance;
• Painting;
• Consumption of Electricity.
See Appendix A for details of Operational.Procedures
ADMINISTRATION PROCEDURES
This document also contains administrative procedures to be followed. These procedures
detail are requirements and methods for:
• Notification;
• Auditing.
See Appendix B for details for Administrative Procedures
28
Appendix A: Operational Procedures
USE OF TWO STROKE ENGINES
• All equipment powered by two- stroke engine will be unavailable for use on Smog Alert
Days, unless approved by the Director, Watershed Management or designate.
VEHICLE AND EQUIPMENT USE
• Where possible, employees will try to reduce vehicle use, by rescheduling meetings,
conferencing by telephone, car pooling or taking transit;
• Employees will not fuel up automobiles unless absolutely necessary.
LAWN MAINTENANCE
• Lawn mowing will be restricted to areas in absolute need of cutting. This should generally
be considered as lawns greater than 6" in length.
PAINTING
• Painting is prohibited on Smog Alert Days, unless approved in writing by the CAO (unless
the paint has no volatile organic compounds in it (e.g. some new latex paints)).
CONSUMPTION OF ELECTRICITY
• Employees will take necessary steps to reduce the use of electrical energy (where
possible). Primary suggestion is to turn off unnecessary lighting, which serves to both
reduce our energy use and visually demonstrate our commitment to the health of the
Living City.
29
Appendix B: Administration Procedures
NOTIFICATION PROCEDURES
• The following staff members are to receive notification of Smog Alerts and Smog Alert
terminations from the City of Toronto Health Department:
• Coordinator, EMS;
• Administrative Clerk, Boyd Office; and
• Human Resources Associate.
• The Coordinator, EMS will send out notifications of Smog Alerts and terminations to "
Users" on the TRCA Email system. In the event of his /her absence, the Boyd
Administrative Clerk will send out the message, with the final back up being the Human
Resources Associate.
• All supervisors have the responsibility to make themselves aware of the Smog Alert
situation. In the event they cannot, or have not received an email message, they have the
following options:
• Consult the media for indication of a Smog Alert;
• Call the EMS Coordinator, the Administrative Clerk at Boyd, or the Human
Resources Associate for an update;
• Consult the following web site for GTA Smog Alert status:
http: / /www.airqualityontario.com
AUDITING PROCEDURES
1. Use of two stroke engines
Target: Zero Use
Measurement: By Audit. All instances of two- stroke use will be checked for approvals
issued by the Director, Watershed Management or designate.
2. Vehicle and Equipment Use
Target: Discretionary limitation of use.
Measurement: None
Target: Significant decrease in vehicle fueling activity over time.
Measurement: EMS Coordinator to monitor fueling on ARI vehicle management system.
3. Lawn Maintenance
Target: No unnecessary mowing
Measurement: By audit
4. Painting
Target: No painting operations on Smog Alert days
Measurement: By audit.
5. Consumption of Electricity
Target: Discretionary limitation of use.
Measurement: None
30
RES. #C13/03 - CORPORATE PESTICIDE POLICY
Adoption of a Corporate Pesticides Policy.
Moved by:
Seconded by:
Rob Ford
Maja Prentice
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the attached Pesticide Policy be
approved.
CARRIED
BACKGROUND
In 1997, the Toronto and Region Conservation Authority (TRCA) approved the following
resolution regarding the use of pesticides.
Resolution #A280/97
That approval for the use of Glysophate on Authority managed lands be the responsibility
of qualified field supervisors;
That the use of other forms of chemical control of vegetation or pests on Authority lands
accessible to the public be subject to the approval of the Manager, Conservation Areas
and that application continue to be by licensed administrators;
That restrictions on the use of pesticides in certain areas be as outlined in the Authority
safety manual;
That pesticide use, as required for cost effective operation, continue on Authority tree
nursery operation, and within the Authorities food service operations licensed by
contractors;
That the Authority pursue the use of alternatives to chemical pesticides, and apply the
principles of integrated pest management on its lands;
AND FURTHER THAT the Authority Safety Manual, Section 21, be so amended.
The attached policy is intended as a first step toward updating our approach to pesticides.
The need to update our pesticide policies and operation procedures was identified as part of
the corporate Environmental Management System (aimed at improving our internal
environmental performance). Interested and impacted TRCA staff members were consulted,
through the EMS, in the preparation of the attached draft policy.
RATIONALE
Much has changed since 1997. In the ensuing years, a number of municipalities across
Canada, including the City of Toronto, have drafted pesticide bylaws in response to continued
concerns over pesticides and their potential deleterious impacts. The new City of Toronto
bylaw provided primary input into the development of our draft policy. We have chosen to use
the City's definitions of both pests and pesticides and to make certain that our operational
practices conform to the new bylaw.
31
Of course, TRCA has changed internally as well. We have instituted our new Living City Vision
and business plan committing us to a leadership role in sustainability. TRCA has also
implemented its Environmental Management System and has, as a consequence, committed
itself to continual reassessment of its internal environmental performance, a routine part of
which includes continual review of our pesticide use.
And finally, the need to revisit and revise the policy was dictated in part by a couple of
shortcomings in the 1997 Authority resolution on pesticides. From the perspective of the
Environmental Management System, the existing pesticides approach is deficient in a number
of areas:
• Resolution A280/97 provides no direction for monitoring, auditing and or reporting on
performance;
• The resolution lacks visionary language and direction on corporate philosophy pertain to
pesticides;
• There is neither any delineation of different pesticide applications nor
references /connections to operational procedures;
• There is currently no definition of either pests or pesticides.
The attached draft policy was written with these rationale in mind. It is intended as the new
TRCA governing policy on pesticides, and as such it accomplishes the following:
• Provides the Authority's philosophy on pesticides and their use;
• Links to a series of Operational Procedures for different applications of pesticides;
• Commits the TRCA to targets, monitoring, auditing and reporting on performance;
• Defines pests and pesticides;
• Provides a framework for supervisors /managers to easily identify appropriate operational
procedures.
The attached policy does not, it must be pointed out, outline the entire TRCA approach to
pesticides, for it contains neither situation specific pesticide application procedures (e.g.
procedures for use of pesticides in parklands) nor targets and monitoring and reporting
requirements. It is intended as an umbrella policy under which specific operational and EMS
monitoring procedures will be put in place (in 2004).
In conclusion, the draft policy is particularly necessary for TRCA, an organization whose very
"reason to be" is centered on sustainability. For us, pesticides represent both a problem and,
sometimes, a solution, as we recognize the environmental benefits of such chemicals if used
professionally, responsibly, and as a last resort.
Report prepared by: Brian Dundas, extension 5262
For Information contact: Brian Dundas, extension 5262
Date: July 03, 2003
Attachments: 1
32
Attachment 1
The Toronto and Region Conservation Authority
POLICY FOR
PESTICIDE USE
ON AUTHORITY LANDS
May 22, 2003
POLICY FOR PESTICIDE USE ON ALL TRCA LANDS
PURPOSE
The purpose of the corporate, EMS pesticide policy is to set guidelines and outline TRCA's
approach to the use of pesticides on all its lands and all lands on which it performs or
manages pest control.
SCOPE
This policy governs pesticide and /or herbicide use in the following situations: in- building or
in- structure pest control (e.g. rodents, insects):
• Kitchen /food operations pest control;
• Pest control in parks;
• Pest control on TRCA operated non -park land holdings or that which is undertaken by
TRCA staff for regeneration or ecological protection purposes on any lands, or in waters,
either owned or not owned by TRCA;
• Pest control on leased lands;
• Use in nursery/forestry operations.
PHILOSOPHY
The TRCA's pesticide policy is founded on the principles and ideals, which govern its mission
and its Living City vision. Recognizing both the ecological benefits and potential negative
impacts of pesticides, the Authority commits itself to use pesticides only after other methods of
achieving our objectives have been assessed and deemed either inappropriate or impractical.
Pesticides are to be used for the designated purposes only, or unless ordered to apply them
by a Medical Officer of Health or a mandated authority under the Noxious Weed Act.
Pesticides are not to be used for purely aesthetic reasons. Where practical and effective, the
employment of Integrated Pest Management and /or the use of non - synthetic pest controlling
agents represent TRCA's preferred pest control methodologies.
OPERATIONAL PROCEDURES
The cornerstone of this Pesticide Policy is a collection of operational procedures for the use of
pesticides and pest control measures in different situations. These operational procedures are
designed to reflect:
• The philosophy and intent of this policy and the TRCA's Environmental Policy;
• Best management practices for pesticides use;
• The ideals of the Living City and TRCA's commitment to sustainability.
All uses pesticide must conform to federal, provincial statutes and the appropriate municipal
bylaws (if applicable).
PESTICIDE POLICY DECISION FRAMEWORK
TRCA employees will govern their planning for and use of pesticides using the appended
tabular frameworks (Schedule A to this Document) and the applicable referenced operational
procedures.
34
REPORTING AND DOCUMENTATION
All pesticide /herbicide and other significant pest control procedures will be documented and
reported to the Coordinator, Environmental Management System for tracking. The responsible
person will record:
• Alternatives to chemical control considered and reasons for or against their employment;
• A description of the use /project being undertaken;
• The date of application;
• The amount of pesticide used;
• The type of pesticide used.
ALTERNATIVES
Non - chemical methods will be considered, documented and proof of consideration and
rationale for the decision will be forwarded to the EMS Coordinator for every pesticide
application with the exception of those applications which are part of routine nursery
operations or forest management initiatives overseen by trained nursery staff (An annual report
detailing alternatives considered and rationale for or against use will be provided by the
manager responsible for the nursery/forest management programs).
TARGETS, MEASURES AND MONITORING
As part of its corporate Environmental Management System, the TRCA shall set targets, decide
on measures and monitor the performance of the administration of the Pesticides policy.
Targets will be reviewed annually.
DEFINITIONS
(Taken from City of Toronto draft Pesticide bylaw)
Pest - An animal, plant or other organism that is injurious, noxious or troublesome whether
directly, or indirectly, and an injurious, noxious or troublesome condition or organic function of
an animal, a plant or other organism.
Pesticide Includes:
A. A product, an organism or a substance that is a registered control product under the
federal Pest Control Products Act which is used as a means of directly or indirectly
controlling, destroying, attracting or repelling a pest or for mitigating or preventing its
injurious, noxious or troublesome effects.
B. Despite Subsection A, a pesticide does not include:
1. A product that uses pheromones to lure pests or sticky media to trap pests.
2. A product that is, or contains, as its only active ingredient, any of the following:
i. A soap
ii. A Mineral oil, also called dormant or horticultural oil.
iii. Silicon dioxide, also called diatomaceous earth.
iv. Bt (Bacillus thuringiensis), nermatodes and other biological
control organisms.
v. Borax, also called boracic acid.
vi. Ferrous phosphate.
vii. Pyrethrum or pyrethrins
35
Schedule A
TRCA Pesticide Planning and Decision Making Framework and Protocol
(Under TRCA Pesticide Policy)
Answer the questions and procedure as arrows indicate, in order to determine which
procedures your pesticide application comes under.
1. Is the proposed application a contracted in- building procedure carried out by external
licensed applicators (including application in food services facilities)?
If YES:
Contract to be reviewed and approved annually by the site location supervisor and EMS
Coordinator — beginning of each calendar year. See Pesticide Procedure 1 (to be
drafted by Food Services Manager) - Procedures for the contracting and carrying out of
contracted in- building and Food Services pesticide applications.
If NO, go to 2.
2. Is it a non - routine staff - performed application of rodent or insect control measures?
If YES:
Applications to be conducted with the approval of the location supervisor, within limits
and parameters outlined in the operational procedures. See Pesticide Procedure 2 (to
be drafted by EMS Coordinator) — Procedures for Staff Application of In- Building
Pesticide Control Measures.
If NO, go to 3.
3. Is it for TRCA nursery and /or forest management application?
If YES:
Applications of pesticide to be conducted with the approval of the Director, Watershed
Management, under the supervision of trained nursery staff, and under Operational
Procedures for Pesticide Application for Nursery and Forest Management Initiatives.
See Pesticide Procedure 3 (to be drafted by Nursery Supervisor) - Procedures for
Nursery and Forest Management Pesticide Applications.
If NO, go to 4.
4. Is it for use by Leasees on TRCA owned lands?
If YES:
Is it for use in agricultural operations? See Pesticide Procedure 4 (to be drafted by EMS
Coordinator) - Procedures for Pesticides on TRCA owned agricultural lands.
Or, is it for use on Parklands or greenspace lands? Lessee's pesticide operational
procedures to take precedence.
36
Or, is it for use on residential leased lands? See Pesticide Policy and Procedures for
Pesticide Use on TRCA owned residential lands. See also lease agreement details.
If NO, go to 5.
5. Is the proposed application to be undertaken outdoors, within the boundaries of a
TRCA operated park or facility?
If YES:
Applications to be conducted with the approval of the Director, Watershed
Management, under the supervision of trained nursery staff, and under Operational
procedures for Pesticide Application for Nursery and Forest Management Initiatives -
Appendix A: Procedures for Application in Parks and Facilities. See Pesticide
Procedure 3 - (to be drafted by Nursery Supervisor) - Procedures for Nursery and
Forest Management Pesticide Applications - Appendix A: Procedures for Application in
Parks and Facilities (to be drafted by Manager, Conservation Parks).
If NO, go to 6.
6. Is the proposed application to be undertaken outdoors (anywhere) as part of a
regeneration project, which is either managed by or implemented (partially or wholly)
by TRCA staff? (including aquatic herbicide applications).
If YES:
Applications to be conducted with the approval of the Director, Watershed
Management, under the supervision of trained /licensed staff, and under Operational
procedures for Pesticide Application for Nursery and Forest Management Initiatives -
Appendix B: Regeneration Projects. See Pesticide Procedure 3 - (to be drafted by
Nursery Supervisor) - Procedures for Nursery and Forest Management Pesticide
Applications - Appendix B: Procedures for Application in Regeneration Projects.
37
SECTION IV - ITEMS FOR THE INFORMATION OF ANOTHER BOARD
RES. #C14/03 - FINANCIAL PROGRESS REPORT
For the Period Ending July 31, 2003. Presents the Financial Progress
Report as of July 31, 2003.
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
IT IS RECOMMENDED THAT the Financial Progress Report dated July 31, 2003, be
received.
CARRIED
RATIONALE
The Financial Progress Report is one of the tools through which staff advise the Board of the
status of the Toronto and Region Conservation Authority's (TRCA's) budget. This report
covers the period ending July 31, 2003.
TRCA revenues have been hurt by a number of events including SARS, the threat of West Nile
Virus, the decline in value of the U.S. dollar in relation to the Canadian dollar and the weather.
Staff reported on the potential impact of SARS in an earlier report and received direction to
investigate opportunities to receive relief. To date, no programs have been found which will
give TRCA significant assistance in 2003 to offset lost revenues.
As noted in the attached summary chart, Black Creek Pioneer Village, Kortright Centre and the
conservation areas, including campgrounds have seen diminished revenues. Action has
already been taken to mitigate the impact of lost revenues by reducing expenditures where
possible.
If no further action were taken to deal with the reduced revenues and unplanned expenditure
increases, a deficit of $451,900 is projected.
However, staff is taking action to prevent this outcome:
• Conservation areas and Black Creek Pioneer Village will each find about $100,000 in net
expenditure reductions: this will be done by reducing expenditures in various categories.
• Development Servies and Resource Science have an opportunity for additional revenue of
$100,000.
• Delaying hiring and gapping as well as reductions in corporate service spending will
produce $100,000 in savings.
• The balance will be made up from reserves as necessary.
The recent electricity outage has also had an impact. The Village for example was closed on
the weekend of the power shortage and lost signifcant revenue. Staff is advised that the
province has a program to reimburse organizations for losses and this will be explored.
38
In past years, staff has reported variances from budget of dimensions similar to what is
described. Actions have been taken successfully to significantly reduce or eliminate the
potential deficit. This year, there is much more concern because TRCA operates with little or
no contingency built into the unit budgets. Reserves are very limited and there is no general
contingency reserve.
Staff will report to the Board at its October 3, 2003 meeting on further changes and
adjustments needed to avoid a deficit.
Report prepared by: Jim Dillane, 416- 667 -9292
For Information contact: Jim Dillane, 416- 667 -9292
Date: July 03, 2003
Attachments: 1
39
Attachment 1
PROGRESS REPORT AS OF JUNE 30, 2003
SUMMARY OF PROJECTED VARIANCES AT DECEMBER 31, 2003
ACTIVITY
FINANCE & BUSINESS
DEVELOPMENT
Administration
Rental Properties
Greenspace Protection &
Acquisition
Black Creek Pioneer Village
Food Services
WATERSHED MANAGEMENT
Program Administration
Development Services
Watershed Strategies
Resource Science
Environmental Services
C.A. Public use & Land
Management
Enforcement and Security
CAO'S OFFICE DIVISION
Marketing
Communications
Corporate Services
Expenditures Revenue Net
Expenditures
$Over /(Under) $Over /(Under) $Over /(Under)
30,000
(197,300)
(28,800)
50,000
(258,000)
35,000
(139,500) (334,900)
(76,300) (112,900)
(22, 000)
13,000
106,000
(14,500)
(36,700)
0
(53,400)
111,000
0
(36,700)
(155,400) (352,000)
0
(3,500)
(44,000)
(9,700)
(10,000)
0
0
0
0
0
(35,700)
Conservation Field Centres (96,000) (129,000)
40
Brief Explanation
(20,000) Job reclassification, extra
Interest earnings
60,700 Ont. Realty Corp. renta/
housing not transferred yet.
(63,800) Gapping and h ig h e r tax
rebates.
195,400 SANS and genera / economy
Impact on attendance and
film revenue.
36,600 Wedding Business down.
(22,000) Gapping
66,400 Gapping, revenue targets not
exvected to be achieved.
(5,000)
(14,500) Gapping
0 Some planting projects at
/ess than budget.
196,600 SARS and economic Impacts.
10,000
(3,500) Gapping,
(44,000) Items deferred,
26,000 CAO search under budget
net of staff shift and ads for
new staff
33,000 Teachers' actions affect
attendance.
VEHICLE & EQUIPMENT
Acquisitions and Maintenance
Program recoveries
Operating total
CAPITAL
Land Projects
Admin Infrastructure
Enviro. Projects
Erosion /Flood Control
Waterfront incl. Port Union
Public Use Infrastructures
Capital total
Projected Change In Levy / Grant
usage
Total Projected Deficit / (Surplus) 451,900
(25,500)
0
(700,200)
0
0
(103,900)
0
(3,047,700)
(25,500)
0
(1,152,100)
0
0
451,900
O 0
O 0
0 (103,900)
O 0
(2,050,000) (997,700)
(400,000) (400,000)
(3,551,600) (2,450,000)
Actual pace of work less than
budget -to be spent In 2003.
A /so other funding not
a /ways secured '
TWRCport /on of Port Un ion
work In negotiations
0 Nursery relocation work
deferred
(1,101,600)
(1,101,600)
41
RES. #C15/03 - ACCOUNTS RECEIVABLE STATUS REPORT
August 24, 2003. Staff report on accounts receivable.
Moved by:
Seconded by:
Bill O'Donnell
Dick O'Brien
IT IS RECOMMENDED THAT the report on accounts receivable of the Toronto and Region
Conservation Authority, as of August 24, 2003, be received.
CARRIED
BACKGROUND
At Meeting #3/91 the Board requested that for each of its meetings staff reports on the status
of the Authority's receivables.
ANALYSIS
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $3,415. in accumulated interest arrears on invoices outstanding for
more than 30 days.
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
Excluding Municipal Levy and MNR Grant - As at August 24. 2002
Items in excess of $1,000, included in the 90 -plus -days column, are listed on the following
page. These amounts are deemed collectible.
42
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
.
%
SCHOOLS AND
SCHOOL
BOARDS
26,095
44,770
34,551
830
106,246
13.8%
GOVERNMENT
108,082
158,813
47,221
87,179
401,295
52.2%
CORPORATE,
INDIVIDUAL
AND
COMMUNITY
GROUPS
71,449
67,508
84,533
37,794
261,284
34.0%
TOTAL
205,626
271,091
166,305
125,803
768,825
100.0%
% OF TOTAL
26.7%
35.3%
21.6%
16.4%
100.0%
Items in excess of $1,000, included in the 90 -plus -days column, are listed on the following
page. These amounts are deemed collectible.
42
Receivable balances, as reported on each of the previous reports to the Board, after 1998, are
presented below:
DATE
Total $
90 -Plus $
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27/01
371,985
17,153
May 25/01
1,132,443
44,810
March 26/01
621,560
167,094
December 30/00
1,014,021
67,981
September 06/00
596,536
47,728
March 19/00
869,266
100,758
February 15/00
1,007,850
42,952
December 30/99
694,198
81,500
October 26/99
531,118
89,630
August 29/99
565,611
97,950
May 23/99
392,070
21,841
March 29/99
464,780
61,536
February 24/99
342,696
55,726
43
The list below itemizes accounts greater than $1,000 included in the 90 day plus category.
CLIENT NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
Environment
Canada
4,671.94
213.41
100
Balance due for a function at BCPV.
Wild Water
Kingdom
35,547.95
n \a
146
Amount due for interim property
taxes.
Town of Markham
77,214.46
n \a
322
This amount is the balance owing
from a contract of $382,733, with the
Town of Markham for the Bridal Trail
Pond retrofit project. Town and TRCA
staff met and agreed on an amount
which is $11,481.99 less than the
invoiced amount.
TOTALS
117,434.35
213.41
Report prepared by: Rocco Sgambelluri, extension 5232
For information contact: Rocco Sgambelluri, extension 5232
Date: August 28, 2003
TERMINATION
ON MOTION, the meeting terminated at 10:15 a.m., on Friday, September 5, 2003.
David Barrow
Vice Chair
/ks
Brian Denney
Secretary- Treasurer
44
c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #6/03
October 3, 2003
The Business Excellence Advisory Board Meeting #6/03, was held in the Humber Room,
Head Office, on Friday, October 3, 2003. The Chair David Barrow, called the meeting to
order at 9:06 a.m.
PRESENT
David Barrow Vice Chair
Rob Ford Member
Bill O'Donnell Member
REGRETS
Bas Balkissoon Member
Ron Moeser Chair
Dick O'Brien Chair, Authority
Maja Prentice Member
RES. #C16 /03 - MINUTES
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
THAT the Minutes of Meeting #5/03, held on September 5, 2003, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Jim Dillane, Director, Finance and Business Development, TRCA, in
regards,to item 7.5 - Preliminary Overview of 2004 Capital and Operating Budget.
RES. #C17 /03 - PRESENTATIONS
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
THAT above -noted presentation (a) be heard and received.
CARRIED
45
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C18/03 - PROPOSED ADMINISTRATION FEES FOR PLANNING SERVICES
AND PERMITTING
Improvements to the Toronto and Region Conservation Authority's
(TRCA) development review level of service are urgently needed, in
tandem with a major overhaul of our plan review and permitting fee
collection process to support an improved level of service.
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Planning fee Schedule and
Permitting Fee Schedule as appended to this report be approved, effective November 1,
2003;
THAT staff be directed to advise Toronto and Region Conservation Authority's watershed
municipalities of the planning and permitting fee changes immediately upon approval;
THAT the Urban Development Institute be advised of the planning and permitting fee
changes Immediately upon approval;
THAT all current applicants to which a change in fee structure will apply be advised
within 30 days of approval of the fee structure changes;
THAT all current applicants who have not paid their application and technical fees will be
required to pay this in addition to the revised clearance fees;
THAT the development industry be advised that application guidelines will be available
on November 1, 2003 and input will be welcomed;
AND FURTHER THAT a preliminary target of $1.8 million in revenue from planning and
permitting activities be Included in the 2004 preliminary operating budget.
CARRIED
BACKGROUND
Over the last year, development services staff have researched and analyzed the workload for
plan and permitting review, the fee collection trends for three years of the plan review and
permitting function, and have assessed the current status of fees charged and collected in our
jurisdiction. In the report of February 7, 2003 to the Executive Committee several areas of
concern related to our level of service and our ability to recover costs associated with
development review were identified. The primary issues from that assessment are highlighted
below:
46
• Significant changes in the complexity and volume of planning and technical review work, as
well as, the fast track pace of the municipal development scene has put significant strain on
TRCA's small planning and technical review staff (including ecologists, water resources
engineers, geotechnical engineers, aquatic biologists, etc.). For example, permitting has
increased 30% across the jurisdiction over the last year alone, and Environmental
Assessment projects have doubled with expectations of many more to come over the next
ten years.
• There are inconsistencies among municipalities in terms of their level of support for
providing adequate review times and collection of preliminary planning fees on TRCA's
behalf.
• Continuing complaints from municipalities and the development industry about the length
of our commenting periods and the lack of clarity of approval requirements, including
Fisheries and Oceans Canada and Ministry of Natural Resources (MNR).
• A large volume of applications are poorly documented and packaged by the applicant for
the approval process, creating tedious cyclical commenting processes for TRCA staff.
• There are increases in involvement in Ontario Municipal Board efforts and specialized
facilitation /negotiation for application clearance.
• There are increases in specialized planning and technical review associated with the Rouge
Park and Oak Ridges Moraine Conservation Plan, and new initiatives associated with
Terrestrial Natural Heritage, Generic Regulation, City of Toronto Ravine Bylaw, etc.
• The province and our municipal partners have a growing expectation for shorter
commenting periods as part of the 'red tape reductions' and streamlining efforts (for
example, Brampton's Development Review Protocol and Growth Management Review
Committee).
TRCA senior staff have been assessing all requirements and concerns as expressed by our
agency partners and industry colleagues, and have developed a strategy that will improve the
level of service internally for staff and will begin to address areas of concern external to the
TRCA in an attempt to improve all levels of approval and its inherent complexities.
The strategy includes the following key components:
• A major administration fee alteration for planning and permitting services to assist in
building staffing capacity for plan review, technical support, enforcement and associated
support costs to address this period of development growth;
• The establishment of an invoicing system at TRCA to improve the tracking of fees owed to
the TRCA and to improve the collection of outstanding monies owed. This was
implemented in September 2003;
47
• An internal streamlining effort to reduce delays in plan review including more staff training,
the provision of a senior "SWOT' team plan review effort, and the provision of a minor works
exemption approach to execute a faster permitting approval process;
• The creation of a guideline document for TRCA application requirements to improve the
quality of applications will be available November 2003;
• Improvements to our post - permitting site inspection with increased enforcement follow -up;
• Working sessions with municipal partners to address proposals for streamlining, and
improved communications and customer service procedures;
• The continuation of working sessions with the development industry to address issues for
plan review and streamlining of approvals;
• The initiation of a dialogue with Fisheries and Oceans Canada to review our working
relationships, and set new directions for improvements of mutual service under our current
plan review agreements.
All components of this strategy are critical to the success of service area improvements in plan
and permitting review. Several of the initiatives are already in progress. The most critical
component of this proposal is the urgent need to implement a revised fee structure to ensure
financial resources are available to improve the level of service for the balance of 2003 and
beyond.
RATIONALE
TRCA staff participated in two parallel processes in order to address the changes to the fee
structure. The GTA conservation authorities have been working for several months to review
joint concerns and ideas about fee structures and needs, and TRCA staff have been working
internally on budget requirements for the delivery of the development review function at TRCA
and have updated this budgeting requirement.
The GTA conservation authorities are generally consistent in their current approach to fee
charges (with the exception of the Nottawasaga Valley Conservation Authority), and are all
experiencing a need to make major changes to planning review charges to address the
demands of urban growth and staff capacity. The GTA conservation authorities conducted a
review of their respective municipal development charges, and a review of a model that the
Nottawasaga Valley Conservation Authority (NVCA) has used. NVCA has developed a model
that works in their situation and relies primarily on fees from subdivision development using a
"per lot" costing approach to charging fees.
The percentage of fees collected in all of the GTA conservation authorities is extremely low in
relation to the total fee requirements on the development process. Other conservation
authorities have adjusted their fee structure to address local needs. All conservation
authorities have assessed, to a certain level, the cost of certain types of planning efforts to
understand the level of staff time.
48
Section 21 of the Conservation Authorities Act provides guidelines for the collection of fees and
allows conservation authorities to charge fees for plan review services and respond to legal,
real estate and public inquiries. Fee structures must not exceed the costs associated with
administering and delivering the services on a program basis.
TRCA's budget planning has determined that our costs for the comprehensive plan review and
permitting process will require a target of $2.7 million dollars in order to achieve a 60% cost
recovery rate for this essential function at the TRCA. This target which applies across our
jurisdiction is a large sum and requires a significant change in our fee charges approach to
meet this challenge. The recovery of 60% of these costs is based on the staffs assessment
that approximately 40% of staff time is required for review and comment on broad municipal
planning assignments, and 60% is required for private development related applications.
TRCA has examined several models for fee charges, including the NVCA model, to assess their
applicability to our development environment, and the scale and complexity of our
applications. The NVCA model relies on a base fee of $7,500 and a charge per lot which
ranges from $55 /lot to $210 /lot, based on high, medium and low density scenarios. This is a
difficult model for TRCA to apply in the absence of projected detailed lot calculations for each
municipality within our jurisdiction. A test was conducted using confirmed lot calculations from
the City of Brampton to assess the impact on charges based on this method. The charges that
came from that test ranged per subdivision from $10,000, up to as high as $240,000 per
application. Potentially this model could generate a significant amount of money to support a
full range of planning, development review, and permitting related professional efforts within
the TRCA, including post - development impact assessment and monitoring requirements for
watershed planning which are not included today. Credit Valley Conservation recently directed
staff to introduce charges of $250 per lot, effective immediately.
In order to formulate a more reliable projection of TRCA's future revenue projection, a preferred
model based on existing application data was developed. The attached proposed planning fee
schedule and revised permitting fee schedule builds on a "base fee" approach,'and augments
this charge with adjustments according to the scale of the development on a per hectare basis
to reflect complexity of the application. TRCA's municipal partners use combinations of base
fee, per hectare and per lot approaches for development fees. Several important changes are
incorporated into the proposed schedules for planning as follows:
• The planning fees schedule has been simplified to two stages of charges - preliminary
application and clearance. Greater emphasis has been put on fee charges up -front to help
finance the cost recovery needs. Clearance fees are mandatory;
• Fee charges for single, residential scale applications have remained low with only modest
adjustments;
• Site plan applications and subdivision applications are now graded to reflect minor and
major applications where the extent of technical and planning efforts differ;
• Additional charges will be executed for incomplete applications and additional field
assessments, to deter poor quality applications that keep staff consumed in an
non - productive commenting cycle;
49
The proposed permitting fee schedule has been restructured to:
• Distinguish between major and minor permitting requirements and the level of technical
support needed for approvals;
• Approach permits on a separate "project basis" to more fairly deal with the level of
technical effort required for each permit, to improve the ease of phasing permitting for
applicants and to reflect a fairer cost for a range of projects and their complexity for
permitting.
The proposed schedules for both planning fees and permitting fees have been tested using a
model developed from our 2002 application database. We have theoretically applied our
proposed fees to the quantities and types of applications and permits from our 2002 database
to project a theoretical revenue scenario, based on the current rate of development.
This modeling approach highlights that we can reach our recommended target for service
requirements of $2.7 million dollars using this method. It also assumes that the high level of
development activity continues in our watersheds, and that TRCA would have to respond with
a higher level of service and increased staffing capacity. Based on our 2002 statistics, we
project the following revenue to cover planning, technical review (planning ecologists, water
resources engineering, hydrogeology, geo- technical), legal /property inquiries and
enforcement.
Projected Revenue: Planning Fees $1,653,250
Permit Fees 591,250
Clearance 478.300
TOTAL $2,722,800
RECOMMENDATIONS
The environmental planning function and technical support that TRCA provides is an essential
component of sound planning in our nine watersheds and across the waterfront. We request
support from the Business Excellence Advisory Board to proceed to finalize a fee schedule that
would significantly change our cost recovery situation as soon as possible, and would move us
closer to an improved level of service in our jurisdiction. We recommend that staff move to
conduct discussions with the municipal partners and UDI, and commence our finalized
procedures before the end of 2003.
50
Applications that are currently being reviewed will be subject to the new clearance fee. Permits
currently under review will be immediately subject to the new fee increase. Recognizing that
many planning applications are already in process, the full targeted revenues will not be
achieved immediately. Consequently, it is recommended that $1.8 million be included in the
2004 operating budget at this time.
Report prepared by: Carolyn Woodland, extension 5214
For Information contact: Carolyn Woodland, extension 5214
Date: September 25, 2003
Attachments: 2
51
Attachment 1
TRCA Fee Schedule for Planning Services
APPLICATION TYPE
APPLICATION FEE
CLEARANCE FEE
Concept Development/
Property Enquiry
$150
$250 with site visit
N/A
Variances
$250
N/A
Consent/Severance /
Land Division
minor $500
major $1200
*minor N/A
*major $600
Residential Site Plan
(Or corrfparable condominium
application)
minor $350
major $2000
*minor N/A
*major $500
Non - Residential Site Plan
minor $750
major
- less than 25ha $7000
- greater than 25ha $10,000
*minor N/A
*major
$1500
$1500
Official Plan
Amendment (OPA)
minor $750
major $3000
*minor N/A
*major $1500
Zoning By -law
Amendment/
Rezoning (ZBA/RZ)
minor $750
major $3000
*minor N/A
*major $1500
Subdivision
(or comparable
condominium
application)
minor
- 5ha or less $7500
major
- less than 25ha $15,000
- greater than 25ha $20,000
*minor $2500
*major
$5500
$5500
Non - Municipal Driven
Official Plan Amendments for
urban expansion, golf courses or
aggregate pits
Tess than 25ha $5000
greater than 25ha $10,000
$5000
Other Apalicable Fees
Additional Site Visit
$200
Additional Clearance fee for Subdivision Phases
$1000
*Applicant Driven Formal Modification
$500
Re- submission due to *incomplete submissions
$2500
*See Definitions
52
TRCA Fee Schedule
for Planning Services
IMPLEMENTATION GUIDELINES
Notes
1. The application fee will be paid at the time of filing an application to the municipality. The
final clearance fee will be billed directly by the TRCA and paid prior to final clearance of an
application.
2. Re- submissions fees will be billed directly by the TRCA and must be paid prior to final
clearance of an application.
3. Only one set of fees applies when processing and reviewing a combined application (e.g. a
subdivision /OPA/ZBA). The highest rate of fees applies.
4. Notwithstanding note #3, if a subsequent application is filed on a property more than 3
years after the initial application, separate fees apply to each application.
5. The TRCA reserves the right to request additional fees should the review require a
substantially greater level of effort.
6. Where a site visit and /or extended review is required for a Variance application, a clearance
fee of $100 is applicable.
7. Subdivisions that have several phases, will be charged a separate clearance fee of $1000 at
the time of clearing each phase.
8. All application fees (except Concept Development) include one initial site visit. A fee of
$200 is applicable for each additional site visit requested.
Definitions
Minor - An application is determined to be "minor" where no technical studies are required, or
only a scoped Environmental Impact Statement (EIS) is required.
Minor Subdivision - A subdivision application is determined to be "minor" where no technical
studies are required, or only a scoped Environmental Impact Statement (EIS) is required and
where the site is 5ha or less.
Major - An application is determined to be "major" where technical studies beyond a scoped
Environmental Impact Statement (such as Stormwater Management or Geotechnical) are
required.
Incomplete Submissions - A submission for review is deemed to be "Incomplete" where
TRCA has provided a checklist of requirements, and the application has not met all
requirements.
Applicant driven formal modification - A fee for an "applicant driven formal modification"
will be charged where plans are submitted for review after the application has received draft
plan approval from the municipality.
53
Attachment 2
TRCA ADMINISTRATIVE FEE SCHEDULE FOR
FILL, CONSTRUCTION AND ALTERATION TO WATERWAYS
REGULATION SERVICES
(ONTARIO REGULATION 158)
ONTARIO REGULATION 158
PERMIT APPLICATIONS
FEE
Works on Personal Residential Property
*minor $ 250
*major $500
Municipal Projects (Regional /Local)
$ 750
Municipal Projects (Regional /Local) related to an
Environmental Assessment Application
$1500
Utilities
$ 2000
Projects on Subdivision Lands, Commercial, Industrial
and Institutional Properties, Resource -based Recreation
and Other Projects
Projects Include:
SWM ponds and associated outfalls
Other outfalls
Road Crossings
Grading
Channel Modification
In- stream Works
Minor Improvements
$2800 per project
$1500 per project
Permit Revisions
25% of current fee
Permit Renewals
25% of current fee
Minimum $100
ONTARIO REGULATION 158
PROPERTY INFORMATION
FEE
Solicitor /Realtor /Property Inquiry
$ 150
Municipal Building Permit Services -
Property Clearances (not regulated)
$ 200
*See Definitions
Rates Effective November 1, 2003
54
/MPLEMENTAT /ON GU /DEL /NES
TRCA ADMINISTRATIVE FEE SCHEDULE FOR
FILL, CONSTRUCTION AND ALTERATION TO WATERWAYS
REGULATION SERVICES
(ONTARIO REGULATION 158)
Notes
1. The permit fee will be paid at the time of filing an application to the TRCA. In the event that
the permit fee is not paid at the time of filing an application, fees must be paid prior to
issuing a permit.
2. The TRCA reserves the right to request additional fees should the review require a
substantially greater level of effort.
3. All permits are issued for two years except for Subdivision projects which are issued for five
years.
4. All permit renewals are issued for 1 year.
Definitions
Persona/ Res /dent /a / Property
Minor - Applications on a personal residential property determined to be "minor" include
ancillary structures such as decks, sheds, garages and pools; minor additions (less than 50%
of the original ground floor area); and the placement of Tess than 30 cubic metres of fill.
Major - Applications on a personal residential property determined to be "major" include major
additions (greater than 50% of the original ground floor area), new structures or buildings; all
works in the floodplain; and the placement of 30 cubic metres or more of fill.
55
RES. #C19/03 - HEART LAKE CONSERVATION AREA MASTER PLAN
Commencing the Heart Lake Conservation Area Master Plan Process.
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be authorized to develop a
Heart Lake Conservation Area Master Plan;
THAT an Advisory Committee be established, which would include members of the
Etobicoke and Mimico Creek Coalition, Interested community groups, business
representatives, community residents, agency staff, municipal staff and area councillors
to assist with the development of the Master Plan and to facilitate the opportunity for
public input;
AND FURTHER THAT the final Master Plan be brought to the Authority for approval.
CARRIED
BACKGROUND
The Heart Lake Conservation Area (HLCA) is approximately 169 hectares of land located south
of Mayfield Road, north of Sandalwood Parkway, east of Conservation Drive and west of Heart
Lake Road in the City of Brampton, the Region of Peel. HLCA consists of mixed forest stands,
with other ecological features such as wetland habitats, beach habitats, regeneration areas,
and open meadow scattered throughout. As such, it provides one of the best quality habitats
in the Etobicoke Creek Watershed. Approximately 8200 trees, shrubs and aquatic plants have
been planted in sand dune, upland forest, lowland forest/wet meadow and riparian habitats
during past restoration projects at HLCA.
HLCA's diverse ecosystem includes two kettle lakes (Heart Lake and Teapot Lake), headwaters
for Spring Creek, a 58 hectare - wetland complex, 43.5 hectares of deciduous, coniferous and
mixed forests (one of the largest individual blocks of continuous forest in the Etobicoke Creek
Watershed), and surficial geology composed of glacial till and river deposits. This combination
of unique habitats has qualified sections of HLCA to be identified as significant. The Heart
Lake Wetland Complex is a Ministry of Natural Resources (MNR) Classified Wetland, while the
Heart Lake Woodlands are classified as an Environmentally Significant Area. In addition, the
Heart Lake Forest and Bog are the only regional Life Science Areas of Natural and Scientific
Interest (ANSIs) within the Etobicoke and Mimico Creek Watersheds.
This Conservation Area is the largest natural greenspace area in the City of Brampton, and
provides the community with attractions such as bird watching, boating, fishing, hiking trails
and picnic areas. The Peel Children's Water Festival has been held annually at HLCA since
2002 and attracted over 9000 people in 2003. In 1997, over 56,000 people visited the park. A
1994 visitor survey revealed that almost 50% of the visitors originated from Brampton, 72%
from Peel, and 23% from Toronto. A comprehensive Management Plan for HLCA was
completed by the TRCA in 1981.
56
RATIONALE
It is an appropriate time to complete a Master Plan for Heart Lake Conservation Area, as
existing plans (namely the Twenty -Year Management Plan for the Heart Lake Conservation
Area, 1981 -2001) has not been updated. With the projected population growth in the City of
Brampton and the Region of Peel, HLCA will likely become an even more popular
environmental, outdoor recreation and tourism centre, requiring a plan that can address future
public use demands and enhanced environmental protection. Furthermore, it is necessary to
prepare a comprehensive and integrated Master Plan for the property that can respond to the
changes in the availability of public funds and evolving concepts in conservation and
sustainability, and move the TRCA towards its goal for The Living City - a vision for sustainable
communities based on a healthy ecosystem.
The Master Plan for Heart Lake Conservation Area will aim to address property management
and public safety issues, respond to future demands and growth in the region, integrate and
implement Etobicoke Creek Watershed management strategies, establish appropriate
environmental protection and restoration techniques, receive public input regarding
appropriate use, development and management of lands and create a sense of stewardship
among users and adjacent land owners.
The Master Plan will complement a number of TRCA initiatives, including:
• TRCA The Living City Vision;
• Implementation of Greening Our Watersheds: Revitalization Strategies for Etobicoke and
Mimico Creeks (2002); and,
• TRCA Natural Heritage Strategy.
The goal of the HLCA Master Plan process will be to protect, conserve and manage the
property within an ecosystem framework, and in consultation with the community ensuring
watershed health, public enjoyment and environmental sustainability.
For the master plan process, staff will use the TRCA model for developing a management plan
that has been successfully used at Claireville, Boyd North and Glassco Park, Cold Creek and
Greenwood Conservation Area.
Staff have recommended the establishment of an advisory committee to provide an integrated
approach to the development of the master plan. The Committee will assist with determining
management zones and management recommendations, and provide direction and comment
on the public use development and restoration plans.
The TRCA will select and invite agency and community representatives to be members of the
advisory committee for the duration of the project. Suggested advisory committee
representatives could include:
• TRCA - Board Members and staff;
• City of Brampton - Councillors and staff;
• Peel Region staff;
• City of Brampton Environmental Advisory Committee Member;
• Etobicoke and Mimico Creek Watersheds Coalition Member;
• Friends of Heart Lake;
• Community Residents; and,
57
• Local Business Representatives.
DETAILS OF WORK TO BE DONE
• Develop a project Terms of Reference, which will include the scope of work responsibilities
and projected timelines, which will be submitted for approval to the TRCA Board.
• Establish advisory committee.
• Compile and synthesize all background material on the subject lands into a background
report that will be distributed to the advisory committee.
It is anticipated that the master plan will be completed by December 2004.
FINANCIAL DETAILS
Provision for the development of the Heart Lake Conservation Area Master Plan has been
included in the Authority's 2003 Capital Budget under account 408 -49.
Report prepared by: Deanna Strath, extension 5204
For Information contact: Mike Bender, extension 5287, Chandra Sharma, extension 5237
Date: September 22, 2003
RES. #C20/03 - EMPLOYEE ENGAGEMENT SURVEY
Implementation of an annual Employee Engagement Survey and
associated programs for continuous improvement.
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be directed to report on the
results of an annual Employee Engagement Survey with recommended measures for
changes in processes and policies to pursue continuous Improvement.
CARRIED
RATIONALE
Employee engagement has been directly linked with the success of organizations, especially
with respect to improved productivity, employee retention and innovation. The annual survey
is a technique to measure not only the level of overall engagement of employees, but to
identify the key drivers of employee satisfaction and engagement.
An annual Employee Engagement Survey would be conducted every October to measure the
level of engagement and satisfaction of all employees concerning all aspects of working life at
the Toronto and Region Conservation Authority, including compensation, working conditions,
decision making and strategic direction, as well as internal processes such as budgeting.
This tool has been used in both the public and private sector for several years, including all
levels of government, the banking industry and other such organizations.
58
The survey would take the form of an unmarked mailout in October with top line results
available in December of each year. After the results are collated, there would be employee
committees established to address the issues that have been identified in the survey.
This form of communication would be part of building a more sustainable organization where
transformation of the team is a result of input from all levels, therefore creating more robust and
enduring solutions.
Report prepared by: Catherine MacEwen, extension 5219
For information contact: Catherine MacEwen, extension 5219
Date: September 15, 2003
RES. #C21/03 - 2004 PRELIMINARY ESTIMATES, CAPITAL AND OPERATING
Overview. Presents an overview of the 2004 Capital and Operating
Preliminary Estimates.
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the 2004 Preliminary Estimates,
Operating and Capital, be approved;
AND FURTHER THAT Toronto and Region Conservation Authority (TRCA) staff and
officials be authorized and directed to make appropriate representation to the TRCA's
funding partners about the 2004 Preliminary Estimates.
CARRIED
BACKGROUND
Annually, staff prepares preliminary budget estimates for discussion with, and submission to,
the TRCA's major municipal funding partners. The Regions of Peel, York and Durham and the
City of Toronto have specific and detailed processes for submission of the TRCA's funding
requests. Staff meet with their municipal counterparts to review the TRCA's work to date on
various projects and to present the Authority's needs in 2004 and beyond. In the case of the
Regions of Peel,York and Durham, these presentations are made in cooperation with other
conservation authorities who have jurisdiction within those regions. Following the discussions
with the funding partners, staff will prepare the final 2004 budget which is presented to the
Business Excellence Advisory Board (BEAB) in April, 2004.
In recent years, staff has tabled with the advisory board and the Authority multi -year business
plans which include detailed business unit information as well as five year budget projections.
Staff continues to refine the business plan format and process. The business plan will be
presented as part of the 2004 final budget presentation.
59
RATIONALE
Attached is a summary table which describes at a high level the operating requirements of the
TRCA in 2004. At the meeting of the BEAB on October 3rd, staff will review with the Members
in more detail the various budget issues which are summarized in this report, and provide
capital estimates as they have been presented to the municipal funding partners.
Operating Estimates
• The operating estimates assume that the operating levy from the city and three regions will
increase by an average of 10 %. The Members have been advised previously that this was
the target which would be presented to the TRCA funding partners. The apportionment of
the levy is based on modified Current Value Assessment (CVA). Based on information from
the province, the shift in 2004 will be modest, no more than 2% among the city, the regions,
Mono and Adjala - Tosorontio.
• Operating revenues will increase in a number of programs; BCPV has built in fee and
parking increases;
• As described in the communication on planning fees, service level improvements are
coupled with significant fee increases for permits and planning approvals.
• The increase in revenue from the Conservation Foundation of Greater Toronto (CFGT)
includes significant development of The Living City program.
• 86% of the gross expenditure increase, or $2.24 million, is attributed to salary/benefit
pressures including salary/wage inflationary adjustments of 3 %; cost of OMERS due to the
accelerated reintroduction of premiums; increased health benefit costs; annualization of
salary/wage adjustments and 2003 hirings.
• The balance of the gross expenditure increase results from general inflation of service /utility
costs; significant increases in property insurance premiums.
Capital Programs
• At this stage in the budget process, staff has provided the staff of three regions and the city
with projected capital requirements for 2004 to 2008; growth in capital expenditures is
consistent with the multi -year projections;
• Capital expenditure estimates for infrastructure projects, i.e. public use; major facilties
retrofit, information technology, are as projected and shared among the funding partners
on the basis of CVA; new funding is requested for specific conservation area facilities such
as campgrounds and washrooms and for water systems in various locations.
• Water management related capital includes various projects such as groundwater
monitoring, terrestial natural heritage, flood plain mapping, flood control works which in
varying amounts is funded from municipal water rates.
• The budget includes major works under the Toronto Waterfront Revitalization Corporation,
including Port Union, Lower Don E.A. and Mimico shoreline.
• A major new project is The Living City Centre /Kortright retrofit project which involves new
funding requests to York Region, specifically, and the other municipal funding partners as
well as potential funding from the province, federal government, and CFGT.
• Greenspace acquisition is also included in the projections.
60
At the meeting on October 3rd, staff will present the capital budget requests that are being
discussed with the Regions of Peel, York and Durham and the City of Toronto.
For Information contact: Jim Dillane, extension 6292
Date: September 30, 2003
Attachments: 2
61
Attachment 1
THE TORONTO AND REGION CONSERVATION AUTHORITY
FOR OCTOBER 3, 2003 BUSINESS EXCELLENCE BOARD - 2004 PRELIMINARY BUDGET
OPERATING:
ACTIVITY
FINANCE &
BUSINESS
DEVELOPMENT
Admhdatratbn
Rental Pmpertrs
Graanpan°
Pltee9on &
Acquisition
Bieck Creak
Pioneer Wage
Food Services
(excl. Internal)
WATERSHED
MANAGEMENT
Administration
Development
Servbea
Watershed
Stnitagies
Resource Science
Environmental
Services
CA Public Use/
Land
Management
Enforcement and
Security
OFFICE OF THE
CAo
MarketIng
Development
Communications
Corporate
Services
Conservation Field
Gentles
VEHICLE 1
EQUIPMENT
acquta8bns adn
Maklbnano9
Program
reeovavlas
2004 PRELIMINARY BUDGET
> <
2003 BUDGET
> 04/03
GROSS
EXPEND.
$
OPERATING
REVENUE
$
RE- CFOT"
SERVES
$ $
OTHER
REVENUE
$
NET
EXPEND.
$
GROSS
EXPEND
6
OPER.
REVENUE
$
EAVES
$
CFOT
$
OTHER
REVENUE
$
`NET
EXPEND.
$
GROSS
EXPEND
1c
NET
EXPEND
%
Net.Exp.
Change
6
1,820,400
925,000
1,495,400
1,602,900
300,000
00,000
1,302,900
9.5%
148%
192,600
1,871,300
2,265,100
(613,800)
1,344,200
1,974,400
2
1,454,900
65,000
1,399,900
1,323,700
55,000
1,288,700
9.9%
103%
131,200
4,301,700
1,994,300
500,000
1,807,400
3,974,700
1,915,800
970,000
1,889,100
82%
7.0%
118,300
1,085,900
1,085,900
1,085,900
1,085,900
10,334,200
6,890,300
555,000
4,088,900
9,391,400
5,275,900
60,000
425,000
3,830,500
10 0%
12 8%
458,400
270,000
270,000
245,300
79,400
10,000
155,900
101%
73 2%
114,100
1,637,100
1,740,000
65,000
30,000
2,100
1,327,200
690 ,000
85,000
30,000
542,200
38 4%
-99.6%
(640,100)
2,113,600
858,000
892,100
685,500
1,655,900
421,000
697,100
537,800
27.6%
52%
27,700
1,759,200
208,200
153,200
1,397,800
1,081,000
10,000
1,071,000
62.7%
305%
328,800
1, 650, 200
405,500
208,800
495,400
440,500
1,862,100
791,800
251,700
400,000
418,6800
-16.715
62%
21,900
4,804,000
3,791,800
88,300
5,000
936,900
4,737,000
3,847,100
88,300
6,000
618,600
1.4%
150%
122,300
438.100
436,100
346,900
10,000
338,000
25.71
294%
99,200
12,770,200
6,145,500
1,351,500
1,712,500
4,050,900
11 ,255,400
5,338,900
79,400
808,000
1,152,100
3,679,000
13.5%
44%
171,900
117,500
117,500
124,800
124,500
-5.6%
-6 6%
(7,000)
581,200
581,200
513,700
519,700
9 2%
' 9215
47,600
582, 100
852 ,100
961,000
60,000
801,600
2.4%
100%
50,600
2,094,100
1,481,300
122,000
84,000
396,800
1,914,900
1,390,300
12.000
122,000
03,500
307,100
94%
29215
99,700
3,654,900
1,491,900
122,000
84,000
1,957,600
9,414,700
1,390,300
72,000
122,000
83,500
1,748,900
7.0%
121%
210,700
738,000
735,1000
760.6000
100,000
(735,000)
(735,100)
(660,600)
0
0
100,000
0
100,000
0
0
-100 0%
0
IRATINO SUMMARY.
DIALS 28,759,300 13,327,100 1,473,300 1,881,500 10,097,400 24,181,600 12,005,100 311,400 928,000 1,660,600 9,258,400 108% 91% 841,000
et Expanddures funded by'
MR TRANSFER PAYMENTS - PROGRAM OPERATING AND ADMINITRATION
111sctPAL LEVY
)eflcit / (Surplus)
645,800
9,251,800
10,097,400
0
Net Expenditures in this document consist of the Municipal Levies and MNR Transfer Payments summarized above.
*CFGT stands for The Conservation Foundation of Greater Toronto.
845,800
410 800
8250.400
62
10,0% 841,000
641,000
Attachment 2
THE TORONTO AND REGION CONSERVATION AUTHORITY
2004 OPERATING BUDGET: SUMMARY OF CHANGES OVER 2003
FOR OCTOBER 3/03 BUSINESS EXCELLENCE BOARD
ACTIVITY
GROSS
EXPEND.
$000's Increase /(Decrease)
NET
OPERATING:
FINANCE & BUSINESS DEVELOPMENT
Administration 157,500 192,500
Rental Properties 327,100 16,400
Greenspace Protection & Acquisition 131,200 131,200
Black Creek Pioneer Village 327,000 118,300
Food Services 0 0
942,800 458,400
WATERSHED MANAGEMENT
Program Administration 24,700 114,100 ,
Plan Review 509,900 (540,100)
Watershed Strategies 457,700 27,700
Resource Science 678,200 326,800
Environmental Services (311,900) 21,900
C.A. Public use & Land Management 67,000 122,300
Enforcement and Security 89,200 99,200
(1,514,800) 171,900
CORPORATE SERVICES
Communications 47,500 47,500
Corporate Services- Customer Service - 20,500 80,500
Corp Sec./ HR
Marketing (7,000) (7,000)
Conservation Feld Centres 179,200 89,700
(240,200) 210,700
VEHICLE & EQUIPMENT
Acquisitions and Maintenance (22,500) 77,500
Program recoveries (77,500) (77,500)
(100,000) 0
OPERATING SUMMARY:
TOTALS 2,597,800 841,000
Net Expenditures funded by:
MNR TRANSFER PAYMENTS- 0 0
PROGRAM OPERATING AND
ADMINISTRATION
MUNICIPAL LEVY INCREASE 0 841,000
BREAKOUT OF STAFF $ CHANGES:
Benefits: General
-OMERS (including new positions)
Salaries - 3% proposed wage adjustment
- Increase of 15 FTE's: Some
proposed, some new, some
partial to full year
- Reclassifications & Increments
194.4
525.0
375.0
817.0
% of
Gross Increase
7.5%
20.2%
14.4%
31.4%
330.2 12.7%
2,241.6 86.3%
63
RES. #C22 /03 - REVIEW OF RESERVES POLICY
Staff report on Toronto and Region Conservation Authority (TRCA)
reserves as requested at Business Excellence Advisory Board Meeting
#5/03.
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
IT IS RECOMMENDED THAT the staff report dated September 25, 2003 on reserves be
received.
AMENDMENT
RES. #C23 /03
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
THAT the main motion be amended to read:
IT IS RECOMMENDED THAT the staff report dated September 25, 2003 on the status of
reserves be received.
AND FURTHER THAT staff be directed to report back on a policy to develop and manage
reserves.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
In view of the discussion precipitated by the tabling of the interim financial progress report at its
last meeting and staff's concerns regarding TRCA's ability to respond to significant losses of
revenue caused by weather, natural disaster or economic downturn , the Business Excellence
Advisory Board requested a report on TRCA reserves, and generally, on how the TRCA can
protect itself, in future, from significant losses of revenue. On December 31, 2002 the TRCA's
nine reserves totalled $2,210,949, as itemized in the table below. These reserves were
established over a number of years and, with one exception, are completely under the control
of the TRCA.
64
Vehicle & equipment
$446,792
Food service equipment
23,784
Major office equipment
31,061
Recreation development and restoration
306,075
Major maintenance
225,910
Lakefill quality control
284,837
Tree donation program -
38,148
Special projects
804,342
Funds held under Provincial revenue sharing policy
50,000
TOTAL
$2,210,949
Funds held under provincial revenue - sharing policy
This reserve is the only one that is not under complete control of the TRCA. The reserve holds
funds received from the sale of assets (usually land) or long term leases, as directed by policy
of the Ministry of Natural Resources. Ministry policy dictates that after Minister's approval is
obtained to dispose of land, the TRCA must hold the proceeds in reserve to finance approved
projects. The ministry's policy applies to assets which were acquired with provincial funds, in
whole or in part. The $50,000 current balance results from an initial deposit on the Earth
Ranger's lease at Kortright. By 2005, lease payments will total $1.2 million, all of which must
be spent on improvements at Kortright, in accordance with the Minister's approval.
Vehicle & equipment reserve
The TRCA operates approximately 45 vehicles, passenger and truck, and numerous pieces of
equipment such as mowers, tree spades, etc., which have an original cost of approximately
$3.4 million and which have varying amounts of useful lives remaining. Management
guidelines are in place for replacement, additional units or redeployment of items, where
feasible. An appropriate "charge back" is developed for each unit, to ensure that not only the
original investment is recovered from operating and capital budgets, but also the annual
operating costs. Charge back amounts can be varied at any time to factor in unusual
circumstances, e.g., higher usage than originally contemplated when the charge back rates
were first established.
Food Service \ Major Office Equipment \ Major Maintenance
These reserves were established with the intent of moderating the impact on operating
budgets caused by non - recurring large equipment or maintenance expenditures.
65
Recreation development and restoration
The "recreation development and restoration" reserve was established in the mid 1980's when
TRCA entered into a long term lease with the operator of a water park at Claireville, now run by
Wild Water Kingdom Ltd. A portion of each year's lease payments were set aside so that at the
expiry of the lease sufficient funds would be available to renaturalize the grounds upon which
the park was situated, in the event the operator failed to do so. An updated assessment of the
park's infrastructure is required to re- establish the cost of renaturalization, when the lease
expires. It must be noted that if the lease is renewed, then the potential for the TRCA to incur
any cost becomes less likely.
Lakefill quality control
When the TRCA launched the "Improved Lakefill Quality Control Program ", there was a certain
amount of concern whether the revenue streams would be consistent enough from year to year
to cover the annual, relatively fixed program costs and so it established the reserve to not only
ensure the programs viability but also to have some funds to effect an orderly shut down of the
program, should the need arise. As it turned out, revenues have been sufficient to carry the
program and to also fund a small number of watershed management projects. For a number
of reasons, it now appears that fill revenues will be a small fraction of the levels once achieved,
and no significant costs are contemplated were the program to cease operating completely.
There is a growing demand for an "inland fill quality program" which is in pilot testing and may
require some start-up funds from this reserve.
Tree donation program
Originally an initiative of The Conservation Foundation of Greater Toronto (CFGT), this program
has recently been transferred to the TRCA for management, although the CFGT continues to
actively solicit donations. Under this program, we have assumed an obligation to plant
memorial trees within the designated Donor Forest in Kleinburg and to maintain them in
perpetuity.
Special projects
The "special projects" reserve has been accumulating over several years with revenues
generated by a variety of revenue producing ventures of the Environmental Services section,
by charging subdivision developers for the relocation of unwanted top soil. Staff have been
recommending an updated /expanded nursery workshop and office complex for many years
and, subject to budgetary approval, plan to use this reserve to achieve that objective.
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri or Jim Di!lane, extension 6292
Date: September 25, 2003
66
SECTION IV - ITEMS FOR THE INFORMATION OF ANOTHER BOARD
RES. #C24/03 - FINANCIAL PROGRESS REPORT
As of September 30, 2003. Update to the Financial Progress Report
presented to the Business Excellence Advisory Board (BEAB) at its
meeting held on September 5, 2003.
Moved by:
Seconded by:
Rob Ford
Bill O'Donnell
IT IS RECOMMENDED THAT the Financial Progress Report dated September 30, 2003, be
received.
CARRIED
BACKGROUND
At the meeting of the BEAB held on September 5, 2003, staff presented the Financial Progress
Report for the period ending July 31, 2003. Staff advised of a number of issues which affected
the financial performance of the Toronto and Region Conservation Authority (TRCA) including:
• TRCA revenues have been hurt by a number of events including SARS, the threat of West
Nile virus, the decline in value of the U.S. dollar in relation to the Canadian dollar and the
weather. Staff reported on the potential impact of SARS in an earlier report and received
direction to investigate opportunities to receive relief.
• Black Creek Pioneer Village, Kortright Centre and the conservation areas, including
campgrounds, have seen diminished revenues.
Staff advised that if no further action was taken to deal with the reduced revenues and
unplanned expenditure increases, a deficit of $451,900 is projected. Actions to be taken
included:
• Conservation areas and Black Creek Pioneer Village will each find about $100,000 in net
expenditure reductions: this will be done by reducing expenditures in various categories.
• Development Services and Resource Science have an opportunity for additional revenue of
$100,000 including the strengthening of collection procedures for planning and permitting
fees.
• Delaying hiring and gapping, as well as reductions in corporate service spending, will
produce $100,000 in savings.
• The balance will be made up from reserves if necessary.
Staff also advised that the August electricity outage had an impact, particularly on Black Creek
Pioneer Village which was closed on the weekend of the power shortage and lost significant
revenue. Staff is advised that the province has a program to reimburse organizations for
losses. To date, staff has not received information about the provincial program.
After discussion with the BEAB, staff was directed to provide a report on the current status of
TRCA reserves. This is included in the agenda of the October 3rd meeting, and an additional
report on options with respect to reserves will be brought forward at a future BEAB meeting.
Also, staff was directed to report to the BEAB at its October 3, 2003 meeting on further
changes and adjustments needed to avoid a deficit, which is the subject of this
communication.
67
RATIONALE
Attached is an updated Financial Progress Report to September 30, 2003. With minor
exceptions, the projections prepared as of July 31, 2003, continue to be valid. Black Creek
Pioneer Village has seen its revenue projections deteriorate by about $50,000 due to weather
and the electricity outage in August. This is an added pressure. In effect, the projected deficit
(assuming no further action) of $451,900 previously projected is now at about $500,000.
Further, there is now an additional concern with the financial impact of the Asian Long Horned
Beetle infestation. Costs are being incurred and recorded with the expectation that funding
from the province and /or Government of Canada will be available. No estimates of the
potential costs are available.
Options to deal with the deficit are as outlined above, and staff is implementing the actions
identified. Also, the Conservation Foundation has increased its fund raising target and efforts
for 2003. If the CFGT is successful, and if they were willing to do so, a portion of the increased
fund raising could be allocated to assist the TRCA.
DETAILS OF WORK TO BE DONE
Staff will continue to monitor the financial situation and advise at the November 14th BEAB
meeting of any further developments. Staff continue to seek out potential government
programs which offer relief for revenues lost due to SARS and the electricity outage.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim DiIlane, extension 6292
Date: September 30, 2003
Attachments:1
68
Attachment 1
PROGRESS REPORT AS OF JUNE 30, 203, UPDATED FOR SUMMER REVENUE RESULTS
SUMMARY OF PROJECTED VARIANCES AT DECEMBER 31, 2003
ACTIVITY
FINANCE & BUSINESS DEVELOPMENT
Administration
Rental Properties
Greenspace Protection & Acquisition
Black Creek Pioneer Village
Food Services
WATERSHED MANAGEMENT
Program Administration
Development Services
Watershed Strategies
Resource Science
Environmental Services
C.A. Public use & Land Management
Enforcement and Security
CAO'S OFFICE DIVISION
Marketing
Communications
Corporate Services
Conservation Field Centres
VEHICLE & EQUIPMENT
Acquisitions and Maintenance
Program recoveries
Operating total
CAP /TAL
Land Projects
Admin Infrastructure
Enviro. Projects
Erosion /Flood Control
Waterfront incl. Port Union
Public Use Infrastructures
Capital total
Projected Change In Levy / Grant usage
Total Projected Deficit / (Surplus)
Expenditures
$ Over /(Under)
30,000
(197,300)
(28,800)
(149,500)
(76,300)
(22,000)
13,000
106,000
(14,500)
(36,700)
(155,400)
0
(3,500)
(44,000)
(9,700)
(96,000)
(25,500)
0
Revenue
$ Over /(Under)
50,000
(258,000)
35,000
(392,900)
(112,900)
0
(53,400)
111,000
0
(36,700)
(352,000)
(10,000)
0
0
0
0
0
(35,700)
(129,000)
(25,500)
0
(710,200)
0
0
(103,900)
0
(3,047,700)
(400,000)
(1,210,100)
0
0
0
0
(2,050,000)
(400,000)
(3,551,600)
69
(2,450,000)
Net Expenditures
$ Over /(Under)
(20,000)
60,700
(63,800)
243,400
36,600
(22,000)
66,400
(5,000)
(14,500)
0
196,600
10,000
(3,500)
(44,000)
26,000
33,000
0
0
499,900
0
0
(103,900)
0
(997,700)
0
(1,101,600)
(1,101,600)
499,900
TERMINATION
ON MOTION, the meeting terminated at 10:13 a.m., on Friday, October 3, 2003.
David Barrow
Vice Chair
ks
Brian Denney
Secretary- Treasurer
c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #7/03
November 14, 2003
The Business Excellence Advisory Board Meeting #7/03, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, November 14, 2003. The Chair David Barrow,
called the meeting to order at 9:10 a.m.
PRESENT
Bas Balkissoon Member
David Barrow Vice Chair
Rob Ford Member
Dick O'Brien Chair, Authority
Bill O'Donnell Member
REGRETS
Ron Moeser Chair
Maja Prentice Member
RES. #C25 /03 - MINUTES
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
THAT the Minutes of Meeting #6/03, held on October 3, 2003, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Paul Speck, Vice President, Aon Reed Steinhouse in regards to
Toronto and Region Conservation Authority's Risk Management Policy.
(b) A presentation by Marty Brent, Manager, Black Creek Pioneer Village in regards to
Black Creek Pioneer Village Capital Infrastructure Projects.
RES. #C26 /03 - PRESENTATIONS
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
71
THAT above -noted presenation (a) be heard and received.
CARRIED
RES. #C27 /03 - PRESENTATIONS
Moved by:
Seconded by:
Rob Ford
Bas Balkissoon
THAT above -noted presenation (b) be heard and received.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C28 /03 - ELIMINATING BARRIERS TO EMPLOYMENT FOR NEW CANADIANS
Underemployment of new Canadians in the Toronto area.
Moved by:
Seconded by:
Bas Balkissoon
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the staff report on Toronto and
Region Conservation Authority (TRCA) initiatives for the inclusion of new Canadians and
others in employment, outreach and volunteer opportunities be received.
AMENDMENT
RES. #C29 /03
Moved by:
Seconded by:
• Bas Balkissoon
Rob Ford
THAT the following be inserted after the main motion:
THAT TRCA's contribution to Career Bridge, for Intern expense reimbursement, be
capped at $20,000;
AND FURTHER THAT staff be directed to monitor the effectiveness of the program in
2004 and report back to the Business Excellence Advisory Board at the end of 2004, prior
to any extension or expansion of the program.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
72
BACKGROUND
The Toronto Alliance formed out of recommendations of the Toronto City Summit and is made
up of key community stakeholders. It was recommended in the Toronto Alliance report,
Enough Talk, that there is a critical issue of unemployment or underemployment of new
Canadians that needs to be addressed to create the multicultural, inclusive society which is the
foundation of any healthy, economically vibrant and environmentally responsible city region.
The City of Toronto also conducted a study on discrimination and racism in employment and
recommended that significant initiatives to eliminate discrimination in employment be
implemented in full by 2008.
TRCA embraces this call to action and staff have been working on developing ways to
participate. The following programs /initiatives are currently being implemented at TRCA:
The Volunteer Network
A partnership has been developed between the Ontario Council of Agencies Serving
Immigrants (OCASI) and TRCA to further develop our volunteer network. This program will
assist new Canadians in gaining much needed Canadian work experience through placement
in volunteer positions with TRCA. Currently we have 75 volunteers working at TRCA through
this program, and the supply of volunteers is currently exceeding the demand. To address
this, TRCA's Volunteer Coordinator is exploring opportunities to link volunteers with other
environmental organizations, thereby expanding the impact of the overall program.
Career Bridge
Career Bridge is a Toronto Alliance pilot program designed to allow new Canadians to work in
an internship position at TRCA and other organizations to gain the needed Canadian work
experience. This is achieved through a website which matches new Canadians and employers
for placement in the internship program. TRCA is one of 14 host organizations in the public
and private sector, and we expect to hire two, 4 -month positions by December 2003. The cost
of participation in the program is $20,000 which will be paid as salary to the interns.
Newcomer Opportunities for Work Experience (NOW)
The NOW program was developed by the Toronto District School Board to allow new
Canadians to gain experience in a work placement in their field of expertise. We currently have
one employee for 2- months under this program. The salary for this position is covered by
NOW at no cost to TRCA.
World Education Services (WES)
WES is an organization providing services to Citizenship and Immigration to evaluate new
Canadians' educational accreditation. TRCA has partnered with WES to evaluate the
environmental educational accreditation. No financial implications to TRCA.
TRCA is going to conduct an audit of TRCA's readiness to support new Canadian employees,
including a review of our hiring policies and procedures and providing diversity training to staff.
As part of our overall Outreach program, we are going to provide mentorship to new
Canadians.
73
DETAILS OF WORK TO BE DONE
Staff are investigating the following programs with the intention of implementing them at TRCA
in 2004:
• Diversity training for all staff.
• Community Action Sites in areas with large immigrant populations.
• Multilingual staff speaker series for communities interested in environmental issues in their
language of choice.
• Incorporate inclusivity as part of our guiding principles for the 2004 Business Planning
Process.
• Job postings, events and volunteer opportunities through multicultural media in the GTA.
FINANCIAL DETAILS
$20,000 payment for participation in the Career Bridge program has been made and allocated
to account #018 -01. Any additional costs resulting from new initiatives will be reviewed by staff
and will be allocated to the Human Resources budget.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: November 03, 2003
RES. #C30/03 - FUTURE RESERVES POLICY
Establishment of a policy to develop and manage reserves and year -end
reporting on the status of reserves.
Moved by:
Seconded by:
Dick O'Brien
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be authorized to establish
operational reserves, on a business unit basis, within the guidelines outlined in the staff
report dated November 12, 2003;
AND FURTHER THAT staff report on the status of reserves as part of the 2003 year end
financial reporting process.
BACKGROUND
At the September 5, 2003 meeting of the Business Excellence Advisory Board (BEAB), staff
presented the financial progress report wherein substantial losses in revenue were noted for
2003. Concern was expressed regarding the Toronto and Region Conservation Authority's
(TRCA) ability to respond to future losses of revenue, whether caused by natural disaster,
economic downturn, weather or other external factors. At Authority Meeting #8/03, held on
October 31, 2003, the following resolution in regards to the status of the reserves as of
December 31, 2002 was approved:
THAT the staff report dated September 25, 2003 on reserves be received.
74
AND FURTHER THAT staff be directed to report back on a policy to develop and manage
reserves.
In review, on December 31, 2002 the TRCA's nine reserves totalled $2,210,949, as described in
the table below. Except for the "Provincial Revenue Sharing Policy" reserve, the use of these
reserves is completely under the control of the TRCA. It is not anticipated that the 2003
year -end reserve balances will be significantly different:
YEAR END RESERVES 2002
Vehicle & Equipment
446,792
Food Service Equipment
23,784
Major Office Equipment
31,061
Recreation Development and Restoration
306,075
Major Maintenance
225,910
Lakefill Quality Control
284,837
Tree Donation Program
38,148
Special Projects
804,342
Funds held under Provincial Revenue Sharing Policy
50,000
TOTAL
$2,210,949
RATIONALE
The events of 2003 clearly demonstrated that TRCA is vulnerable to sustaining significant
revenue losses by forces which it can't control. Reliance on municipal partners may not be
practical, given that the events which might prevent TRCA from reaching revenue targets would
also likely effect its partners and their ability to lend support. The remaining options appear to
include deep expenditure reductions with the resultant long term implications or reliance on
reserves. Depending on the nature of the program, there is a certain level of associated
expenditures that can be curtailed in the event of significant program revenue losses. The use
of reserves could be an effective measure when all other avenues of funding net expenditure
reductions, which do not have long term implications, have been exhausted.
There are also a number of other important issues to consider in formulating a reserves policy:
1) In addition to the use of reserves to protect the TRCA from severe revenue losses, staff
have noted, most recently within the latest strategic and business plan updates, the
desire to use reserves as a source of "seed" money that could fund innovative projects
and programs. Although the potential cash flows may be positive, when budgets are
tight, staff may be hesitant to assume the associated risk.
2) Reserves could also be used to help finance larger expenditures such as for major
maintenance, for which it could take several budget cycles to accumulate the funds.
75
3.) Finally, the use of reserves, if assigned by business unit, may encourage long term
planning within the unit.
For all of the above reasons, staff are recommending that a new set of reserves be established,
known as "Operating Reserves ", and be allocated by business unit or groups of related '
business units, as defined in the latest business plan, under the following guidelines:
1. Business unit reserve targets will be set at a minimum of 15% of operating revenues.
(This minimum target should be sufficient to handle most situations and takes into
account the consideration that not all of our operations and programs are likely to suffer
at the same time. For example, lack of snow for an entire season may cancel the ski
program but would likely not impact any other program.);
2. The reserve for Corporate Services be set at a minimum of 15% of the gross operating
expenditures budget;
3. Reserves will be drawn down by annual operating deficits from each business unit, but
increased by at least 50% of any annual operating surpluses;
4. Amounts not earmarked for any particular business unit will annually be directed to the
Corporate Services reserve and used for corporate endeavors, as outlined in annual
budget submissions.
A review of the 2004 preliminary estimates indicates that, based on the above guideline of 15%
minimum, approximately $2.5 million is required to accommodate the initial needs of the
business units. Although amounts in excess of this target could be achieved over time
depending on how much surplus individual units could generate, it would also be true that
while some units would be growing their reserves, others would be drawing them down. On
balance, it is not expected that operating reserves would significantly exceed the minimum
target levels of $2.5 million, based on 2004 revenue targets. Expenditures from reserves would
be subject to the normal budget process and approvals.
Now that the purpose and size of the reserves has been established, it is important to focus on
how the reserve targets will be reached. Initially, some of the existing reserves could be
reassigned for this purpose, but not all. The Vehicle & Equipment reserve has operated
effectively for many years and there would be no reason to change that now. Funds would be
available to any business unit for the purchase of a new or replacement item, subject to the
standard "charge back" rules. The Tree Donation reserve should be allowed to exist on its
own, as proof to donors that our obligation for the perpetual care of the trees is being met. The
Provincial Policy reserve is required under provincial rules and cannot be used for any purpose
not approved by the province, without the forfeiture of the provincial share of the proceeds,
usually 50 %. The 2004 preliminary budget allows for the use of the Special Projects reserve to
partially finance the proposed nursery work shop and office, and unless other funds were
found to replace this source, it would not be available to be used for building up operating
reserves.
A reassignment of the reserves as of Dec. 31, 2002, based on the above analysis would create
the following set of reserves:
76
PROPOSED RESERVES
Vehicle & Equipment
$446,792
Operating Reserves (new)
871,667
Funds held under Provincial Revenue Sharing Policy
50,000
Tree Donation Program
38,148
Special Projects
804,342
TOTAL
$2,210,949
As demonstrated in the table above, only about $872,000 from existing reserves would be
available as start up funds for the new operating reserves, significantly below the $2.5 million
target. If, however, alternative sources of funds could be found for the new nursery workshop
and office, then the operating reserves could be increased to almost $1.7 million. Staff will give
consideration to this possibility when finalizing the 2004 capital budget.
Staff will also explore the following possibilities as sources of new funds which can be applied
towards the operating reserve targets:
1. In addition to existing reserves, the TRCA has in hand significant unspent funds
associated with specific projects, mainly in the form of capital levy and from other
sources such as local municipalities, senior governments, project sponsors, etc..
Although, these amounts are earmarked, there may be a few limited opportunities to
redirect these funds to operating reserves, with the contributor's approval, where
necessary.
2. Another opportunity for funds which can be used to augment reserves may rest with the
Conservation Foundation, which at the end of 2002 held in excess of $1.1 million for
projects of the TRCA. For example, the foundation has in hand approximately $130,000
in a support fund for the Kortright Centre, from which the interest earned is directed to
the Kortright operating budget annually. At this time, it may be appropriate to ask the
foundation to transfer these funds over to the TRCA to help build up the Kortright
component of operating reserves. A complete review of foundation holding accounts
will determine whether there may be other funds which could be transferred.
3. A further measure that could help achieve the reserve targets could involve the
application of interest to end of year reserve balances. Although this would impact the
operating budget, which in 2003 had a provision for $300,000 in general interest
revenue, it could be an effective tool for ensuring that reserve balances grow and
maintain minimum targets. Staff will give consideration to the allocation of interest when
finalizing the 2004 budget, perhaps phasing in a full -yield allocation over several years
to minimize the impact on the budget. Based on average returns in 2003 and a full
target of $2.5 million, approximately $90,000 (of the $300,000) in interest earnings
would be required to augment reserves.
77
In addition to this minimum target for operating reserves, the business plan identifies the need
for consolidated head office space. As a preliminary estimate, an amount of at least $5.0
million will have to be raised over the next five years to make the new office space a reality.
Staff are proposing that a new Office Needs reserve be established and that the member
municipalities be asked to consider as part of the 2005 budget discussions levy contributions
of approximately $500,000 per annum based on the TRCA CVA cost \ benefit sharing formula.
In the interim, staff will pursue other sources of funds and partners to secure the balance of
funds required.
Accumulated Deficit
Before the discussion on reserves can be completed, it must be noted that the TRCA has an
accumulated deficit of just over $750,000, of which $390,000 is the unfunded balance of land
purchases from several years ago. The rest, $360,000 can be attributed to the Living Machine
project at Kortright, which was completed in 2000. At its peak, the accumulated deficit reached
almost $1.3 million, but was reduced to the current level by surpluses in the last several years.
At current pace, it may take a few years to completely erase these unfunded expenditures.
Given the financial hardships of 2003, a planned reduction in the deficit will likely be
postponed.
Staff have reported on these circumstances annually through the budget process and the
presentation of the annual audited financial statements. Staff have indicated a preference not
to use reserves to offset the deficit, and a willingness to continue to seek possible sources of
funds to pay for these unfunded expenditures, particularly for land. It is recommended that
once the target for operating reserves is met, at minimum, that any surplus reserve funds be
used to offset the deficit.
In summary, staff will continue to explore all opportunities to achieve the targets. As part of the
2003 year end reporting on the audited financial statements, staff will bring back an update on
the status of reserves and the results of the various efforts noted above to find funds that could
be used to augment reserves.
Report prepared by: Rocco Sgambellurl, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: November 12, 2003
RES. #C31/03 - PROTOCOL FOR THE NAMING OF TRCA ASSETS
Establishment of a protocol for the naming of assets of the Toronto and
Region Conservation Authority (TRCA).
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT WHEREAS the Toronto and
Region Conservation Authority has the legal authority to name its assets;
78
AND WHEREAS TRCA is a privately and publically funded organization with many
stakeholders;
THEREFORE BE IT RESOLVED THAT the Protocol for the Naming of TRCA Assets shall
be a consultative process where required, subject to the criteria outlined in the staff
report, dated November 11, 2003.
CARRIED
BACKGROUND
In striving towards The Living City, TRCA has many donors who contribute directly and
indirectly to many of our environmental programs and to whom we provide some level of
recognition. One of the common potential types of donor recognition is the naming of physical
assets for a pre - determined period of time in celebration of the donor's contribution. The
naming of TRCA assets has always been an ad hoc process and in order to utilize this as a
method of donor recognition, TRCA needs to develop a consistent process. The naming of an
asset is usually dependent on the size of the donation and the appropriateness of the name
itself. TRCA recognizes that certain physical features such as unnamed watercourses are
named in consultation with the Ministry of Natural Resources, in accordance with a Provincial
protocol.
TRCA recognizes that our buildings, parks, lands, forests, special structures like bridges, and
other physical features are part of the neighourhood landscape of the communities that we
serve. To ensure that naming and potential name changes of our assets fits with the character
of the area, and given many of TRCA's assets are purchased in partnership with other
stakeholders, it is proposed that TRCA follow a consultative process, subject to the approval
of the Authority.
RATIONALE
TRCA will follow a consistent process to name or rename TRCA assets including lands,
structures and other physical attributes. This process would include:
• Researching the current and suggested names, particularly their historical relevance.
• Engaging in a consultative process with interested stakeholders, including Members of The
Conservation Foundation of Greater Toronto, donors, TRCA employees, Authority
Members, members of the public, municipal and other non -profit organizations.
All name changes shall be subject to approval of the Authority. Municipalities and other
stakeholders will receive information on the naming process including the rationale, the timing
of the name change and any research on the history of the name to allow for comment.
The naming of TRCA assets may contain any or all of the following:
• The name of a major individual or corporate /public sector organization, possibly a donor.
• The name of an individual prominent in the environmental or conservation community.
• A relevant historical name associated with the geographic area or community.
• The name of a strategic initiative, a citizen's group or other partnership of TRCA.
• Other names that may have significance for a specific site and area.
79
This approach would not be used for naming of events or programs, where a sponsor has
donated to a specific activity(s) and no permanent physical assets are being created.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: July 02, 2003
SECTION IV - ITEMS FOR THE INFORMATION OF ANOTHER BOARD
RES. #C32/03 - ACCOUNTS RECEIVABLE STATUS REPORT
November 2, 2003. Staff report on accounts receivable.
Moved by:
Seconded by:
Bas Balkissoon
Bill O'Donnell
IT IS RECOMMENDED THAT the report on accounts receivable of the Toronto and Region
Conservation Authority (TRCA), as of November 2, 2003, be received.
CARRIED
ANALYSIS
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $5,348.00 in accumulated interest arrears on invoices outstanding for
more than 30 days.
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
(Excluding Municipal Levy and MNR Grant - As at November 2, 2003)
Items in excess of $1,000.00 included in the 90- plus -days column, are listed on the following
page. Except for the amount of $4,621.56 due from Robertson Gaze Associates, these
amounts are deemed collectible.
80
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS AND
SCHOOL BOARDS
122,584
10,982
15,474
273
149,413
15.7%
GOVERNMENT
301,156
233,004
22,686
67,630
624,476
65.6%
CORPORATE,
INDIVIDUAL AND
COMMUNITY
GROUPS
78,794
54,798
11,327
33,291
178,210
18.7%
TOTAL
502,534
298,784
49,487
101,194
951,999
100.0%
% OF TOTAL
52.8%
31.4%
5.2%
10.6%
100.0%
Items in excess of $1,000.00 included in the 90- plus -days column, are listed on the following
page. Except for the amount of $4,621.56 due from Robertson Gaze Associates, these
amounts are deemed collectible.
80
Receivable balances, as reported on each of the previous reports to the Board, after 1999, are
presented below:
DATE
Total $
90 -Plus $
November 2, 2003
951,999
101,194
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27/01
371,985
17,153
May 25/01
1,132,443
44,810
March 26/01
621,560
167,094
December 30/00
1,014,021
67,981
September 06/00
596,536
47,728
March 19/00
869,266
100,758
February 15/00
1,007,850
42,952
81
The list below itemizes accounts greater than $1,000 included in the 90 day plus category.
CLIENT NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
Choirs Ontario
19,534.00
1,198.69
128
Amount owed re: summer music
camps at Albion Hills and Lake St.
George Field Centres. Group is
waiting for provincial funding before
they can pay TRCA. This is an
annual ritual with this company, but
have always paid in the end.
City of Brampton
4,429.80
202.34
98
For summer music camps at Albion
Hills Field Centre. Payment is being
processed.
JKD Family
3,120.60
191.49
131
Family function at Claremont Field
Centre. Payment is expected.
Robertson Gaze
Associates
4,621.56
283.59
142
For planting materials. Company has
advised that it is insolvent and cannot
make any payments.
CPI Plastics
1,467.00
67.02
98
Company picnic at Heart Lake
Conservation Area. Payment is
expected.
TOTALS
33,172.96
1,943.13
Report prepared by: Rocco Sgambellurl, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: November 5, 2003
TERMINATION
ON MOTION, the meeting terminated at 10:28 a.m., on Friday, November 14, 2003.
David Barrow
Vice Chair
/ks
Brian Denney
Secretary- Treasurer
82
c.
erTHE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #8/03
January 16, 2004
The Business Excellence Advisory Board Meeting #8/03, was held in the North Theatre,
Black Creek Pioneer Village, on Friday, January 16, 2004. The Chair David Barrow, called
the meeting to order at 9:45 a.m.
PRESENT
David Barrow Vice Chair
Rob Ford Member
Dick O'Brien Chair, Authority
Maja Prentice Member
REGRETS
Bas Balkissoon Member
Ron Moeser Chair
Bill O'Donnell
RES. #C33 /03 - MINUTES
Moved by: Rob Ford
Seconded by: Dick O'Brien
THAT the Minutes of Meeting #7/03, held on November 14, 2003, be approved.
CARRIED
PRESENTATIONS
(a)
A presentation by Tom Smith, Vice President, Business Development, Parc Downsview
Park, in regards to item 7.6 - Office Accomodation.
RES. #C34 /03 - PRESENTATIONS
Moved by:
Seconded by:
Maja Prentice
Dick O'Brien
THAT above -noted presentation (a) be heard and received.
CARRIED
83
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C35/03 - BAKER'S WOODS FOREST MANAGEMENT PLAN
Approval of the Forest Management Plan.
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Baker's Woods Forest
Management Plan be approved;
THAT staff prepare a 2004 work plan with the Region of York and the City of Vaughan,
subject to funding and available resources;
THAT staff proceed with the partnership property management agreement that will
address the financial obligations of the partners for plan implementation and
maintenance;
AND FURTHER THAT the City of Vaughan and Region of York be so advised.
CARRIED
BACKGROUND
Baker's Woods is a 31 ha woodlot located on the northwest corner of Regional Road 7
(formerly Highway 7) and Bathurst Street. It occupies the east half of Lot 11, Concession 2 in
the City of Vaughan, in an area that for planning purposes is known as Block 10.
The Baker family had occupied this land since immigrating from Pennsylvania, to Vaughan in
1802 and had managed the woodlot as a "sugar bush ". since 1816. In the late summer of
1997, Mr. Paul Baker sold his total land holdings of 79 ha, including the Baker's Woods, to
Sugarbush Developments Ltd. (Graywood Developments). Through the municipal planning
process, the woodlot was purchased by the City of Vaughan, the Toronto and Region
Conservation Authority (TRCA) and the Regional Municipality of York in late 1999.
Staff from the three agencies worked cooperatively to complete a forest management plan for
the woodlot and finalize the partnership property management agreement that details the roles
and responsibilities of the partners. In the interim, the partners launched a community planting
event in the spring of 2003. Adjacent to the Baker Woods Forest, the City of Vaughan is
currently developing a municipal park. City of Vaughan will pay regards to the forest
management plan in this development.
The forest management plan describes the natural and cultural features of Baker's Woods and
addresses the relevant management issues relating to the forest. The forest management plan
for the Baker's Woods contains recommendations for management for a 20 -year period with
5 -year operating plans to be proposed and implemented.
The goal of the plan will be to maintain and improve the integrity of all the natural heritage,
historical and social values of the woodlot. This forest management plan has been prepared to
aid in meeting the following objectives:
84
• to monitor and evaluate forest health and ecological viability;
• to protect the integrity and physical condition of the woodlot;
• to improve and maintain species diversity and wildlife values inherent in the woodlot; and
• to recognize and plan for heritage values and anticipated public use.
Summary of Proposed Management Activities for the 1st 5 -Year Operating Period
2003-2008
8.1
Forest Management - 5 -year Operating Priority (2003 -2008)
Target Dates
for
completion
Develop a detailed silvicultural prescription that would address the improvement of
forest health, improve stand structure, old growth features, wildlife habitat and
regeneration. The priority for removal would be trees of all sizes exhibiting
pathogenic disease. Trees exhibiting decline or severe defect could be
candidates for a snag development program.
June 2004
Implement the silvicultural prescription and develop a work schedule limited by
the removal of 1/4 of the basal area of the woodlot per yearly operation.
December
2004
- February
2005
Develop a regeneration plan to establish vegetation within existing forest gaps and
access roads and trails, where use of these routes will be discouraged and
discontinued. Forest gaps associated with past use will also be planted to
increase canopy cover. The plan will prioritize planting areas, estimate quantities
of plant material, determine suitable species and estimate project costs.
November
2004
Implementation of regeneration plan focusing on closing access roads and trails.
April 2005
8.2
Evaluation of Sap Production - 5 -year Operating Priority (2003 -2008)
Suspend tapping for spring 2002 through to 2006, after which an evaluation of
forest health and potential productivity is proposed to determine if sap production
is still considered to be a viable management option.
February
2005
8.3
Forest Protection - 5 -year Operating Priority (2003 -2008)
Edge Management and Hazard Tree Maintenance
Conduct annual assessment for hazard trees along woodlot perimeter and within
the 20 metre safety zone along the formal trail system by the TRCA, Region of
York and the City of Vaughan staff.
June 2004
City of Vaughan staff to forward a request to establish an official policy of
"no backyard gates" for those residences backing onto City of Vaughan property
adjacent to Baker's Woods.
January 2004
Access Management
Remove all remains of human activity and debris from the woodlot as part of
spring cleanup.
May 2004
Formalize public access and prepare trail design, determine trail alignment and
surface treatments for trails. Close all other roads and trails, and monitor public
use and the development of informal trails. Formalize the proposed trail location
and develop trail signage.
June 2004
Initiate proposed trail construction and improvements.
July 2004
85
The full plan will be available at the meeting or upon request prior to the meeting.
RATIONALE
It is the general intent of the plan to allow natural processes to shape the ecological structure
and function of the woodlot, acknowledging that some ongoing management and maintenance
will be required in the interest of forest health and public use. The initial 5 -year operating period
addresses management priorities that deal with immediate forest health, public use and safety
issues. From a practical standpoint, these priorities should be addressed prior to any
anticipated increase in public use of the woodlot.
FINANCIAL DETAILS
To date, the Regional Municipality of York has performed some hazard tree management, City
of Vaughan has done some edge planting and TRCA staff have removed some lean -to
structures. On approval of the management plan, the management agreement will address
the financial obligations of the partners for plan implementation. In the interim, funding for
Baker's Woods has been available from account 111 -52.
Report prepared by: Zoltan Kovacs, extension 5379
For Information contact: Zoltan Kovacs, extension 5379
Date: October 17, 2003
RES. #C36/03 - BLACK CREEK PIONEER VILLAGE EVENT PAVILION
Report to the Board on the Event Pavilion
Moved by:
Seconded by:
Maja Prentice
Dick O'Brien
86
Develop proposal to deal with removing the section of harden road /trail along the
western edge of the woodlot to direct users away from residential Tots adjacent to
the woodlot and north of the park. Also proceed with gravel pit rehabilitation.
July 2004
Invasive Species Control
Develop an invasive species control plan and identify problem areas and priority
for controls. Determine appropriate control methods and initiate control program.
January 2004
Monitoring Programs
Resume North American Maple Project sampling in cooperation with the Canadian
Forestry Service and re- establish monitoring plots and sampling methodology.
October 2003
Initiate annual collection of NAMP field information.
June - July
2004
Public Education and Natural Heritage
Organized planting event and distribute an invitation to adjacent landowners.
April 2003
9.0
Forest Administration - 5 -year Operating Priority (2003 -2008)
Annual meeting to discuss work plan.
November
2004
The full plan will be available at the meeting or upon request prior to the meeting.
RATIONALE
It is the general intent of the plan to allow natural processes to shape the ecological structure
and function of the woodlot, acknowledging that some ongoing management and maintenance
will be required in the interest of forest health and public use. The initial 5 -year operating period
addresses management priorities that deal with immediate forest health, public use and safety
issues. From a practical standpoint, these priorities should be addressed prior to any
anticipated increase in public use of the woodlot.
FINANCIAL DETAILS
To date, the Regional Municipality of York has performed some hazard tree management, City
of Vaughan has done some edge planting and TRCA staff have removed some lean -to
structures. On approval of the management plan, the management agreement will address
the financial obligations of the partners for plan implementation. In the interim, funding for
Baker's Woods has been available from account 111 -52.
Report prepared by: Zoltan Kovacs, extension 5379
For Information contact: Zoltan Kovacs, extension 5379
Date: October 17, 2003
RES. #C36/03 - BLACK CREEK PIONEER VILLAGE EVENT PAVILION
Report to the Board on the Event Pavilion
Moved by:
Seconded by:
Maja Prentice
Dick O'Brien
86
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be directed to continue to
proceed with the design for the Black Creek Pioneer Village Event Pavilion.
CARRIED
BACKGROUND
Development of new and expanded special events programming, and the creation of an events
facility are 2 key recommendations of the 1999 Black Creek Pioneer Village (BCPV) Strategic
Development Plan to revitalize the heritage attraction. New facilities to accommodate more
events and extra visitors was cited as a critical infrastructure upgrade at the 40 year old, open
air attraction. In addition, retrofit of the deteriorating heritage buildings was flagged as equally
necessary to attract and retain visitation.
With a capital commitment of $3 million for state of good repair and $3 million for new
infrastructure from the City of Toronto, BCPV staff have aggressively tackled facility
improvement in an effort to jump start attendance growth. The multi -year retrofit program has
brought many of the heritage buildings back from the brink to a remarkable state of good
repair. This has been achieved on time and on budget, with minimal disruption to operations
and visitors.
Concurrently, BCPV and TRCA senior staff worked with architects and program consultants to
design an Event Pavilion to serve a broad range of needs. To maximize resources the pavilion
was expanded to include new BCPV washroom facilities which were also identified as an
essential part of the capital renewal. The project was tendered in December 2001 and came in
at a cost of $2.6 million, well above the initial envelope of $1.2 million.
In January 2002, BCPV staff presented the Event Pavilion plan to TRCA member Ron Moeser
and City of Toronto Budget Committee member Joe Pantalone. Council members recognized
the value of the concept for BCPV but requested the project be further scrutinized and revised.
Councillors flagged 2 specific issues:
• proof that expanded programming would generate increased audience and revenue;
• the need to rethink the project design and scale back in light of the $1.2 million envelope.
BCPV staff have followed through on the directive on both these issues and the results are
summarized in this report.
I. Pavilion Redesign and Construction Schedule
BCPV staff and project architect incorporated the recommendations and findings of the past 2
years into the redesign of the event facility. The program evaluation and design rethink based
on broader experience has been most valuable. The redesigned Event Pavilion is scaled back
to a much more basic structure, but the building could be fully enclosed at a later stage,
should growth and expansion warrant it.
The simplified 5000 sq ft Event Pavilion structure will accommodate the basic needs within the
established $1.2 million budget. The 1- storey open air structure will sit on a concrete slab floor,
and in design fit the scale and context of BCPV. it is situated adjacent to the Village Green so
that programming can be contained within the pavilion or staged out to a larger audience on
the Village Green.
87
The Pavilion accommodates new washrooms and a snack bar for greater customer
convenience and retail potential. The washrooms account for nearly $300,000 of the $1.2
million total. BCPV requires new public washrooms that meet code, incorporate energy saving
fixtures, and can adequately handle visitor volume. They are a priority in the capital plan, and
have been effectively incorporated into the Pavilion plan to maximize resources. The plan also
includes snack bar space which meets public health standards, which is another infrastructure
priority in order to achieve greater revenue generation potential. The Pavilion mechanical
system links into the new energy savings gas loop, and serves as the centre to heat 3 other
buildings nearby.
The pavilion will fulfill the major requirements for:
• covered, open -air entertainment space;
• flexible space for various types of use and set -ups;
• ample power for performance requirements;
• new energy efficient public washrooms to replace aging 1960's washrooms;
• a basic green room for performers and equipment storage;
• a basic space for snack bar service for general daily and event use;
• gravel service lane way at the rear of the facility.
Project Schedule
January 2004
February/March 2004
March /April 2004
April - August 2004
Final drawings
Building permits and tender
Board award of construction contract
Construction
II. BCPV Development in the Context of the Toronto Culture Plan
Toronto's Culture Plan for the Creative City was adopted by Toronto City Council June 2003.
• The Culture Plan will guide Toronto's cultural development over the next 10 years.
• The Culture Plan demonstrates that Toronto's arts, culture and heritage assets are essential
to Toronto's economic future as well as its quality of life. This plan defines culture's role at
the centre of the economic and social development of the city.
Culture Plan Principles
• City Council recognizes that culture plays an essential role in building and sustaining a
diverse urban community that is socially and economically healthy.
• The City's cultural programs will promote inclusivity and celebrate cultural diversity.
• Toronto residents and visitors should have affordable and convenient opportunities to
participate in the cultural life of the city.
• City Council will play a leadership role to ensure that Toronto has a vibrant, active and
strong cultural life.
Culture Plan Goals
• The City plan has a goal of increasing participation in cultural events by residents in all
parts of the city.
• Heritage buildings and landscapes are the physical foundation of the Creative City. The
City's goal is to intelligently preserve them, to give a sense that Toronto is not like any other
place in the world.
88
Culture Plan Recommendations
• The Culture Division and its partners will promote inclusivity and celebrate cultural diversity
by providing a range of accessible cultural programs and opportunities.
• The Culture division will partner... to increase opportunities for free or low -cost participation
in arts and culture programs and events for children, youth, seniors, or other under -served
populations.
• The City's museums are repositories of our oldest cultural memories and play a significant
role in telling Toronto's story. Museums' future initiatives should have community and
tourism development goals.
• The City will develop partnerships with the private and non -profit sectors and with other
levels of government to foster culture through renovated, expanded and new cultural
facilities.
• The City will use the Cultural Facilities Database to identify potential public benefits through
the development review process and to help implement Council's policy, adopted in the
Official Plan, to create Arts Districts and Cultural Corridors that can draw visitors and
revitalize communities.
City of Toronto Culture Plan - Economic Impact
• Experience has shown that every dollar the City invests in its own cultural programs
generates a combined direct and indirect economic impact of $2.20. In addition, every new
dollar invested by the City in arts and culture grants will leverage approximately $4 in
funding from other sources.
• Each dollar invested (directly and indirectly) in cultural activities by the City generates 3.2
dollars in economic activity.
• The Toronto culture sector provides over 190,000 jobs, and employs 14% of the city's work
force.
• A recent Statistics Canada survey has shown that 56% of American adult travellers included
a cultural component on their most recent trip.
• The City Culture Division now has a database of all known cultural operations. The
database shows that the northwest corner of Toronto is under - served in cultural institutions
given the population density, while the downtown core is has a rich array of institutions
within the emerging Cultural Corridors. The database and cultural maps allow staff, council,
residents, and private developers to see at a glance where things can be improved.
III. The 2003 Black Creek Pilot Music Festival
BCPV developed, launched and tested new programming over 2 years, 2002 and 2003 as part
of the business plan for the Pavilion. ( 2002 Music in the Streets, 2003 festival Sensational
Sounds of Summer) BCPV raised $130,000 through private donations and leveraged grants
to launch the pilot summer music festival. Program evaluation covered content, marketing
campaign, audience feedback, venue strengths and weaknesses, performer feedback,
operational logistics and cost/benefit analysis, of which the following are highlights:
Festival Program
• BCPV engaged musicians, dancers, puppeteers, storytellers, food and craft vendors; BCPV
staff developed additional on -site child- focused programming and expanded retail
products to integrate with the festival.
• Both professional artists and local community arts groups performed.
89
• 33 performing groups totalling over 200 performers enlivened the two stages in tents on the
Town Hall Green in the centre of the attraction.
• The festival targeted 7 ethnic and cultural communities, celebrating the cultural diversity of
Toronto and offering more inclusive programming to reflect the population.
• While performers were enthusiastic about a new event at a new venue, vendors were not as
easy to attract, preferring to commit to events after they have built the event for several
years and developed a solid following and reputation.
Marketing Campaign
• Because of SARS, the marketing focus was shifted to local markets only.
• There was sufficient program critical mass to develop a significantly stronger marketing
campaign than BCPV has ever previously mounted.
• Visitor survey results indicate significantly higher than average awareness of special events
- 65.6% compared to the 50% benchmark in 2001.
• Significant increased visibility in non - traditional media.
• Increased outreach to local under - served community of Jane /Finch.
Audience Feedback
• 65.6% visited BCPV specifically because of the music events.
• Guest feedback was extremely positive confirming quality and good value.
Venue Strengths and Weaknesses (including Performer Feedback)
• BCPV is seen as a strong, exciting location for entertainment, because of the unique
heritage /natural setting.
• 40' x 80' tent was erected on the Village Green for entertainment, providing shelter from sun
and rain, and seating for 400. BCPV rented the tent, the 20 X 20 stage, sound equipment
and seating for the 7 week period at a cost of $20,000.
• Tent rental was a good short term option, however there were deficiencies in performance
quality, extra costs for weekly set -up and break down, grounds restoration costs, storage
and green room deficiencies that diminished overall efficiency and effectiveness of program
delivery.
• Ceiling heights were found to be inadequate for dance groups in elaborate costume.
• Lighting was not rented for this pilot, however it is a mandatory requirement for future.
• Vehicle access by performers had to be restricted in the historic core during operating
hours for visitor safety. Direct road access to a shipping entrance in the venue for suppliers
is required.
• Severe weather (lightening storms) caused some damage to equipment and instruments in
tents, and shows were interrupted when equipment had to be disconnected.
• The tent lacked secure facilities for valuable equipment such as sound systems, props, etc,
which required added labour every event morning and night.
• The temporary Green Room constructed in the basement of Laskay Emporium provided
the minimum level of accommodation performers require (a change room and some
storage). Performers expressed a desire for at least one private washroom, air conditioning
and sufficient space to accommodate groups of up to 20 performers. Also, they require
ceiling heights of at least 8 feet for headdress and other costumes, etc..
• Grounds restoration after the removal of the tent was problematic. Regeneration of grass
on the predominantly clay soil base material has not been successful, affecting subsequent
programming.
90
Facility Recommendations:
• BCPV must provide a more permanent structure to ensure coverage against rain, keep
performers and equipment dry and protected, provide shelter for the audience and be
equipped to handle electrical needs.
• provide greater stage capacity of 20' X 30' and ceiling height of 14 feet or more to
accommodate dancers costumes, props and equipment.
• expand the food service, including a beer garden, and ensure amenities are in close
proximity to the entertainment area and meet all health regulations.
• increase the volunteer corps to look after event details efficiently.
• provide a larger Green Room with washrooms, change rooms and air conditioning to
accommodate an average of 20 performers.
• use better quality sound equipment and contract a sound technician during alt events.
• develop more contacts with craft vendors to participate at events.
Direct Results
• Newly established collaboration with the Aboriginal community to host the first Metis Arts
Festival at BCPV on July 17 and 18, 2004.
• Sponsorship development to underwrite program and marketing costs for future
programming.
• Increased visibility in non - traditional media, relationship building with Le Metropolitan
(French) and Tandem (Italian) Community newspapers as well as coverage on OMNI
Television, Radio Krin and Chin Radio.
Costs and Benefits of Expanded Programming
The impact of SARS and the Toronto Blackout, which forced the cancellation of 1 weekend
event, have skewed 2003 attendance well beyond normal operating levels, which has limited
our ability to conduct a thorough comparative evaluation and analysis. The substitution of
domestic audience for lost foreign audience was not achieved. Attractions in Toronto
experienced attendance declines of 15% - 25 %.
• Weekend Festival attendance was up 22% over 2002 non - festival weekends.
We believe that this 22% increase in visitation is a good sign in a bad year.
• 2003 summer weekday attendance was down 16% compared to 2002 summer
weekdays.
• Festival attendance and revenues fell short of initial targets (set a year prior to SARS).
• Of the projected attendance of 18,000 over 7 weekends, the actual attendance was 8,300
over 6 weekends. (46 %)
• Of the total projected revenue of $217,000 (from all parts of the venue) at a per capita of
$12.05, the actual revenue was $100,000 (46 %) at a per capita of $11.94. This is of note
because projected targets factored strong tourist visitation (with higher per capita
spending) than Toronto residents, but actual attendance was predominantly Torontonians
who spent more per capita than usual at the festival.
• Due to SARS emergency efforts, there was an especially high rate of free attraction
admission coupons valid July - September, and BCPV experienced abnormally high
redemptions during the Festival.
• It rained part of 11 out of 12 weekends during the summer of 2003. The weekend of the
blackout was the rain free weekend.
91
Building Events Takes Time
• Festivals or major events build a following .over time. In this industry it generally takes 3 to 5
years to establish strong audience awareness, brand recognition and solid attendance. As
the event takes hold, the audience grows, and opportunities develop with vendors,
performers, suppliers and sponsors.
• Costs were split between entertainment and marketing in order to launch a program in a
venue that is not known for outdoor entertainment. Visitor response was tracked for
awareness of events and decision to attend. In both areas survey results demonstrated
large increases, positive indicators about the type of programming selected and successful
impact of marketing to build attendance.
• The 2003 pilot event attendance does provide positive indicators to confirm that BCPV
events draw increased attendance. The correlation between events and attendance
increases was substantiated in the BCPV Strategic Direction Plan and identified as a
primary development need for greater financial sustainability of BCPV.
IV. Social / Economic / Cultural Benefits in Northwest Toronto
"Toronto residents and visitors should have affordable and convenient opportunities to
participate in the cultural life of the city. "City Culture Plan
Black Creek Pioneer Village is situated in northwest Toronto, in Ward 8, at the intersection of
Jane Street and Steeles Avenue. It is adjacent to York University, which has a staff and student
body of about 60,000. The campus is in massive growth mode, with the addition of Seneca
College at York, the new Schulich School of Business and other construction, a new 400 home
residential subdivision and Tennis Canada's new Tennis Centre.
BCPV is easily accessible to residents across the entire north end of the city including
communities of Rexdale, Downsview, Willowdale, Agincourt, Weston and Etobicoke. To the
immediate north in York Region are the City of Vaughan and Towns of Markham and Richmond
Hill, including the communities of Woodbridge, Maple and Thornhill The population of North
York (Downsview and Willowdale) is 627,000. The population of Etobicoke, the northern half of
which is close BCPV is 347,000. The population of Vaughan and Markham is over 400,000.
Today Vaughan is the fastest growing community in the GTA with a growth rate of 38% in the
last 5 years. In this same period, Ward 8 population decreased by 0.8 %, Ward 7 population
decreased 1.8% and Ward 9 decreased by 1.5 %. As of this date, there are 4 new single +
townhouse developments in the area, 2 at Weston Road /Finch and 2 at Keele /Finch, positive
indicators of growth and community renewal.
This northwest section of Toronto (Wards 7,8 and 9) is a community that is economically
disadvantaged and under - served. Jane and Shoreham area is ranked the 5th poorest
neighborhood in Toronto. Wards 7 and 8 falls below the average in many areas: the average
level of education is lower, the average household income level is lower, the level of
unemployment is higher and the number of apartment dwellers is significantly higher. There
are more lone parent families with children than average. There are more people per dwelling
than average. There are fewer people employed in management, applied sciences, social
science and education, arts and culture, and more than the average employed in trades and
manufacturing. There is less disposable income.
92
It goes without saying that while culture enriches the day to day quality of life, it is unaffordable
for many in our community unless special initiatives are created for under - served groups. It is
our objective to continue to provide greater access to programs by this immediate community
through more inclusive programming and where possible, removal of price barriers in specific
circumstances for the benefit of the community.
A survey of cultural venues in the City of Toronto* reveals a disproportionately low number of
cultural facilities in the northwest part of the city despite the size of the population. The
shortage is evident:
Museums
Art Galleries
Festivals / Events
Theatres / stages
*
**
City Total
26
21
31
45
# in North Toronto
5 **
2 (McMichael, Art Gallery of York)
1 (Doors Open)
2 (Toronto Centre for the Arts, York University)
City of Toronto website: Toronto Links/Toronto Attractions /Arts and Culture
Black Creek Pioneer Village, Gibson House, Museum of Contemporary Art, Toronto
Aerospace Museum, Zion Schoolhouse
There are a small number of local performance venues serving residents of York Region: City
Playhouse, Curtain Club Theatre, Markham Theatre. Kingswood at Wonderland is the only
large outdoor concert venue in the area.
There are no venues similar to Black Creek Pioneer Village in the general catchment area. The
expanded programming opportunities in an Event Pavilion will contribute to the quality of life of
the community in numerous ways:
• Facilities will be available to local groups for community -based programs and
performances.
• A broader more diverse range of cultural programming will be accessible to area residents,
celebrating diversity, inclusiveness.
• Improving access to local, under - served communities, particularly for children and seniors
on fixed incomes will enrich lives.
Report prepared by: Marty Brent, extension 5403
For Information contact: Marty Brent, extension 5403
Date: November 13, 2003
RES. #C37/03 - 2004 FEE SCHEDULE
Public Facilities and Programming. Changes to the 2004 Fee Schedule
for the conservation areas, Kortright Centre for Conservation and Black
Creek Pioneer Village.
93
Moved by:
Seconded by:
Maja Prentice
Dick O'Brien
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the 2004 Fee Schedule for the
conservation areas, Kortright Centre for Conservation and Black Creek Pioneer Village be
approved.
CARRIED
BACKGROUND
Each year staff review the fee schedule to determine any changes for the next season.
RATIONALE
In the past, fees have included the GST and PST. Attractions and entertainment venues are
moving toward the practice of adding GST and PST to the base price, and we would like to
move to this format as this approach will add to our bottom line revenue. Current fees for other
attractions are outlined in Attachment 1, yet many have indicated they will be moving to the
practice of adding taxes to their base price, a trend not yet indicated in the fees outlined.
General admission fees at Kortright and the conservation areas will still include GST in order to
facilitate the timely processing of visitors.
A price increase is recommended for all admission rates to increase revenue for Black Creek
Pioneer Village (BCPV). Our general admission rates have not been increased since 2002.
BCPV will remain slightly lower in price than similar cultural attractions in the GTA to remain
competitive (Attachment 1). The proposed rate increases will generate approximately
$108,000. in general public and memberships and approximately $30,000. in
Heritage /Education programs.
An increase in General School Tour Rates at Black Creek Pioneer Village is proposed. The
general school rate was increased by $0.50 for the 2003 season to help offset increasing
program costs. For the 2004 season, we are proposing an additional increase on all
categories, ranging from $0.93 to $1.59 (plus GST). These fees have not been raised since
2002. Overall, this increase will further help cover program costs and bring us in line with
competitors. Consultation with our education partners supports this increase.
We are proposing a fee increase on all categories of Black Creek General Admission Rates,
ranging from $1.39 to $1.65 (plus GST). As with the school rates, our general rates previously
included the GST. Our general admission rates have not been increased since 2002.
It is recommended that changes include an increase to Black Creek Pioneer Village Site
Specific Memberships of $10.00 for individual and $5.00 for families. These rates have not
been increased since 2001. The suggested increase on the family rate includes the new
suggested increase to the general admission fees and further promotes the "best value" of
purchasing a family membership. The suggested increase to the single membership follows
the general trend that a single membership is more than half of what a family membership
costs. It is further recommended that the Site Specific Memberships for Kortright and the
conservation areas be increased by $5.00 to be in line with Black Creek Pioneer Village.
94
It is proposed that the fee for Cross - Country Ski Equipment Rental Packages be increased to
offset increasing costs of equipment replacement. These fees have not been increased since
1998.
A new rate of $30.00 per night has been implemented for serviced campsites, complete with
sewage hook -up.
It is proposed that the fee for a book of ten pool passes for Petticoat Creek Pool be increased
to $22.50 plus GST. This price structure will provide the value of one free pass.
We propose that the fee for Maple Syrup Tours at Bruce's Mill be increased to $5.50 to offset
programming costs.
The Director of Finance and Business Development has reviewed the report and is in
concurrence with the recommended fees.
Changes from the 2003 Fee Schedule are shown in bold:
ITEM
#
ITEM DESCRIPTION
PST
8%
GST
7%
2004
BASE
2004
GROSS
2003
GROSS
4.0
For an annual pass valid only for admission to the
Conservation Area for which it is purchase:
4.1
for each person five years of age or over.
0.00
2.45
35.00
37.45
30.00
4.2
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
4.55
65.00
69.55
60.00
5.0
For fishing at Glen Haffy or Heart Lake:
5.1
per day, for each person fifteen years of age or
over, exclusive of general admission
0.00
0.35
5.00
5.35
5.00
6.0
For a permit for the use of a fishing pond at the Glen
Haffy Headwaters Trout Ponds, including general
admission and the use of row boats, per day;
6.1
For up to 75 persons on Monday's excluding
Statutory Holidays and 1 Sunday per month,
date of which is to be determined by TRCA staff
0.00
52.50
750.00
802.50
750.00
6.2
For each additional 25 or fewer persons
0.00
14.00
200.00
214.00
200.00
7.0
For the rental of boating equipment where available,
per hour
0.96
0.84
12.00
13.80
12.00
8.0
For a permit authorizing a special event extending past
regular operating hours and up to midnight, exclusive
of parking or general admission, per hour, subject to a
three hour minimum.
0.00
3.50
50.00
53.50
50.00
9.0
For a permit to use a designated group campsite,
subject to a limit of seven nights use, per night; for a
group of up to twenty persons;
9.1
for a group of up to twenty persons;
0.00
6.30
90.00
96.30
90.00
9.2
for each additional person, in conjunction with
a permit issued under item 9.1
0.00
0.21
3.00
3.21
3.00
10.0
For each day camper, not overnight, per day, inclusive
of general admission
0.00
0.14
2.00
2.14
2.00
95
11.0
For a permit to occupy an individual un- serviced
campsite, inclusive of general admission;
11.1
at Albion Hills, per night.
0.00
1.54
22.00
23.54
22.00
11.2
at Albion Hills, per week.
0.00
9.24
132.00
141.24
132.00
11.3
at Albion Hills, per month (28 days).
0.00
30.80
440.00
470.80
440.00
11.4
at Indian Line, per night.
0.00
1.61
23.00
24.61
23.00
11.5
at Indian Line, per week.
0.00
9.66
138.00
147.66
138.00
11.6
at Indian Line, per month (28 days).
0.00
32.20
460.00
492.20
460.00
11.7
on a holiday or other designated date, in
addition to the basic permit fee specified in item
11.1 or 11.4
0.00
0.14
2.00
2.14
2.00
12.0
For a permit to occupy an individual serviced
campsite, with water and hydro hook -ups, inclusive of
general admission;
12.1
at Albion Hills, per night.
0.00
1.75
25.00
26.75
25.00
12.2
at Albion Hills, per week.
0.00
10.50
150.00
160.50
150.00
12.3
at Albion Hills, per month (28 days).
0.00
35.00
500.00
535.00
500.00
12.4
at Albion Hills, per season.
0.00
112.00
1600.00
1712.00
1600.00
12.5
at Indian Line, per night.
0.00
1.96
28.00
29.96
28.00
12.6
at Indian Line, per week.
0.00
11.76
168.00
179.76
168.00
12.7
at Indian Line, per month (28 days).
0.00
39.20
560.00
599.20
560.00
12.8
at Indian Line, per season.
0.00
154.00
2200.00
2354.00
2200.00
12.9
on a holiday or other designated date, in
addition to the basic permit fee specified in item
12.1 or 12.4
0.00
0.14
2.00
2.14
2.00
New
For a permit to occupy an individual services campsite
with water, 30 amp hydro service, and sewage
hook -up inclusive of general admission:
13.1
at Indian Line, per night.
0.00
2.10
30.00
32.10
0.00
13.2
at Indian Line, per week.
0.00
12.60
180.00
192.60
0.00
13.3
at Indian Line per month (28 days).
0.00
42.00
600.00
642.00
0.00
13.4
at Indian Line, per season.
0.00
164.50
2350.00
2514.50
0.00
13.5
on a holiday or other designated date, in
addition to the basic permit fee specified in item
13.1
0.00
0.14
2.00
2.14
0.00
14.0
For a permit to occupy the Pleasantview Group
campsite at Albion Hills, inclusive of general
admission;
14.1
for up to ten camping units, for an adult group.
0.00
15.05
215.00
230.05
215.00
14.2
for each additional camping unit, in conjunction
with a permit issued to an adult group under
item 14.1
0.00
1.50
21.50
23.00
21.50
14.3
for up to ten camping units, for a youth group.
0.00
12.60
180.00
192.60
180.00
14.4
for each additional camping unit, in conjunction
with a permit issued to a youth group under
item 14.3
0.00
1.26
18.00
19.26
18.00
15.0
In addition to basic camping fees as specified in Items
11.0, 12.0 and 13.0;
15.1
for a permit to park an additional vehicle.
0.56
0.49
7.00
8.05
7.00
15.2
for a permit to park an additional vehicle, per
season
3.60
3.15
45.00
51.75
45.00
96
97
15.3
for each additional person occupying a
campsite over and above the campgrounds
specified site limit.
0.00
0.28
4.00
4.28
4.00
16.0
For a permit for the use of a group picnic site at any
conservation area, exclusive of vehicle or general
admission;
16.1
for a group of up to 100 persons at Boyd,
Heart Lake and Petticoat Creek Monday to
Saturday.
0.00
5.25
75.00
80.25
75.00
16.2
for a group of up to 100 persons at Boyd, Heart
Lake and Petticoat Creek on Sundays and
Statutory Holidays.
0.00
7.00
100.00
107.00
100.00
16.3
for a group of up to 100 persons at Albion Hills,
Bruce's Mill and Glen Haffy; Monday to Sunday
0.00
4.20
60.00
64.20
60.00
16.4
for each additional fifty or fewer persons, in
conjunction with a permit issued under item
16.1, 16.2, or 16.3
0.00
1.75
25.00
26.75
25.00
16.5
for the use of a picnic shelter with electrical
service, at Bruce's Mill, Albion Hills and Glen
Haffy, in conjunction with a permit issued under
item 16.1, 16.2, or 16.2
0.00
8.05
115.00
123.05
115.00
16.6
for use of picnic shelter without electrical
service, at Bruce's Mill, Albion Hills and Glen
Haffy, in conjunction with a permit issued under
item 16.1, 16.2, or 16.3
0.00
6.65
95.00
101.65
95.00
16.7
for the use of a picnic shelter with electrical
service at Boyd, Petticoat Creek and Heart
Lake, in conjunction with a permit issued under
Item 16.2, 16.2, or 16.3
0.00
11.55
165.00
176.55
165.00
16.8
for the use of a picnic shelter without electrical
service, at Boyd, Petticoat Creek and Heart
Lake, in conjunction with a permit issued under
item 16.1, 16.2, or 16.3.
0.00
10.15
145.00
155.15
145.00
16.9
for a permit for a fire in a designated ground fire
pit, in addition to any fees paid under item 16.0
0.00
4.20
60.00
64.20
60.00
16.10
for the use of a portable barbecue unit or corn
pot, in addition to any fees paid under item 16.0
3.20
2.80
40.00
46.00
40.00
17.0
For admission to the swimming area at Petticoat
Creek, exclusive of vehicle:
or general admission:
17.1
per day, for each person five years of age or
over.
0.00
0.17
2.50
2.67
2.50
17.2
each child under two years of age.
0.00
0.00
0.00
0.00
0.00
17.3
for a book of ten pool passes.
0.00
1.57
22.50
24.07
19.00
20.0
For the use of cross - country ski trails at Albion Hills,
inclusive of general admission:
20.1
for each person fifteenyears of age or over.
0.00
0.70
10.00
10.70
10.00
20.2
for each child five to fourteen years of age.
0.00
0.35
5.00
5.35
5.00
20.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
0.00
20.4
for each senior sixty-five years of age or over.
0.00
0.56
8.00
- 8.56
8.00
20.5
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
1.75
25.00
26.75
25.00
97
21.0
For the use of cross - countryski trails at Albion Hills,
inclusive of general admission, after 1 p.m.;
21.0
for each person fifteen years of age or over.
0.00
0.56
8.00
8.56
8.00
21.2
for each child five to fourteen years of age.
0.00
0.21
3.00
3.21
3.00
21.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
0.00
21.4
for each senior sixty -five years of age or over.
0.00
0.42
6.00
6.42
6.00
21.5
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
1.33
19.00
20.33
19.00
23.0
For the rental of a cross - country ski equipment
package consisting of skis, boots and poles:
23.1
for each person fifteen years of age or over, per
day.
1.04
0.91
13.00
14.95
13.00
23.2
for each person fifteen years of age or over, per
day, after 1:00 p.m.
0.72
0.63
9.00
10.35
9.00
23.3
for each child fourteen years of age or under,
per day.
0.80
0.70
10.00
11.50
10.00
23.4
for each child fourteen years of age or under,
per day, after 1:00 p.m.
0.60
0.53
7.50
8.63
7.50
23.5
for each person fifteen years of age or over, in
a group with a reservation, including trail fees,
per day, subject to a minimum group size.
1.20
1.05
15.00
17.25
13.00
23.6
for each person fourteen years of age or under,
in a group with a reservation, including trail
fees, per day, subject to a minimum group size.
0.80
0.70
10.00
11.50
8.00
25.0
For a guided tour at Bruce's Mill during the maple
syrup program, subject to minimum group size of
twenty persons.
0.00
0.39
5.50
5.89
4.75
27.0
For general admission to Black Creek Pioneer Village,
during the regular operating season, per day:
27.1
for each adult from fifteen to fifty -nine years of
age.
0.00
0.77
. 11.00
11.77
10.00
27.2
for each child from five to fourteen years of age.
0.00
0.49
7.00
7.49
6.00
27.3
for each child four years of age or under
accompanying their family.
0.00
0.00
0.00
0.00
0.00
27.4
for each child four years of age or under visiting
as part of an organized group under
supervision.
0.00
0.42
5.95
6.37
5.00
27.5
for each senior sixty years of age or over.
0.00
0.70
10.00
10.70
9.00
27.6
for each student fifteen years of age or over,
with student identification.
0.00
0.70
10.00
10.70
9.00
27.7
for each student participating in a General Tour
program.
0.00
0.49
7.00
7.49
6.50
27.8
for each student participating in a specially
designated tour program, subject to a minimum
group size.
0.00
0.56
8.00
8.56
7.50
27.9
for each student participating in a designated
activity Program, subject to a minimum group
size.
0.00
0.70
10.00
10.70
9.00
27.10
for each student participating in the Dickson's
Hill School program, per day, subject to a
minimum group size of twenty persons.
0.00
0.49
7.00
7.49
6.00
98
28.0
For an annual pass valid ONLY for general admission
to Black Creek Pioneer Village, inclusive of parking
fees:
28.1
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
4.55
65.00
69.55
60.00
28.2
for a person twenty -five years of age or over.
0.00
2.45
35.00
37.45
25.00
32.0
For a Guided Tour at Black Creek Pioneer Village, as
part of a tour group with a reservation, including
general admission:
32.1
for each adult from fifteen to fifty -nine years of
age.
0.00
0.79
11.25
12.04
10.95
32.2
for each senior sixty years of age and over.
0.00
0.72
10.25
10.97
8.95
33.0
For parking at the Kortright Centre for Conservation,
per vehicle, per day, exclusive of general admission.
0.08
0.07
2.00
2.14
2.00
34.0
For general admission at the Kortright Centre for
Conservation;
34.6
for each student participating in a general tour
program, subject to a minimum group size.
0.00
0.42
6.00
6.42
6.00
34.7
for each student participating in a specially
designed tour program, subject to a minimum
group size.
0.00
0.49
7.00
7.49
7.00
34.8
for each adult from fifteen to sixty -four years of
age participating in a specially designed tour
program, subject to a minimum group size.
0.00
0.54
7.75
8.29
7.75
34.9
for each senior sixty-five or over participating in
a specially designed tour
0.00
0.42
6.00
6.42
6.00
35.0
For an annual pass valid ONLY for admission to the
Kortright Centre:
35.1
for each person five years of age or over.
0.00
2.45
35.00
37.45
30.00
35.2
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
4.55
65.00
69.55
60.00
Report prepared by: Derek Edwards, extension 5672
For Information contact: Derek Edwards, extension 5672
Mardi Alexander, extension 5414
Date: January 5, 2004
Attachments: 2
99
Attachment 1
TORONTO AND AREA ATTRACTIONS
PRICES 08/14/03
ATTRACTION
ADULTS
CHILDREN
STUDENTS
SENIORS
FAMILY
PARKING
FAMILY
MEMBERSHIP
INDIVIDUAL
MEMBERSHIP
COMMENTS
African Lion Safari
Summer Rates*
admin@lionsafari com
(519) 623 -2620
www lionsafari com
$22.95
+tax
(13-64
yrs.)
$16.95 +tax
(3-12 yrs )
(under 2
free)
-
$18 95+
(65 +)
$15 95+
n/a
n/c
$56.85+
(Regular)
$51.75+
(Senior - 65 +)
Na
Fall & Winter Rates:
$13.95+
$19.95+
$49.95+
Children (3-12)
Art Gallery of Ontario
$14.00
$7.00
$11.00
$11.00
$30.00
PUBUC
$100 00
$7500
Sat -Sun*
(416) 977.0414
(4-11 yrs.)
(2 adults /5
children)
10-5:30
Tues- Fn: 11- 6
Minimum
Wed.: 11.30-8
GUIDED TOURS
$1400
$7.00(half)
$14.00 (full)
$11.00
$11.50
20-25, 1 free
Special exhibits are
ticketed separately.
Bata Shoe Museum
$6 00
$2.00
$4.00
$4.00
$12.00
$12 00
Admission Is free on the
(416) 979 -7799
(5-14 yrs,
under 5
free)
(65 +)
(2
adults +2
children)
(Public
Parking)
first Tues. of every month.
Black Creek Pioneer
$10 00
$6.00
$9 00
$9 00
n/a
$6 00 per
$60.00
$60.00
Village
(5-14, under
(15+ with
(60 +)
car
BCPV
(416) 736 -1733
5 free)
1 D.)
(2 adults &
510 95
$6.00-$6.95/
$8 95
children
560.00
GUIDED TOURS
$9.00
$6.00/$8.95
25 ppl., 1
free
under 18)
$100 00
(CA
JOURNEYS)
C.N. Tower
518.99
$13.99
n/a
$1699
n/a
n/a
n/a
n/a
Additional Cost - Skypod:
(416) 360-8500
www.cntower.ca
(4 - 12yrs.;
under 4
free)
(65 +)
$8.00
Attractions on concourse
level.
$800
Canada's Wonderland
$52.42+
$26.20 +
n/a
$26.20+t
Na
$7.50
5319.95+ tax
$99.99+ tax
Grounds:
(905) 832 -7000
tax
tax
ax
M day
(4 family
$24 99(+tax)
www.canadas- wonderla
(7 - 59)
(3-6 yrs;
(60 +)
members)
12 Coupons:
nd.ca
under 3
free)
$79.99+
$26.99( +tax)
Disabled:
- less than
48' -
(additional
members)
$27.99(+tax)
Casa Loma
$12.00
$6.75
57.50
57.50
n/a
CITY
n/a
n/a
$300.00 + GST
(416) 923 -1171
www.casalomaorg
(5-16
yrs.;under 5
free)
(14 -17)
(60 yrs +)
$2 75/hour
$8 25
max. /day
(12:00 - 2:00)
9:30 -5:00
GROUP
$7.75
$5.50
$5.50
$5.00
57.00 Max.
GUIDED (SCHOOL)
$9 75
$9 75 +
$9 75 +
TOURS
+$2.00
$9 75 +
57.50
$7.50
57.00
Centreville
(416) 203 -0405
www.centreisland ca
$23.00 - 4'
and over
FERRY -
Additional fee for the ferry
to Centre Island.
56.00
Adults
$16.50 - 4'
and under
-52.50
Children
(2 -14)
572.00 -
Family
Pass (4
people)
Colborne Lodge
$3 50
$2.50
Na
52.75
n/a
Na
Na
Na
Open:
(416) 392-6916
Tues - Sun
(Noon - 4:00 p.m.)
100
Cullen Gardens and
Miniature Village
(905) 686 -1600
$11 45
$5.05
(3-12 yrs )
$8 25
(13+ with
ID)
$8.25
(65 +)
$36 35
(2
adults/3
children
to 16 yrs.)
Free
$91.45
(2 adults, 3
children)
Season Pass
Adults: $41.14
Students:$35.0
0
Seniors'
$75.00 flat rate for
wedding pictures
Children $3.99 every
Thurs. in Jul. & Aug.
$32 00
Doon Heritage
$6.00
$3.00
$4 00
$4 00
$1500
n/c
$26 75
$1600
Crossroads
(519) 748 -1914
(5-12, under
5 free)
(12 -18 yrs.)
(2 adults
& their
children)
(2 adults &
their children)
Dundum Castle
$10.00
$5 00
$8 00
$8.00
$25.00
n/a
Na
n/a
Includes admission to
(905) 546 -2872
(5 -12yrs;
under 5
free)
(15 +)
(2 adults
& seniors/
children)
Military Museum.
Fantasy Fair
$13.95
$10.95 -
Na
$25 00
n/a
Na
n/a
Na
Woodbine Centre
(Day
$11.95
(Day
(416) 674 -5437
www fantasyfair.ca
Pass)
(Day Pass)
Pass)
Genesee Country
$12.50
$7.00
$9.50
$9 50
$75.00
Single: $50.00
US Funds
Village and Museum
(4-16 yrs )
(with ID)
(62 +)
Couple $65.00
(New York)
(716) 538-6822
George R Gardiner
$10.00
$6 00
$6 00
$6 00
$24.00
25% Group
n/a
Na
FREE admission 1st
Museum of Ceramic Art
Discount
Tuesday of month.
(416) 586 -8080
(416) 975 -4094,
ext.5075
www gardinermuseum
on.ca
Henry Ford Museum
$14 00
$9 00
Na
$13 00
Na
Na
$99 00
$45 00
US Funds
and
for
for Museum
for
(2 adults+ kids
Museum
Museum
under 19)
$12.00
Greenfield Village
$1800
for Village
$17.00
$70 00
(Michigan)
for Village
for Village
(Couple)
(313) 271 -1620
(13 &
over)
Historic Fort York
$5.00
$3 00
$3.25
$3.25
n/a
free
n/a
n/a
Summer .10-5
(416) 392 -6907
(6-12 yrs.;
(13-18 yrs.)
Fall/Winter.
•
under 6
free)
10.4
Hockey Hall of Fame
$1200
$8.00
n/a
$8.00
n/a
n/a
Na
n/a
(416) 360 -7765
www.hhof com
(4-13 yrs.)
(under 4
free)
(65 +)
Kortright Centre
$5.00
$3.00
TOURS $5.75 (half0 &
$10.50 (full)
Lang Pioneer
$6.00
$3 00
$5.00
$5.00
$15.00
n/c
$60.00
$24 adult
Village /Century Village
(705) 295-6694
(14 yrs &
under; 4 &
under free)
(15-18 yrs)
(60 yrs +)
(2 adults
& 4
children)
$20 senior
$20 students
$12 kids
14 yrs &
under
Mackenzie House
$3.50
$2.50
$2.75
$2.75
Na
Na
n/a
Na
Open Tues - Sun.
(416) 392-6915
Markham Distnct
$5.00
$3 00
$4.00
$4 00
$16 00
Nc
Na
n/a
$50.00 wedding groups
Histoncai Museum
(905) 294 -4576
www chin gc ca
(5 & under
free)
(15 + with
ID)
(65 +)
(2 adults
&
children)
McMichael Canadian
$15.00
(5 & under
$9 00
$9.00
$30.00
$5.00 per
$75.00
$49.00
Various membership
Art Collection
(905) 893 -1121
free)
(free on
Wed)
(2
adults/3
children -
under 18)
car
(2 adults and
kids under 18)
levels.
Seniors, non - Ontario
residents & Artists'
membership - $35.00
$13.00
$1200
$12.00
GROUP TOURS
Medieval Times Dinner
$56 95
$38.95
Na
Na
n/a
Na
Na
n/a
& Tournament
(416) 260 -1234
www.medievattimes.co
m
(under 12
yrs )
101
Montgomery's Inn
(416) 394 -8113
$3.00
$1.00
$2.00
$2 00
$8.00
n/a
Na
n/a
Open Tues. - Sun
MZTV Museum of
Television
(416) 599 -7339
$6 00
$4 00
$4 00
$4.00
n/a
Na
n/a
n/a
Old Fort Henry
(613) 542 -7388
$10.75
$5 25
(5-12 yrs.)
$1.50
(2-4 yrs.)
Under 2 free
$8.50
(13-18 yrs.)
10%
discount
n/c
Na
$35 00/yr.
Has different prices for
special events.
Ontario Place /CNE
General
GRAOUNDS PASS
(416) 314 - 9787
PLAY ALL DAY
PLAY ALL DAY (After
5 p.m.)
$10.00
$25.50+
$15.50+
$10 00
(4 & up)
$12.00+
(under 106
cm)
3 & under
free
$10 00
$25 50+
(over 160
cm)
$15.50+
$10 00
$16.00
(55+)
Na
$9.00 - car
(a.m.)
$5.00 - car
(p m.)
FREE- BUS
$5 00-
Motorbike
$12.00 - RV
Na
$49.00
Grounds Admission free
after 5 p.m.
Theatre and shows extra.
During CNE - different
prices.
Ontario Silence Centre
(416) 696 -3159
NO GUIDED TOURS
AVAILABLE
$13.00
(18-63
yrs.)
$7.00
(5-15 yrs ;
under 5
free)
$9 00
$9.00
$7 00
$90 00 (Family)
$170 CO (Gold)
$52.00
(Individual + 1
guest)
Theatre is extra.
Riverdale Farm
(416) 392 -6794
Free
Admissio
n
OPEN DAILY
Royal Ontario Museum
(416) 586 -5549
www.rom.on.ca
$16.50
$10 00
(5-14, 4 &
under free)
$12 00
(15 & over
with 1 D.)
$12.00
(65 +)
$35 00
(2 adults
& 4 kids
17 and
under)
n/a
$99 00
(2 adults and 4
children)
$85.00
Friday Free.
4:30-8.00 p m.
Sun.• 11-6 p m.
Mon -Thurs & Sat . 10 - 6
Fn . 10 - 9:30
Royal Botanical
Gardens
(416) 586 -5549
$10.00
$6.00
(5 -12yrs;
under 5
free)
$7.00
$7.00
Na
$99.00
(2 adults &
children under
18)
$85.00
Open: Apnl - October.
Sainte -Marie Among the
Hurons
MAY - OCT. 14
(705) 526-7838
www.saintemarieamong
thehurons.on.ca
OCT. 15 - NOV. 1
$9.75
$7.50
$6.25
(5 & under
free)
$7.50
$6 25
$7 50
$6.25
$7.50
Na
n/c
Na
Na
Open 10-5 until Oct 11
Groups 4 or more group
receive $1 off each
admission.
Spadina House
(416) 392-6910
$5.00
$3.00
$3.25
$3 25
Na
Na
Na
Na
Open:
Tues. - Fri. (12 - 4 p.m.)
Sturbridge, US
(508) 347 -3362
$20.00
$10.00
(6-15 yrs.)
Na
$18.00
(65 +)
Na
Nc
$80.00
(2 adults &
children under
18)
$50.00 - Single
($130.00 3yrs)
$80.00 -
Couple
($195 00 3yrs.)
Second Day free.
US Funds.
Todmorden Mills
(416) 396 -2819
borough.eastyorkon.ca
$3.00
$1.50
(6-12; under
5 free)
$2.25
(with ID)
$2.25
(60 +)
n/a
Nc
Na
Na
Open May to Dec. 15
Toronto Zoo
(416) 392 -5900
www.torontozoo.com
$18.00
$10.00
(4-12 yrs.,
under 4
free)
Na
$12.00
(65 +)
n/a
$8 00
$115.00
(2 adults /4 kids
4 - 12 yrs)
$55 00
(18-64 yrs )
$30 00 /student
$90 00 /couple
Summer: 9 - 7.30
Winter: 9 - 6
Upper Canada Village
$16.95
$7.50
(5-12 yrs)
$10.50
(13-64 with
ID)
$15.95
(65 yrs+)
10%
discount
(2 adults
+children
n/c
2003 passport
$30.00/ adult
$18.00/ student
$12.00 /child
n/a
Westfield Village
$5.75
$2.75
(6 -12yrs)
n/a
$4.75
Na
$3 00
n/a
Na
Mon. -Fn. School groups
only.
Open to public Sun.,
Holiday & Special events
Smallest budget for Living
History Museum
($300,000)
102
Wild Water Kingdom
$23 00
(10 &
over)
$17.50
(4 - 9 yrs.)
(4 & under
free)
n/a
$17.50
n/a
n/a
($175.00
(family of 4)
$54.95
After 4.00 p m. - $12 00
York University
n/a
n/a
n/a
n/a
n/a
$7.00 /day
$67.00/
monthly
n/a
n/a
■
103
Attachment 2
TRCA 2003 Fee Schedule Public Facilities and Programming
Conservation Areas items 1 to 25
Black Creek Pioneer Village items 26 to 32
Kortright Centre for Conservation items 33 to 35
Miscellaneous item 36
Discounts items D1 to D2
The Authority on October 4, 2002 approved the TRCA's 2003 Fee Schedule (Meeting #05/02), Staff to
report at the beginning of 2004 on the impact the increased fees had on attendance at the Conservation
Parks. Most fees listed in this Schedule take effect January 1, 2003.
Gross fees listed in the Schedule and printed in bold face are those amounts to be quoted to the public.
These fees include any applicable federal or provincial taxes. Detail is provided as to actual base fees
and related tax amounts.
Additional copies of this Fee Schedule may be obtained from Watershed Management / Conservation
Areas. This document may be found online as f: \fo \public \fees \fee03.wpd in WordPerfect v6.1.
Updated material may be distributed from time to time to include supplementary fees which are related to
specific program activities or to reflect changes to the Schedule.
Printing history
v1.0 02.11.27 original release date
Significant changes
Please be sure to review this updated Fee Schedule in its entirety to familiarize yourself with it. Note that
several significant changes have been made as follows:
• removal of weekday rates (items 2.0 to 2.4)
• removal of weekday vehicle admission to Petticoat Creek. (item 3.2)
• general increase to annual passes valid ONLY for admission to Conservation Area for which it is
purchased (items 4.0 to 4.2)
• general increase to fishing at Glen Haffy or Heart Lake ( items 5.0 to 5.3)
• addition of group fee to fish at Glen Haffy and Heart Lake, per person (item 5.4 and 5.5)
• addition of NEW Group Fishing Package at Glen Haffy only (item 6.0 to 6.2)
• addition of Glen Haffy Fly Fishers Club Memberships (item 6.3)
• general increase to camping permits at Albion Hills and Indian Line, unserviced and serviced
(items 12.0 to 15.0)
• general increase for group picnic shelter fees at Boyd and Heart Lake, exclusive of admission.
(Items 16.7 to 16.8)
• general increase to mountain bike trails fees, exclusive of general admission. (Item 24.0)
• general increase to guided tours for groups at Bruce's Mill and Kortright during the maple syrup
program. (Items 25.0 to 25.2)
• general increase for students participating in a general tour program at Black Creek Pioneer
Village. (Item 27.7)
• general increase for students participating in a specially designed tour program at Black Creek
Pioneer Village (item 27.8)
• Addition of guided tour inclusive of admission and with a reservation at Black Creek Pioneer
village. (Items 27.11 and 27.12), previously Item 32.0
• general increase to group tour fees at the Kortright Centre, including tours (items 34.0 to 34.9)
• general increase for annual admission pass, Kortright Centre only. (Items 35.0 to 35.2)
104
vi.1 changes
Items for clarification or notice of error or omissions may be directed to Coordinator, Conservation
Parks ext. 5242.
105
TRCA 2003 Fee Schedule - Definition of Terms
1 Age categories
Four general age groups are used throughout the fee schedule as follows:
Adult - any person from fifteen to sixty -four.
Child - any person from five to fourteen.
Child (pre- schoolers) - any person four years of age or under.
Senior - any person sixty -five years of age or over. (B.C.P.V. is defined as 60 years of age or
older)
Some exceptions to this general categorization apply to specific fee schedule items and are detailed
under those items.
2 Annual Pass categories
Two passes are offered at the Conservation Areas and Kortright
Individual - any person over five years of age.
Family - Maximum two adults, and two children from five to fourteen in one vehicle
3 Conservation Area
The term Conservation Area applies to Albion Hills, Bruce's Mill, Boyd, Glen Haffy, Heart Lake and
Petticoat Creek. Also included in this definition are the public campgrounds at Albion Hills and Indian
Line. For the purposes of this fee schedule the definition does not include the Kortright Centre for
Conservation or Black Creek Pioneer Village.
4 Genera/ admission
General admission allows for basic access to a specified TRCA venue(s) during a designated operating
period(s). Other fees may be charged in addition to, or in lieu of, general admission fees for certain
facilities, programs or operating periods as identified in this fee schedule or under various operating
policies.
5 Group Camper
Applies to members of an organized group staying overnight at a Conservation Area by permit.
6 Day Camper
Applies to members of day cares, day camps, schools or the like, who are visiting a Conservation Area
during the regular operating day.
7 Operating policies
This fee schedule is provided as a general summary of fees applied by the TRCA at its various operating
venues. It does not provide, nor is it intended to provide, complete information as to the various
regulations and operating policies in effect at theses venues which may relate to individual fee schedule
items. Daily, seasonal and program operating schedules and minimum group size requirements are
among these policies.
8 Discounts and premiums
Any fee may be subject to a discount or premium at the discretion of the appropriate Manager.
9 Supplementary fees
Not all fees are considered to be part of the TRCA's fee schedule as approved by the Authority. Some
are set independently of that schedule. The sale of retail merchandise or the provision of incidental
services represent the most common examples of such fees.
106
TRCA 2003 Fee Schedule
Item #
Item description
PST
8%
GST 7%
2003
Base
2003
Gross
1.0
For general admission at all Conservation Areas except
Petticoat Creek, per day;
1.1
for each adult from fifteen to sixty -four years of
age.
0.00
0.26
3.74
4.00
1.2
for each child from five to fourteen years of age.
0.00
0.13
1.87
2.00
1.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
1.4
for each senior sixty -five years of age or over.
0.00
0.20
2.80
3.00
2.0
For general admission at all Conservation Areas except
Petticoat Creek, per day, on weekdays has been omitted.
3.0
For vehicle admission to Petticoat Creek, per day;
3.1
for vehicle carrying up to ten persons, per day.
0.00
0.65
9.35
10.00
3.2
on weekdays has been omitted.
3.3
for a vehicle carrying more than ten persons, per
person.
0.00
0.13
1.87
2.00
4.0
For an annual pass valid ONLY for admission to the
Conservation Area for which it is purchased;
4.1
for each individual.
0.00
1.96
28.04
30.00
4.2
for a family of two adults and two children
0.00
3.93
56.07
60.00
5.0
For fishing at Glen Haffy or Heart Lake;
5.1
per day, for each person fifteen years of age or
over, exclusive of general admission.
0.00
0.33
4.67
5.00
5.2
per day, for each person from five to fourteen
years of age, exclusive of general admission.
0.00
0.16
2.34
2.50
5.3
per day, for each person four years of age or
under, exclusive of general admission.
0.00
0.00
0.00
0.00
5.4
for each person fifteen years of age or over,
in a group with a reservation, including
angling fee and general admission, per day,
subject to a minimum group size of 20 persons
0.46
6.54
7.00
5.5
For each person five to fourteen years of
age, in a group with a reservation,
including angling fee and general
admission, per day, subject to a minimum
group size of 20 persons
0.00
0.20
2.80
3.00
6.0
For a permit for the use of a fishing pond at the Glen
Haffy Headwaters Trout Ponds, including general
admission and the use of row boats, per day;
6.1
For up to 75 persons on Monday's excluding
Statutory Holiday's and 1 Sunday per month,
date of which to be determined by TRCA staff.
0.00
49.07
700.93
750.00
6.2
For each additional 25 or fewer persons
0.00
13.08
186.92
200.00
6.3
For a membership to Glen Haffy Fly Fisher's Club
at Glen Haffy Headwaters Trout Ponds valid
Tuesday to Sunday
0.00
28.00
400.00
428.00
107
7.0
For a permit for the use of the chalet building at Albion
Hills or Bruce's Mill, exclusive of general admission;
7.1
for a half day (four hours).
0.00
9.81
140.19
150.00
7.2
for each additional hour for a youth group.
0.00
2.62
37.38
40.00
7.3
for each additional hour for other groups.
0.00
3.27
46.73
50.00
7.4
for the use of kitchen facilities, where available, in
conjunction with a permit issued under item 7.0.
0.00
3.27
46.73
50.00
8.0
For the rental of boating equipment where available, per
hour:
0.83
0.73
10.44
12.00
9.0
For a permit authorizing a special event extending past
regular operating hours and up to midnight, exclusive of
parking or general admission, per hour, subject to a
three hour minimum.
0.00
3.27
46.73
50.00
10.0
For a permit to use a designated group campsite, subject
to a limit of seven nights use, per night; for a group of up
to twenty persons;
0.00
5.89
84.11
90.00
10.1
for each additional person, in conjunction with a
permit issued under item 10.0
0.00
0.20
2.80
3.00
11.0
For each day camper, not overnight, per day, inclusive of
general admission.
0.00
0.13
1.87
2.00
12.0
For a permit to occupy an individual un- serviced
campsite, inclusive of general admission;
12.1
at Albion Hills, per night.
0.00
1.44
20.56
22.00
12.2
at Albion Hills, per week.
0.00
7.85
123.36
132.00
12.3
at Albion Hills, per month (28 days).
0.00
28.79
411.21
440.00
12.4
at Indian Line, per night.
0.00
1.50
21.50
23.00
12.5
at Indian Line, per week.
0.00
9.02
128.97
138.00
12.6
at Indian Line, per month (28 days).
0.00
30.09
429.91
460.00
12.7
on a holiday or other designated date, in addition
to the basic permit fee specified in item 12.1 or
12.4
0.00
0.13
1.87
2.00
13.0
For a permit to occupy an individual serviced campsite,
with water and hydro hook -ups, inclusive of general
admission;
13.1
at Albion Hills, per night.
0.00
1.64
23.36
25.00
13.2
at Albion Hills, per week.
0.00
9.81
140.19
150.00
13.3
at Albion Hills, per month (28 days).
0.00
32.71
467.29
500.00
13.4
at Albion Hills, per season.
0.00
104.67
1495.3
1600.00
13.5
at Indian Line, per night.
0.00
1.83
26.17
28.00
13.6
at Indian Line, per week.
0.00
11.00
157.00
168.00
13.7
at Indian Line, per month (28 days).
0.00
36.64
523.36
560.00
13.8
at Indian Line, per season.
0.00
143.93
2056.07
2200.00
13.9
on a holiday or other designated date, in addition
to the basic permit fee specified in item 13.1 or
13.4
0.00
0.13
1.87
2.00
14.0
For a permit to occupy the Pleasantview group campsite
at Albion Hills, inclusive of general admission;
14.1 (for up to ten camping units, for an adult group.
1 0.001 14.071 200.931
215.00
108
109
14.2
for each additional camping unit, in conjunction
with a permit issued to an adult group under item
14.1
0.00
1.41
20.09
21.50
14.3
for up to ten camping units, for a youth group.
0.00
11.78
168.22
180.00
14.4
for each additional camping unit, in conjunction
with a permit issued to youth group under item
14.3
0.00
1.18
16.82
18.00
15.0
In addition to basic camping fees as specified in items
12.0 and 13.0;
15.1
for a permit to park an additional vehicle.
0.49
0.42
6.09
7.00
15.2
for a permit to park an additional vehicle, per
season
3.13
2.74
39.13
45.00
15.3
for each additional person occupying a campsite
over and above the campground's specified site
limit.
0.00
0.26
3.74
4.00
16.0
For a permit for the use of a group picnic site at any
Conservation Area, exclusive of vehicle or general
admission;
16.1
for a group of up to 100 persons at Boyd, Mill,
Heart Lake and Petticoat Creek; Monday to
Saturday.
0.00
4.91
70.09
75.00
16.2
for a group of up to 100 persons at Boyd, Heart
Lake and Petticoat Creek; on Sundays and
Statutory Holidays.
0.00
6.54
93.46
100.00
16.3
for a group of up to 100 persons at Albion Hills
Bruce's Mill, and Glen Haffy; Monday to Sunday
0.00
3.93
56.07
60.00
16.4
for each additional fifty or fewer persons, in
conjunction with a permit issued under item 16.1,
16.2, or 16.3.
0.00
1.64
23.36
25.00
16.5
for the use of a picnic shelter with electrical
service, at Bruce's Mill, Albion Hills and Glen
Haffy, in conjunction with a permit issued under
item 16.1, 16.2, or 16.3.
0.00
7.52
107.48
115.00
16.6
for the use of a picnic shelter without electrical
service, at Bruce's Mill, Albion Hills and Glen
Haffy, in conjunction with a permit issued under
item 16.1, 16.2 or 16.3.
0.00
6.21
88.79
95.00
16.7
for the use of a picnic shelter with electrical
service, at Boyd, Petticoat Creek and Heart Lake,
in conjunction with a permit issued under item
16.1, 16.2 or 16.3.
0.00
10.79
154.21
165.00
16.8
for the use of a picnic shelter without electrical
service, at Boyd, Petticoat Creek and Heart
Lake, in conjunction with a permit issued under
item 16.1, 16.2 or 16.3.
0.00
9.49
135.51
145.00
16.9
for a permit for a fire in a designated ground fire
pit, in addition to any fees paid under item 16.0.
0.00
3.93
56.07
60.00
16.10
for the use of a portable barbecue unit or corn
pot, in addition to any fees paid under item 16.0.
2.78
2.43
34.79
40.00
17.0
For admission to the swimming area at Petticoat Creek,
exclusive of vehicle or general admission;
109
110
17.1
per day, for each person five years of age or
over.
0.00
0.16
2.34
2.50
17.2
for each child under two years of age.
0.00
0.00
0.00
0.00
17.3
for a book of ten pool passes.
0.00
1.24
17.76
19.00
18.0
Petticoat Creek Pool passes have been replaced by the
Conservation Journeys program, administered by the
Marketing and Development Department.
19.0
For commercial photography or filming in any
Conservation Area or at the Kortright Centre, including
the use of grounds and environs and supervision,
minimum per hour;
19.1
during normal operating hours.
0.00
4.25
60.75
65.00
19.2
outside normal operating hours.
0.00
5.89
84.11
90.00
20.0
For the use of cross - country ski trails at Albion Hills,
inclusive of general admission;
20.1
for each person fifteen years of age or over.
0.00
0.65
9.35
10.00
20.2
for each child five to fourteen years of age.
0.00
0.33
4.67
5.00
20.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
20.4
for each senior sixty -five years of age or over.
0.00
0.52
7.48
8.00
20.5
for a family of one or two adults and their
children who are fourteen years of age or under.
0.00
1.64
23.36
25.00
21.0
For the use of cross - country ski trails at Albion Hills,
inclusive of general admission, after 1 p.m.;
21.1
for each person fifteen years of age or over.
0.00
0.52
7.48
8.00
21.2
for each child five to fourteen years of age.
0.00
0.20
2.80
3.00
21.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
21.4
for each senior sixty -five years of age or over.
0.00
0.39
5.61
6.00
22.0
Albion Hills Cross Country Ski passes have been
replaced by the Conservation Journeys program,
administered by the Marketing and Development
Department.
23.0
For the rental of a cross - country ski equipment package
consisting of skis, boots and poles;
23.1
for each person fifteen years of age or over, per
day.
0.90
0.79
11.31
13.00
23.2
for each person fifteen years of age or over, per
day, after 1:00 p.m.
0.63
0.55
7.82
9.00
23.3
for each child fourteen years of age or under, per
day.
0.70
0.60
8.70
10.00
23.4
for each child fourteen years of age or under, per
day, after 1:00 p.m.
0.52
0.46
6.52
7.50
23.5
for each person fifteen years of age or over, in a
group with a reservation, including trail fees, per
day, subject to a minimum group size.
0.91
0.79
11.30
13.00
23.6
for each person fourteen years of age or under,
in a group with a reservation, including trail fees,
per day, subject to a minimum group size.
0.55
0.49
6.96
8.00
24.0
For use of the mountain bike trails at Albion Hills per day,
for each person, exclusive of general admission.
•0.00
0.13
1.87
2.00
110
25.0
For a guided tour at Bruce's Mill during the maple
syrup program, subject to a minimum group size
of twenty persons;
25.1
for each student.
0.00
0.31
4.44
4.75
25.2
for each adult fifteen years of age or over.
0.00
0.38
5.37
5.75
26.0
For parking at Black Creek Pioneer Village, per vehicle,
per day, exclusive of general admission.
0.42
0.37
5.21
6.00
27.0
For general admission to the Black Creek Pioneer
Village, during the regular operating season, per day;
27.1
for each adult from fifteen to fifty -nine years of
age.
0.00
0.65
9.35
10.00
27.2
for each child from five to fourteen years of age.
0.00
0.39
5.61
6.00
27.3
for each child four years of age or under
accompanying their family.
0.00
0.00
0.00
0.00
27.4
for each child four years of age or under visiting
as part of an organized group under supervision.
0.00
0.33
4.67
5.00
27.5
for each senior sixty years of age or over.
0.00
0.59
8.41
9.00
27.6
for each student sixteen years of age or over,
with student identification.
0.00
0.59
8.41
9.00
27.7
for each student participating in a general tour
program.
0.00
0.43
6.07
6.50
27.8
for each student participating in a specially
designated tour program, subject to a minimum
group size.
0.00
0.45
6.50
7.50
27.9
•
for each student participating in a designated
activity program, subject to a minimum group
size.
0.00
0.59
8.41
9.00
27.10
for each student participating in the Dickson Hill
School program, per day, subject to a minimum
group size of twenty persons.
0.00
0.39
5.61
6.00
For a guided tour at the Black Creek Pioneer Village, as
part of a tour group with a reservation, including general
admission;
27.11
for each adult from fifteen to fifty -nine years of
age.
0.00
0.72
10.23
10.95
27.12
for each senior sixty years of age or over.
0.00
0.59
8.36
8.95
28.0
For an annual pass valid for general admission, inclusive
of parking fees, for the Black Creek Pioneer Village;
28.1
for a family of one or two adults and their
children who are fourteen years of age or under.
0.00
3.93
56.07
60.00
28.2
for a person five years of age or over.
0.00
1.64
23.36
25.00
29.0
For the after -hours use of Black Creek Pioneer Village,
including staffing, commencing within one -half hour of
normal closing time and subject to a three - and - one -half
hour maximum;
29.1
for the use of the Village grounds only from May
to September.
0.00
24.50
350.00
374.50
29.2
for the use of the Village grounds only from
October to April.
0.00
31.50
450.00
481.50
29.3
including the use of three buildings.
0.00
90.65
1295.00
1385.65
111
30.0
29.4
including the use of four buildings.
0.00
111.65
1595.00
1706.65
175.00
29.5
including the use of six buildings.
0.00
132.65
1895.00
2027.65
46.73
29.6
including the use of eight buildings.
0.00
153.65
2195.00
2348.65
30.0
For a horse -drawn wagon or sleigh ride at the Black
Creek Pioneer Village;
30.1
in conjunction with an after -hours function as
identified in item 28.0, with completion of wagon
rides within 90 minutes of regular closing time,
per wagon.
0.00
12.25
175.00
187.25
30.2
items 29.2 and 29.3 subject to a late charge of
$50.00 per half -hour per wagon; gross charges
not to exceed a maximum of $500.00.
0.00
3.27
46.73
50.00
30.3
in conjunction with an after -hours function as
identified in item 28.0 for rides scheduled more
than 90 minutes after regular closing.
0.00
35.00
500.00
535.00
31.0
For commercial
Creek Pioneer
per hour;
photography or filming in the Black
Village, including supervision, minimum
31.1
for the use of grounds and environs, during the
period from 8:30 a.m. until midnight.
0.00
8.18
116.82
125.00
31.2
for the use of grounds and environs, during the
period from midnight until 8:30 a.m.
0.00
11.45
163.55
175.00
31.3
for the use of the interior of buildings, during the
period from 8:30 a.m. until midnight.
0.00
9.81
140.19
150.00
31.4
for the use of the interior of buildings, during the
period from midnight until 8:30 a.m.
0.00
11.45
163.55
175.00
32.0
See items 27.11 and 27.12
33.0
For parking at the Kortright Centre for Conservation, per
vehicle, per day, exclusive of general admission.
0.14
0.12
1.74
2.00
34.0
For general admission at the Kortright Centre for
Conservation;
34.1
for each adult from fifteen to sixty -four years of
age.
0.00
0.33
4.67
5.00
34.2
for each child from five to fourteen years of age.
0.00
0.20
2.80
3.00
34.3
for each child four years of age or under
accompanying their family.
0.00
0.00
0.00
0.00
34.4
for each child four years of age or under visiting
as part of an organized group under supervision.
0.00
0.15
2.10
2.25
34.5
for each senior sixty-five years of age or over.
0.00
0.20
2.80
3.00
34.6
for each student participating in a general tour
program, subject to a minimum group size.
0.00
0.40
5.61
6.00
34.7
for each student participating in a specially
designed tour program, subject to a minimum
group size.
0.00
0.46
6.54
7.00
34.8
for each adult from fifteen to sixty-four years of
age participating in a specially designed tour
program, subject to a minimum group size.
0.00
0.51
7.24
7.75
112
113
34.9
for each senior sixty -five years or over
participating in a specially designed tour
program, subject to a minimum group size.
0.00
0.39
5.60
6.00
35.0
For an annual pass valid ONLY for admission to the
Kortright Centre;
35.1
for each individual.
0.00
1.96
28.04
30.00
35.2
for a family of two adults and two children
0.00
3.92
56.07
60.00
36.0
For a farm tour at the Albion Hills Farm, for a group of up
to forty persons;
36.1
for a half -day program.
0.00
6.54
93.46
100.00
36.2
for a full -day program.
0.00
13.08
186.92
200.00
D.1
At Black Creek Pioneer Village, fifteen percent (15 %) and
the Kortright Centre, twenty percent (20 %) off regular per
person admission fees, subject to a minimum group size
of twenty persons, exclusive of guided tours.
113
RES. #C38/03 - VOLUNTEER POLICY AND THE RECOGNITION POLICY
Approval of the Volunteer Policy for the Toronto and Region
Conservation Authority (TRCA) and resultant amendment to the TRCA
Recognition Policy.
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the attached Volunteer Policy be
approved;
AND FURTHER THAT Section C.2. of the TRCA Recognition Policy be amended such that
the volunteer hours of service In a year be thirty (30) or more, rather than more than forty
(40), to be consistent with the proposed Volunteer Policy.
CARRIED
BACKGROUND
TRCA has a long history of engaging volunteers in meaningful environmental work and
providing them with skills development opportunities. In 2002, more than 1,200 TRCA
volunteers contributed a combined total of 5,500 hours of their time, proving themselves an
integral part of TRCA's activities. Volunteers have contributed to the vision for The Living City
through work creating and restoring wetlands and forests, cleaning up garbage, building
animal and stream structures, performing aquatic and terrestrial monitoring, leading
educational workshops, gardening, constructing and maintaining trails, acting as guides for
our visitors, conducting research, providing administrative assistance, participating on
watershed task forces and committees and helping out at special events.
In October 2002, TRCA, in partnership with the Ontario Council of Agencies Serving
Immigrants (OCASI), initiated the Environmental Volunteer Network (EVN) Program funded by
the Ontario Trillium Foundation. The EVN Program has been developed to coordinate the use
of volunteers across the TRCA, train and place volunteers appropriately, allow for skills
development for volunteers and to increase the TRCA's ability to manage volunteers effectively.
The proposed Volunteer Policy is an outcome of the EVN program and draws upon the existing
Volunteer Policy, as approved by the Authority in 1986, and amended with Resolution #30 at
Authority Meeting 1/91, held on February 22, 1991, current TRCA policies on human resources
and safety management issues, and a Volunteer Program Manual developed by the the Don
Watershed Regeneration Council In 1997. Input from other environment - focused organizations
working with volunteers was also obtained.
The Volunteer Policy outlines TRCA's responsibilities to its volunteers, selection and placement
of volunteers, supervisors' and the Volunteer Coordinator's responsibilities, volunteer rights and
responsibilities, volunteer compensation and resource distribution, and provides information
on TRCA's health and safety and harrassment policies.
Section C.2. of the current Recognition Policy, as approved at with Resolution #290 at
Executive Committee Meeting #17/90, held on February 8, 1991, and amended at Executive
Committee Meeting #4/99, held on May 14, 1999, is as follows:
114
Foundation Members, Authority Committee Members and Volunteers:
Persons eligible for awards are those that provide their services as Members of The Toronto and
Region Conservation Authority and The Conservation Foundation of Greater Toronto
Committees.
Volunteers eligible for awards are those that provide their services on a continuing basis and
who provide more than 40 hours of service per year.
(1) with 3 years of service to be recognized with a silver Authority logo;
(ii) with 6 years of service to be recognized with a lifetime pass;
(iii) with 10 years of service to be recognized with a gold Authority logo.
So that the eligibilty for service recognition awards be consistent with that for a full -year
complimentary pass, as proposed in the Volunteer Policy, it is proposed that the second
paragraph of Section C.2. of the Recognition Policy be amended as follows:
Volunteers eligible for awards are those that provide their services on a continuing basis and
who provide 30 or more hours of service in a year.
RATIONALE
The Volunteer Policy will guide a consistent, accountable approach to working with volunteers
that fits with the vision for The Living City and TRCA Business Plan (2003 -2007) objectives.
The policy is also part of a broader TRCA effort to participate in meaningful engagement with
Toronto's diverse communities as part of the work recently initiated by the Toronto Alliance
formed out of recommendations in the Toronto Alliance report, Enough Talk. At Authority
Meeting #9/03, held on November 28, 2003, Resolution #A253/03 was approved, in part:
THAT the staff report on Toronto and Region Conservation Authority (TRCA) initiatives for
the inclusion of new Canadians and others in employment, outreach and volunteer
opportunities be received; ,
AND FURTHER THAT staff be directed to monitor the effectiveness of the program in
2004 and report back to the Business Excellence Advisory Board at the end of 2004,
prior to any extension or expansion of the program.
Current initiatives include: Career Bridge internship program for new Canadians, Newcomer
Opportunities for Work Experience (NOW) program, and the World Education Service (WES) to
certify non - Canadian academic credentials.
115
The Volunteer Policy will guide the current Environmental Volunteer Network and future
volunteer activity throughout the TRCA.
Report prepared by: Chris Benjamin, extension 5360
For Information contact: Chandra Sharma, extension 5237
Date: November 20, 2003
Attachments: 1
116
Attachment 1
(j.0 TORONTO AND REGION "Y�
onservation
for The Living City
Toronto and Region Conservation Authority Volunteer
Policy
1.0 Purpose
This policy will guide a consistent, accountable approach to working with volunteers that fits
with the vision for The Living City. The policy will guide the current Environmental Volunteer
Network and future volunteer activity throughout the TRCA.The volunteer policy is part of a
broader TRCA effort to participate in meaningful engagement with Toronto's diverse
communities.
2.0 Scope
This policy governs TRCA responsibilities to its volunteers, as well as the selection and
placement, training, supervision, compensation and safety of volunteers. The policy also
governs volunteer rights and their responsibilities to TRCA.
Furthermore, the policy will be available as a guide to members of the Environmental Volunteer
Network, a program of the TRCA that helps match environmental organizations with
appropriate volunteers.
3.0 Philosophy
Volunteers have been, and will continue to be, an integral component of the TRCA, along with
full -time and supplementary staff. Volunteers complement and support the work of full -time
and seasonal staff, accomplish important tasks that would not otherwise be done, and support
programs that could cease to exist without volunteer participation. The TRCA recognizes and
greatly values the work and contributions of volunteers to furthering the mandate, objectives
and activities of the organization. TRCA volunteers shall not replace or displace paid staff, but
rather enhance and augment programs and roles within the operation.
Volunteers bring a wide variety of skills, knowledge and experience with them, all of which
combine to strengthen the organization. Therefore, we strive to provide volunteers with
meaningful work that suits their skills and goes beyond mere job shadowing, as well as a
rewarding and challenging community- oriented volunteer experience for all those interested in
the goal of promoting sustainable communities in an urban environment.
117
4.0 Categories of Volunteers
There are three general categories into which volunteers can be placed, each of which has
slightly different needs and availability:
4.1 Regular Service:
• Available on a regular, ongoing basis for a minimum of three months;
• Complete specific assigned tasks or projects.
4.2 Special Occasion Service:
• A one -time or occasional voluntary service at special events.
4.3 Administrative Service:
• Serving on a Watershed committee or other volunteer committee;
• Fundraising;
• Providing supervision to other volunteers.
5.0 Organizational Responsibilities
In working with volunteers, the TRCA will fulfill the following responsibilities:
• Ensure that staff recognize the role of the volunteers in the agency;
• Ensure that volunteers are not used to replace paid staff;
• Ensure volunteers' workplace safety and security;
• Provide the volunteers with written job descriptions outlining duties, responsibilities and
supervision;
• Provide volunteers with appropriate orientation to the TRCA's purpose, programs and
services; training; supervision; recognition; and out -of- pocket expenses where appropriate
(these must be pre- approved by the project supervisor, and receipts must be provided. In
the case of travel by personal vehicle mileage will be given at the current TRCA rate.);
• Evaluate each volunteer's performance and provide letters of reference when requested
and appropriate (see attached template for letters of reference).
6.0 Selection and Placement
The TRCA maintains a strong policy of equal opportunity. TRCA recruits, accepts, trains,
promotes and dismisses volunteers on the basis of personal competence and job
performance, without regard to race, colour, ancestry, national origin, age, gender, sexual
orientation or physical ability.
118
The following conditions will apply to all TRCA volunteers:
• Regular service volunteers aged 16 years and older who are working with youth (aged 0 -17
years) or the public must undergo a police check, which will be paid for by the business
unit of the TRCA that initiates /originates the police check. Results will be kept in the
strictest confidence;
• Volunteers under the age of 16 years must be accompanied by an adult (either a parent,
guardian, staff person or volunteer supervisor);
• Job descriptions will be prepared, either by the Volunteer Coordinator or Project
Supervisor, for each "regular service" volunteer position;
• All volunteers who send an application or resume will receive a letter of confirmation and an
invitation to attend a volunteer orientation seminar (held every month as needed);
• Every volunteer who sends an email inquiry will receive a response from TRCA staff
(usually the Volunteer Coordinator);
• All volunteer applicants who leave a voicemail shall receive a return phone call within a
week;
• Volunteers must call on their own behalf unless language or other barriers prevent them
from doing so;
• Applicants will be screened based on skills appropriate to each position and by their
educational and experiential interests;
• Qualified applicants will be reviewed by the Environmental Volunteer Network Coordinator
or by the immediate and /or site supervisor;
• The Project Supervisor or Volunteer Coordinator will notify the individual that they have
been accepted as a TRCA volunteer;
• All volunteers will be required to sign a waiver indemnifying the TRCA in case of accidental
death or injury on the job;
• The Project Supervisor will conduct regularly scheduled performance reviews of the
volunteer.
• The first 30 hours of volunteer work will be considered a probationary period for all
volunteers. Volunteer supervisors may stipulate a longer probationary period if deemed
necessary to ensure a proper fit between the volunteer and the job.
7.0 Training and Supervision
Every volunteer will receive at least one training session. In most cases volunteers will receive
the TRCA orientation session from the Environmental Volunteer Network Coordinator, plus an
orientation and training session at the worksite.
Every volunteer will have a clearly identified Project Supervisor (staff member or volunteer
leader) who will be available for consultation, support, and direction. The Volunteer
Coordinator is also available to volunteers for support and assistance.
It is the responsibility of the Volunteer Coordinator to:
• Provide an overview to the TRCA in the form of a Volunteer Orientation Session, to be held
every month as needed;
• Ensure the provision of a minimum of three, two-hour training sessions on specific
environmental topics for volunteers who will represent the TRCA at public events;
119
• Maintain personnel records of volunteer staff.
The Project Supervisor has the same responsibilities regarding volunteers as s /he would with a
paid employee, as outlined in Section 11 -12 of the TRCA Safety Manual. It is the responsibility
of the Project Supervisor to:
• Orient volunteers to the job site;
• Provide required job training;
• Ensure that volunteers are aware of all safety regulations, have appropriate safety
equipment and receive Workplace Hazardous Materials Information System (WHMIS)
training if they will be handing, using, storing or exposed to any chemicals, including
gasoline; •
• Provide and document training for each piece of power -using equipment the volunteer will
use (unless the volunteer can provide proof of current certification to use the equipment);
• Ensure that the volunteer is certified, where required by law, to use any equipment
necessary in completion of duties;
• Ensure that the volunteer has reviewed appropriate or pertinent sections of the TRCA
Safety Manual;
• Ensure that the volunteer has reviewed Conservation Ontario's Sexual Misconduct Policy if
the volunteer will be working with clients and /or children;
• Maintain personnel records of volunteer staff.
8.0 Work Environment/Conditions
8.1 Volunteer Rights
On the job, volunteers have the right to:
• Be assigned a job that is worthwhile and is challenging with the opportunity to use
existing skills or develop new ones;
• Receive appropriate supervision for the job so that an understanding of the purpose
of the role is achieved,
• Expect that time will be used as effectively as possible, and not be wasted by lack of
planning, coordination and cooperation within the organization;
• Have the opportunity to voice opinions about the job and how improvements can be
made to the process;
• Expect valid feedback and encouragement from the supervisor;
• Be given appropriate recognition in the form of awards, certificate of achievement
and recognition of day -to -day contributions.
8.2 Volunteer Responsibilities
Volunteers have the responsibility to:
• Bear in mind and incorporate support for clean air, land and water in all TRCA
activities;
120
• Become an ambassador of the TRCA in the greater Toronto community in an effort
to spread knowledge and understanding of environmental protection and
regeneration;
• Not falsely represent the TRCA to outside partners, agencies or public;
• Respect confidences and privacy of the TRCA, our clients, partners and the
recipients of our services;
• Be held accountable for their work and projects;
• Be willing to learn and grow in the job;
• Work cooperatively with TRCA staff, recognizing and appreciating differences of
opinion;
• Be considerate, respect competencies and work as a team with all staff and other
volunteers;
• Use time wisely and not interfere with performance of others;
• Fulfill commitments made to Project Supervisors;
• Complete the training provided;
• Clarify any uncertainties with the Project Supervisor;
• Follow guidelines established by this organization; codes of dress, decorum, and so
on;
• Be presentable in appearance and conduct themselves in a manner which is
appropriate for a public service position. Individual supervisors will advise
volunteers on any specific clothing requirements for individual positions, including
safety clothing such as steel -toed boots, sunscreen or other appropriate outdoor
wear;
• Complete and submit a monthly timesheet to the Volunteer Coordinator detailing
job location, duties completed and hours.
8.3 Volunteer Dismissal
The Project Supervisor and Volunteer Coordinator will determine if a volunteer should
be dismissed. The determination of a volunteer's suitability for ongoing volunteer work
will be based on observation of the volunteer's performance by the staff contact, other
staff and affected individuals. When possible, volunteers will be given an opportunity to
complete a corrective action plan that will be reviewed by the Project Supervisor. A
volunteer can be dismissed in any of the following circumstances:
• Presence of physical or mental illness or behaviour which threatens the safety
and /or well being of the volunteer, staff or customers;
• Failure to comply with program policies and procedures;
• Failure to complete accepted assignment;
• Failure to submit required volunteer documentation in a timely manner; or
• Alcohol or drug abuse.
9.0 Resource /Compensation
All volunteers shall receive:
• Reimbursement for any pre- approved (by the Project Supervisor) out -of- pocket expenses;
• Traveling expenses, at current rate, incurred while on authorized TRCA business;
121
• Accidental death and dismemberment insurance;
• Uniforms or costumes, if required, acquired on the same basis as seasonal staff;
• Access to orientation materials including copies of recent TRCA public information
publications;
• Full -year complementary pass for volunteers who complete 30 or more hours of service in a
year;
• Service Recognition Awards as outlined in Section C.2. of the TRCA Recognition Policy;
• Day passes, as approved by the Environmental Volunteer Network Coordinator, for "special
occasion" volunteers.
10.0 Volunteer Health and Safety
Volunteers should never be asked to do anything unsafe, and have the right to refuse any work
they feel is unsafe. Volunteers should receive proper safety instructions from their site
supervisors, including access to the TRCA Safety Manual and details of the location's
emergency plan.
Volunteers will be expected to follow safety guidelines, including wearing proper attire.
Volunteers can, if necessary, be trained and tested for a TRCA license to:
• Use TRCA -owned cars and trucks;
• Use operating machinery such as post -hole augers, saws and monitoring equipment (if
properly licensed and skilled);
• Use heavy equipment such as tractors (if properly licensed and skilled);
• Use tools for creating, trimming and maintaining trails (if properly licensed and skilled);
• Use carpentry tools;
• Access chemicals such as fertilizers, lubricants and cleaners.
Volunteers will be covered by the TRCA insurance policy, however, volunteers must receive
proper training in the specific use of equipment, tools and /or chemicals. In some cases, as
noted above, volunteers must pass a test of their skill in the use of equipment, tools, and /or
chemicals. All volunteers will sign a waiver form indemnifying the TRCA in case of accidental
injury, illness or death.
Volunteers should report all accidents and injuries to their Project Supervisor or designate
before the end of that day's shift, and keep the supervisor informed regarding the status of the
injury.
The TRCA policy regarding West Nile Virus also applies to volunteers. Any volunteer working
outdoors should be provided with a copy or briefing regarding this policy and have full access
to it.
While performing volunteer duties for the TRCA, the smoking of tobacco products is prohibited
in all indoor areas, including TRCA vehicles. Volunteers should ask their Project Supervisor to
identify designated outdoor smoking areas.
122
Staff and volunteers are prohibited from using or possessing illicit drugs, alcohol or using
prescription drugs in any way that is illegal. Volunteering for the TRCA under the influence of
drugs and /or alcohol will not be tolerated, and will result in the volunteer's dismissal.
11.0 Harassment Policy
The same harassment policy that applies to employees shall apply to volunteers. Every
volunteer is entitled to work in an environment that is free from discrimination and /or
harassment.
Managers and Supervisors must take prompt and appropriate action to prevent, discourage
and respond to incidents of discrimination or harassment.
Every volunteer of the TRCA shall deal with their fellow employees in a fair and equitable
manner free from discrimination and /or harassment.
Discrimination and /or harassment can take many forms, none of which are acceptable.
11.1 Sexual Harassment
Volunteers have a right to work in an environment that is free from sexual harassment.
Sexual harassment may include, but is not limited to the following:
• Unwelcome remarks, jokes, innuendos or taunting about a person's body, attire or
sex or sexual orientation;
• Practical jokes of a sexual or homophobic nature which may cause awkwardness or
embarrassment;
• Displaying pornographic pictures or other offensive material;
• Leering (suggestive staring) or other gestures;
• Unnecessary physical contact such as touching, patting or pinching;
• Physical assault; and
• Demands for sexual favours, repeated unwanted social invitations.
11.2 Racial or Ethnic Harassment
Volunteers have a right to work in an environment that is free from racial or ethnic
harassment. Racial or Ethnic harassment may include, but is not limited to the
following:
• Unwelcome remarks, jokes, innuendos or taunting about a person's racial or ethnic
background, colour, place of birth, citizenship or ancestry;
• The displaying of derogatory or offensive racist pictures or material;
• Refusing to converse or work with an employee or another volunteer because of his
or her racial or ethnic background; and
• Insulting gestures or practical jokes based on racial or ethnic grounds which may
cause embarrassment or awkwardness.
123
11.3 Other Harassment
Other forms of harassment can include unwelcome remarks, jokes or taunting about a
person's age, record of offenses, marital status, family status, handicap or creed.
Volunteers have a right to work in an environment that is free from such harassment.
11.4 Response
Volunteers who feel that they are being harassed at work should:
• Make it clearly known to the offender that their conduct is unacceptable and should
not be repeated;
• Discuss the situation, in confidence, with the site supervisor, Volunteer Coordinator
or Human Resources staff;
• Keep a short written record of dates, incidents and names of witnesses, if any;
and /or
• If necessary, prepare a written complaint.
The Project Supervisor, the Volunteer Coordinator or Manager, Human Resources,
upon receipt of a verbal or written complaint will conduct an investigation in confidence.
If the investigation concludes that harassment has occurred, appropriate disciplinary
action will be taken. If the investigation concludes that the complaint is unfounded the
complaint and investigation file will be destroyed.
The employee who issued the complaint will be informed of the results of the
investigation and of any action taken.
12.0 Volunteer Records
A personnel file will be maintained for each volunteer. The Volunteer Coordinator and /or the
Project Supervisor will hold such documentation as:
• Letters, resume and /or application forms regarding the volunteer's engagement;
• Current residential address and phone number, and emergency contact details;
• A copy of their own volunteer job description; and
• Any other information relevant to the volunteer's work with TRCA.
A central database will also be maintained by the Volunteer Coordinator, which can be
accessed by TRCA staff on a 'need -to -know' basis, usually when a new volunteer job is
available and Project Supervisor are searching for an appropriate volunteer. This database will
contain the volunteer's skills, interests and previous volunteer jobs and hours at TRCA.
Volunteers may also view their own records upon request.
124
13.0 Evaluation
Volunteers may receive an exit interview to review their strengths and areas for improvements
at the end of their placements, or upon request during the placement. Volunteers are also
encouraged to provide feedback to their supervisors or to the Volunteer Coordinator, and a
Volunteer Feedback Form may be used by volunteers and /or supervisors for these purposes.
It is not the TRCA's intention that such evaluations replace regular, on- the -job supervision and
discussions between volunteers and supervisors that are part of a healthy working relationship.
125
RES. #C39/03 - WILD WATER KINGDOM LTD.
Request for deferral of lease payments. Wild Water Kingdom Ltd. has
requested deferral of 2003 lease payments.
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the request from Wild Water
Kingdom Ltd. to defer the outstanding amount of 2003 percentage rent be approved,
subject to arrangements acceptable to Toronto and Region Conservation Authority
(TRCA) staff and solicitors.
CARRIED
RATIONALE
Wild Water Kingdom Ltd. (WWK), the operator of the Wild Water Kingdom water park, has a
lease with TRCA for lands at Claireville. The lease has provision for base rent as well as a
share of the gross revenue of the water park. The lease specifically provides an option for
Wild Water Kingdom to defer up to $100,000 of the percentage rent subject to all other
payments being up to date, and that interest is paid at prime plus 1%. WWK has indicated its
intention to exercise this option. There is, however, an additional amount of $113,500 in
percentage rent still outstanding.
In 2003, like most tourist attractions in the GTA, WWK suffered from the impact of SARS, the
rising Canadian dollar and the August power outage which occurred during one of the hottest
weekends in August. WWK has formally requested deferral of the outstanding percentage rent,
approximately $113,500, which will be repaid in three installments on February 28, March 31
and April 30, 2004. Interest on the amount outstanding will be calculated at prime plus 1% and
accrues from the date upon which the rent was first payable.
Staff is recommending acceptance of the proposal subject to terms and conditions satisfactory
to TRCA and its solicitors. In past years when cash flow was difficult, Wild Water Kingdom has
requested and received approval from the TRCA to defer such payments. TRCA is fully
secured as the first creditor against the leasehold interest and the water park is valued well
above the outstanding debt. The interest being paid is competitive and it is a favourable rate
for TRCA.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim Dillane, extension 6292
Date: January 05, 2004
126
RES. #C40/03 - OFFICE ACCOMMODATION
Approval In Principle To Enter Into Lease With Downsview Park. Seeks
approval in principle to enter into a lease of office space at Downsview
Park, subject to terms and conditions satisfactory to the Toronto and
Region Conservation Authority (TRCA) and its solicitors and availability of
funding
Moved by:
Seconded by:
Maja Prentice
Dick O'Brien
THE BOARD RECOMMENDS TO THE AUTHORITY THAT approval in principle be granted
for TRCA to enter into a lease of office space with Downsview Park, subject to terms and
conditions satisfactory to TRCA and its solicitors and subject to availability of funding;
AND FURTHER THAT staff of TRCA be directed to conduct the negotiations for the lease
and report to the Business Excellence Advisory Board at such time as a lease in final
form can be recommended to the Authority.
CARRIED
BACKGROUND
At Meeting #11/03 of the Executive Committee, held on December 5, 2003, Resolution
#B188/03 was approved as follows:
THAT staff be directed to explore opportunities for additional office accommodation with
Downsview Park and other organizations;
AND FURTHER THAT staff report on these opportunities and make appropriate
recommendations to the Business Excellence Advisory Board at the earliest opportunity.
Staff has continued discussions with representatives of Downsview Park toward a possible
lease of space. Downsview Park has submitted a proposal to TRCA and has asked that TRCA
formally indicate its interest in pursuing a negotiated lease.
RATIONALE
Downsview Park is a federally mandated corporation which is charged with development of the
600+ acre Downsview Park (Park) site. The Park mandate includes a commitment to
sustainable development and TRCA is working with Park staff and supporters in a number of
areas. Park representatives believe that there is a role for TRCA in the long term development
of the site. As TRCA is contemplating its own long term office requirements, the opportunity to
be part of the Downsview Park sustainable development initiative is very attractive. The TRCA
staff task force on long term office accommodation will be reporting on possible solutions to
the TRCA long term office needs later in 2004. Downsview Park will be one of the options for
consideration.
127
Staff has determined that over the next 5 years, to properly accommodate existing and future
staff needs, between 4,000 and 9,500 square feet will be needed in terms of office space,
meeting rooms and storage facilities. This reflects some staff growth and a significant increase
in space to accommodate volunteers and community outreach opportunities. The immediate
need for space is limited to about 4,000 square feet to enable staff to be removed from the
office trailer at head office, to house the growing community outreach volunteer program and
to bring together in one location certain business units. Relocation of staff from head office will
enable the remaining space to be used more effectively to serve the public. Also, the needs of
the Conservation Foundation can be accommodated.
Downsview Park has proposed that TRCA assume about 9400 square feet of space currently
occupied by Downsview Park staff. The Downsview park staff will be accommodated in space
to be renovated elsewhere on the site. Terms of the proposed lease include:
• five year term commencing in July 2004 and ending July 31, 2009; possibility of extension
upon mutually agreeable terms and conditions.
• initial lease rate to be about $8 /square foot (including utilities, taxes, maintenance) rising to
$16 -17 /square foot; timing of increases to be negotiated.
• parking to be included (number of spaces to be determined).
• opportunities for joint education programming to be explored.
Downsview Park and TRCA will enter into negotiations in good faith. Downsview Park
acknowledges and understands that the final lease is subject to Authority approval, availability
of funding and terms and conditions satisfactory to TRCA staff and its solicitors.
In the long term, Downsview Park seeks TRCA as a participant in the sustainable development
of the Park in terms of mutual program development and delivery, and as a participant in a
sustainable office complex.
Attached is a drawing of the Downsview Park complex for reference with the proposed building
location identified as "E."
Report prepared by: Jim Dillane, extension 6292. Ron Dewell, extension 5245
For Information contact: Jim Dillane, extension 6292, Ron Dewell, extension 5245
Date: January 05, 2004
Attachments: 1
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RES. #C41/03 - 2004 BORROWING RESOLUTION
The Toronto and Region Conservation Authority's (TRCA) Rules of
Conduct require annual approval of a borrowing resolution.
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the TRCA may borrow from the
Royal Bank of Canada, or the TRCA's member municipalities or other institutions, as may
be specifically approved by the Authority, up to the sum of TEN MILLION DOLLARS
($10,000,000) on the promissory note or notes of the TRCA until payment to the TRCA of
any grants and of sums to be paid to the TRCA by participating municipalities designated
as such under the Conservation Authorities Act, R.S.O. 1990, Chapter 27, at such rate of
interest as the Minister of Natural Resources approves;
THAT the amount borrowed pursuant to this resolution, together with Interest, be a
charge upon the whole of the monies received or to be received by the TRCA by way of
grants, etc., and when such monies are received, and of sums received or to be received
by the TRCA from the participating municipalities, as and when such monies are
received;
AND FURTHER THAT the signing officers of the TRCA are hereby authorized to take such
action as may be necessary to give effect thereto.
CARRIED
BACKGROUND
The TRCA Rules of Conduct, Section XVIII, Banking and Borrowing, require that the borrowing
of money by the TRCA shall be authorized by a resolution of the Authority. At each annual
meeting, a resolution is presented to authorize borrowing for the coming year.
RATIONALE
The Authority's borrowing resolution provides that the TRCA may borrow up to $10 million.
This amount is necessary in the event that certain land acquisitions or other capital
expenditures proceed prior to the actual receipt of funding from the TRCA's funding partners.
Currently, the TRCA maintains a credit facility with the Royal Bank in the amount of one million
dollars. The bank's credit line has not been used in recent years.
In 2004, staff will be seeking proposals for banking services. The Authority will be asked to
consider recommendations for appointment of a financial institution to provide banking
services. Depending on the outcome of the proposal call, the borrowing resolution may have
to be amended.
Report prepared by: Jim DiIlane, extension 6292
For Information contact: Jim DiIlane, extension 6292, Rocco Sgambelluri, ext 5232
Date: January 05, 2004
130
RES. #C42 /03 - DIRECTORS AND OFFICERS INSURANCE
Follow -up to November Presentation. Members asked for additional
information about increasing the insurance limits and possible coverage
by their municipalities.
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Toronto and Region
Conservation Authority (TRCA) Directors and Officers insurance limit be increased from
$1 million to $2 million, effective October 1, 2004.
AMENDMENT
RES. #C43 /03
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THAT the main motion be replaced with the following:
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Toronto and Region
Conservation Authority (TRCA) Directors and Officers insurance limit be increased from
$1 million to $2 million, effective February 1, 2004, or as soon as possible thereafter.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
At Business Excellence Advisory Board meeting #7103, held on November 14, 2003, during a
presentation on the TRCA Risk Management program, members asked staff to investigate the
additional cost to secure $2 million in directors and officers insurance coverage. Also, the
members asked that inquiries be made about possible coverage by municipalities of the
members appointed by them.
RATIONALE
Having consulted with the Regions of Peel and Durham, it appears that municipalities do not
carry directors and officers insurance coverage. Under the Municipal Act, municipalities are
not considered corporations and therefore do not have "directors and officers ". Conservation
authorities are considered "bodies corporate under the Conservation Authorities Act ". They
have "directors and officers" and have traditionally carried this coverage.
It is not clear if a municipality would extend coverage to a municipal councillor appointed to a
conservation authority in the event the conservation authority's directors and officers limit was
exceeded. Staff has not sought out a legal opinion on this and the members may want to
explore this with their own staff. Conservation authorities are separate corporate entities and
the appointment of members to the Authority does not appear to carry any special protection.
131
Based on this information, it would be prudent to increase the limit to $2 million. The cost to
increase the limit to $2 million is an additional $1,118. annually, bringing the total premium cost
to about $4900. This could be done at the commencement of the policy year which is October
1, 2004, or sooner if the Authority wishes.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim Dillane, extension 6292
Date: January 05, 2004
SECTION II - ITEMS FOR EXECUTIVE ACTION
RES, #C44 /03 - ACCOUNTS RECEIVABLE STATUS REPORT
January 7, 2004. Review of accounts receivable and approval to write -off
an amount owing.
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THE BOARD RECOMMENDS TO THE EXECUTIVE COMMITTEE THAT the amount due
from Robertson Gaze Associates be written off.
AMENDMENT
RES. #C45 /03
Moved by:
Seconded by:
Maja Prentice
Rob Ford
THAT the main motion be replaced with the following:
THE BOARD RECOMMENDS TO THE EXECUTIVE COMMITTEE THAT after consideration
of the use of a collection agency, as necessary, the amount due from Robertson Gaze
Associates be written off.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
At Meeting #3191, the members requested that for each of its meetings staff report on the
status of the TRCA's receivables.
132
RATIONALE
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $5,930. in accumulated interest arrears on invoices outstanding for
more than 30 days.
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
(Excluding Municipal Levy and MNR Grant - As at January 7. 20041
Items in excess of $1,000.00 included in the 90- plus -days column, are listed on the following
page. The amount from Robertson Gaze Associates of $4,621.56 is now deemed uncollectible
and a recommendation to write it off the books is being made to the Executive Committee, as
required by the TRCA's Accounts Receivable policy. With respect to the amount due from
Choirs Ontario, $26,612.10, staff are increasingly concerned that at least a portion of this
amount may be uncollectible. Staff has had a number of discussions with this group and
although it is expecting funding from the Ontario Ministry of Culture, there may not be enough
funds to satisfy all of the creditors. The TRCA (Education Section) has had a 10 -year history
with this company. There has never been a problem with collection until this year, although
each year we've had to wait for the company to receive its Culture grant before receiving our
payment in full.
Receivable balances, as reported on each of the previous reports to the advisory board, after
1999, are presented below:
DATE
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS AND SCHOOL BOARDS
83,276
27,808
14,642
977
126,703
11.9%
GOVERNMENT
307,970
143,176
5,326
1,455
457,927
43.0%
CORPORATE, INDIVIDUAL AND
COMMUNITY GROUPS
48,249
376,040
12,595
42,950
479,834
45.1%
TOTAL
439,495
547,024
32,563
45,382
1,064,464
100.0%
% OF TOTAL
41.3%
51.3%
3.1%
4.3%
100.0%
44,810
Items in excess of $1,000.00 included in the 90- plus -days column, are listed on the following
page. The amount from Robertson Gaze Associates of $4,621.56 is now deemed uncollectible
and a recommendation to write it off the books is being made to the Executive Committee, as
required by the TRCA's Accounts Receivable policy. With respect to the amount due from
Choirs Ontario, $26,612.10, staff are increasingly concerned that at least a portion of this
amount may be uncollectible. Staff has had a number of discussions with this group and
although it is expecting funding from the Ontario Ministry of Culture, there may not be enough
funds to satisfy all of the creditors. The TRCA (Education Section) has had a 10 -year history
with this company. There has never been a problem with collection until this year, although
each year we've had to wait for the company to receive its Culture grant before receiving our
payment in full.
Receivable balances, as reported on each of the previous reports to the advisory board, after
1999, are presented below:
DATE
Total $
90 -Plus $
January 7, 2004
1,064,464
45,382
November 2, 2003
951,999
101,194
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
• 350,385
106,343
August 27/01
371,985
17,153
May 25/01
1,132,443
44,810
March 26/01
621,560
167,094
December 30/00
1,014,021
67,981
September 06/00
596,536
47,728
March 19/00
869,266
100,758
February 15/00
1,007,850
42,952
133
The list below itemizes accounts greater than $1,000 included in the 90 day plus category.
CLIENT NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
Choirs Ontario
19,534.00
7,078.10
1,858.04
434.34
194
131
Amounts owed re: summer music camps
at Albion Hills and Lake St. George Field
Centres. Group is waiting for provincial
funding before they can pay TRCA. This
year, there is a great deal of uncertainty as
to the amount that may eventually be
recovered due to the company's recent
financial difficulties.
First Pro
Shopping
Centres Ltd.
1,650.00
75.37
96
Outstanding amount is in regard to
planning fees. Company has been
contacted and has indicated it will forward
payment to TRCA ...soon.
Robertson Gaze
Associates
4,621.56
431.85
208
For planting materials. Company has
advised that it is insolvent and cannot
make any payments. Staff have now
recommended that the amount be written
off.
TOTALS
32,883.66
2,799.60
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: January 05, 2004
TERMINATION
ON MOTION, the meeting terminated at 10:28 a.m., on Friday, January 16, 2004.
David Barrow
Vice Chair
/ks
Brian Denney
Secretary- Treasurer
134