HomeMy WebLinkAboutSustainable Communities Board 2004c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE SUSTAINABLE COMMUNITIES BOARD #1/04
February 6, 2004
The Sustainable Communities Board Meeting #1/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, February 6, 2004. The Chair Suzan Hall, called
the meeting to order at 11:25 a.m.
PRESENT
David Gurin Member
Suzan Hall Vice Chair
Colleen Jordan Member
Glenn Mason Member
Elaine Moore Member
Dick O'Brien Chair, Authority
Gerri Lynn O'Connor Member
Andrew Schulz Member
John Sprovieri Member
REGRETS
Maria Augimeri Member
Glenn De Baeremaeker Member
Michael Di Biase Chair
Linda Pabst Member
RES. #E1/04 - MINUTES
Moved by:
Seconded by:
Dick O'Brien
Gerri Lynn O'Connor
THAT Public Use Advisory Board Minutes of Meeting #2/03 and Sustainable
Communities Board Minutes #3/03, held on July 4, 2003 and October 3, 2003,
respectively, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Ian Jarvis, President, Enerlife Consulting, in regards to The Living City
Centre.
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(b) A presentation by Renee Jarrett, Manager, Education, TRCA and Dave Green, Program
Coordinator, TRCA, in regards to the scope of future education programs.
(c) A presentation by Brian Denney, Chief Administrative Officer, TRCA, in regards to item
7.1 - Toronto and Region Conservation Authority Role in Sustainability.
RES. #E2 /04 - PRESENTATIONS
Moved by:
Seconded by:
Elaine Moore
Glenn Mason
THAT presentations (a) and (c) be heard and received.
CARRIED
RES. #E3 /04 - PRESENTATIONS
Moved by:
Seconded by:
Elaine Moore
Andrew Schulz
THAT presentation (b) be heard and received.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #E4 /04 - TORONTO AND REGION CONSERVATION AUTHORITY ROLE IN
SUSTAINABILITY
Overview of the work of the Toronto and Region Conservation Authority
(TRCA) in furthering in development of more sustainable urban and rural
communities.
Moved by:
Seconded by:
Colleen Jordan
John Sprovieri
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the program of activities set out
in the staff report and as presented in the summary of The Living City Centre programs
be endorsed;
AND FURTHER THAT staff be directed to seek further opportunities and new partnerships
which will support the efforts of the Toronto and Region Conservation Authority's
member municipalities to create more sustainable urban and rural communities.
CARRIED
BACKGROUND
The following preamble from the TRCA's draft strategic plan provides the context for the current
agenda of activities in which the staff are engaged, or propose to become engaged, to achieve
more sustainable communities:
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"Our Vision
A new kind of community,
The Living City, where
human settlement can
flourish forever as part of
nature's beauty and
diversity.
Our Mission
To work with our partners
to ensure that The Living
City is built upon a natural
foundation of healthy
rivers and shorelines,
greenspace and
biodiversity, and
sustainable communities.
A new kind of community, The Living City, where human
settlement can flourish forever as part of nature's beauty and
diversity. This is the vision set out by the Toronto and Region
Conservation Authority (TRCA) to guide us over the next half of
the 21st century. Our mission points to the way, and to the union
of three major objectives necessary to achieving The Living City.
We can only realize a better future by working in partnerships.
We can only restore biological systems through the redesign of
human systems in relation to the natural environment. Thus our
mission, to work with our partners to ensure that The Living City
is built upon a natural foundation of healthy rivers and
shorelines, regional biodiversity and sustainable communities,
recognizes people as architects of our future.
This future is complex. Every issue is multifaceted; every
decision is a factor towards a sustainable future.
The Greater Toronto Area (GTA) is growing rapidly. It's growing
because it is recognized worldwide as a wonderfully livable
place, yet it faces drastic challenges to manage growth, maintain
a high quality of life and to simultaneously restore biological
diversity and water resources to new levels.
The Living City is an attainable vision of nature in the city where
human systems (belief systems, governance systems, built
systems and economic systems) mimic and assimilate nature's
processes to achieve resource efficiency, well -being and
prosperity. Cities are part of, not separate from nature.
Our ability to realize this vision has necessary global implications
since Canada consumes two- thirds of the world's resources, has
the highest consumption of energy per capita and plays an
important continuing role in fostering global peace and equitable
resource distribution. We hold within our borders approximately
20 percent of the world's fresh water, including 7 percent of the
world's fresh renewable water, a resource facing impending
pressures and shortages in this century.
The future of the planet will be determined in cities. By 2030,
61% of the world's population will be living in cities. The Greater
Toronto Area (GTA) is the largest urban area in Canada. With
over 5 million inhabitants, the GTA contributes to one -fifth of
Canada's entire gross domestic product. Increasing the livability
of the GTA by conserving freshwater and biological resources for
future generations, is imperative and our commitment.
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The sustainability lens
looks across disciplines -
environmental, social,
political and economic -
and well into the future,
working in partnership, to
find the optimum benefits
and solutions in
everything we do.
The sustainability lens
provides a well- rounded
way to look at the complex
issues facing us today.
Using the lens we
consider the
environmental, social,
political and economic
dimensions of any issue,
to Identify the root causes
of environmental decline
and to develop effective,
impacting solutions. We
recognize that a
cross - disciplinary
approach and strategic
partnerships are the most
effective means for action.
The TRCA is embarking on a new era of conservation - with a
refocused effort to harness our strengths and experience, and to
address today's issues as we work to achieve our mission. We
recognize the importance of learning from the past to envision a
sustainable future.
Over the past forty -six years, the TRCA has mastered an ability to
integrate multiple -use issues, diverse interests and objectives for
healthier communities. Partnership approaches have been
paramount from the beginning. The quest for sustainable
development has always been at the forefront of TRCA's work -
balancing human and natural environment objectives and
working with the community. Today the issues and the context
have changed and so have the means to achieve our objectives.
Since 2000, the TRCA has been working to review its challenges
and accomplishments and to reinvent its mandate to be effective
in the 21st century.
In The Living City, we recognize the economic and social value
of natural resources, that natural systems have limits and the
true cost associated with degrading or destroying these
systems. With nature as our guide, we find new and sustainable
ways to live in our cities that enrich our communities and
improve the quality of our lives.
McLean, Bill. 2002. Paths to The Living City: The Story of The Toronto and
Region Conservation Authority.
A healthy natural environment is the basis for economic vitality,
social equity and well- being. Since the United Nations
Johannesburg Summit, 2002, sustainable development is
regarded as improving the quality of life for everyone without
increasing the use of natural resources beyond the earth's
carrying capacity. The original Bruntland Commission's definition
of sustainable development from 1987 was "meeting the needs
of today without compromising the ability of future generations to
meet their own needs." Inherent in both of these definitions are
positive social change (development), preservation and
restoration of finite natural resources and an economy that's
based on these.
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Sustainability Lens
N
Well- being - Individual quality of We
Physical & mental he
Level of learnin
Family stab
Commun
Nature- Living within ecological limits
ntal quality
tem integrity
consumption
yclmg
w
E
Public p
Community
Public safety
Quality of educationa
Social and Economic
Prosperity
Sustainable Governance
and Community
Engagement Recognize the intrinsic value of all life and that biological
diversity is essential for healthy, resilient ecosystems.
or
nt trends
e, transport & critical
Adopted from
AMN Mason Inc 2000
The TRCA endorsed the Earth Charter in 2002 as a set of
principles to guide its future business. "The ethical principles of
the Earth Charter are described as 'interdependent principles for
a sustainable way of life' that provide a common standard for
individuals, organizations, communities, and governments."
Rockefeller, Steven. Winter, 2002. Earth Ethics: Evolving Values for an Earth
Community.
The Earth Charter brings together science, philosophy, religion
and law to form a comprehensive understanding of what's
required to achieve sustainable development and sustainable
living. The Earth Charter provides a vital Zink between scientific
and moral understanding, a set of universal principles that can
guide our behavior and actions on multiple levels — global,
national, local and personal.
The Living City actions are guided by the following principles:
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Respect for life in all its
diversity
Ecological Integrity
Protect and restore the integrity of the Earth's ecological
systems, with special concern for biological diversity and the
natural process that sustain life.
Prevent harm as the best method of environmental protection,
and when knowledge is limited, apply a precautionary approach.
Adopt patterns of production and consumption that safeguard
the Earth's regenerative capacities, human rights and community
well- being.
Advance the study of ecological sustainability and promote
community exchange and wide application of the knowledge
acquired.
Provide equitable access to a healthy natural environment that
provides spiritual well- being, educational and recreational
opportunities.
Strengthen democratic institutions and program delivery, and
provide transparency, accountability and participation in
governance and decision - making.
Integrate into formal education and life -long learning the
knowledge, values and skills needed for a sustainable way of
life."
A presentation will be made to the Sustainable Communities Board to outline the programs of
The Living City Centre , which are at the heart of the TRCA's initiatives. The agenda also
contains a report on the proposed retrofit of the Kortright Centre for Conservation to improve its
function and make it a more powerful example of green building technology. The TRCA's
emerging programs and partnerships for sustainability education will also be highlighted as
part of the agenda. In addition to these many initiatives there are some other projects which
contribute to the TRCA's overall role in sustainability issues.
Other Sustainability Related Activities
Canada Green Building Council - Toronto Chapter
The TRCA has joined this effort led by members of the Toronto design community. Our
intention is to assist in the development and identification of appropriate green building
technologies for use in the GTA, and assist where possible in the implementation of these new
approaches by identifying suitable projects and willing proponents.
Pembina Institute for Appropriate Development
Staff are exploring opportunities for joint research with the Pembina Institute on sustainable
community planning and development approaches and the current barriers to these types of
solutions.
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metroQUEST
This computer based simulation of city building on a regional scale was developed by
researchers at the University of British Columbia and is promoted and implemented by a B.C.
based consulting company called "envision ". Staff are considering participation, along with
numerous other partners in a project to develop the simulation tool for the GTA. This is
recognized internationally as one of the best techniques in the world to engage the public and
decision makers in a dialogue about values, choices and implications, on a 40 -year time scale,
in the city building context.
Sustainability Lens for TRCA Decision Making
Staff would like to begin a discipline of commenting within traditional TRCA reporting
procedures on issues of sustainability. While we would not propose to alter our
recommendations in the short term based on the sustainability lens, we believe it would be a
good transition and valuable learning experience to look at the various decisions the TRCA is
required to make through a sustainability lens. In the short term, staff would continue to make
recommendations based on TRCA's existing policy framework which is driven by concerns for
public health and safety within the natural environment. In the meantime, we would be also
searching out and applying sustainable community criteria as a means of evaluating the same
proposals which we are reviewing within our traditional techniques and approaches.
Expediting Sustainable Projects
Staff propose to try to identify those projects which are consistent with the principles of
sustainable community planning and implementation and move those projects toward the front
of the line for review. For example, projects which utilize renewable energy technologies,
implement high levels of energy efficiency, employ green building technologies, reduce green
house gas emissions, achieve efficient public transportation etc. would be rewarded by the
fastest possible review time.
Sustainable Development Technology Canada
This federal organization is mandated and funded to help innovative technologies become
commercially successful TRCA's role can be to connect real urban needs with possible
technologies so that the research and development funds are applied as efficiently as possible.
Environment Canada's Toronto Region Sustainability Program
TRCA is positioned as a delivery agent for Environment Canada for several aspects of their
department's sustainability strategy. In particular, working with the Ontario Centre for
Environmental Technology Advancement, the TRCA will be implementing a program designed
to help small manufacturing enterprises to improve their energy and environmental
performance.
Seaton Community
The proposed new community in the City of Pickering offers tremendous opportunity and
responsibility to achieve a community which is planned and implemented under sustainability
principles. TRCA's A Watershed Plan for the Duffins Creek has provided the environmental
baseline and required approaches to development to ensure that the watershed health can be
enhanced through careful community building and watershed scale regeneration investments.
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Canadian Urban Institute (CUI)
Staff are considering a number of sustainability related initiatives with the CUI. In the short
term, we anticipate working together on the regional environmental report card as well as
projects to promote and implement the TRCA's natural heritage strategy.
Markham Centre
The Town of Markham has been working for several years on a new urban core for the
municipality. TRCA will be assisting with sustainability criteria and approaches for integrated
energy planning and green building design, including Leadership Environment and Energy
Development (LEED) certification, in accordance with The Living City programs. TRCA staff
anticipate learning a great deal from this community based process which can be applied in
other communities.
City of Vaughan Environment Committee
This new initiative of Vaughan Council is anticipated to start this spring. TRCA staff are looking
forward to participating in this process as a way of further incorporating sustainability principles
into planning in Vaughan and connecting with the objectives of The Living City Centre, which is
located in Vaughan.
Toronto Waterfront Revitalization Corporation
TRCA staff have been heavily involved in sustainable community planning for the new
waterfront projects, initially through the City of Toronto's Sustainability Round Table. TRCA
expects to continue to be involved on various levels, including implementation of the new
Toronto Waterfront Aquatic Habitat Restoration Strategy as part of the basic requirements for
the new communities to contribute to the health of the natural environment. In addition, TRCA
looks forward to assisting with other aspects of the sustainability agenda including integrated
energy planning, green building design and successful inclusion of the "new mouth of the Don"
as a focal point and catalyst for an exciting new community.
FINANCIAL DETAILS
It can be argued that all of TRCA's activities are related to sustainable communities, as we seek
to provide the environmental foundation for good community planning, and therefore that all of
TRCA's diverse funding sources are applied to sustainability issues. The fact remains however,
that we continue to have serious problems of declining biodiversity, deteriorating air quality
and ever increasing energy demands which can only be addressed by a more rigorous
approach to sustainable community development.
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The TRCA's participation in specific, sustainability focussed initiatives, is being funded from a
variety of sources and new partnerships but principally by The Conservation Foundation of
Greater Toronto. Other support has been received from the participants in The Living City
programs such as the area municipalities . Natural Resources Canada and Environment
Canada are also providing federal support as is the Federation of Canadian Municipalities. We
anticipate that our funding base can be expanded in the future by the addition of support from
utility companies and growing support through the Conservation Foundation.
Report prepared by: Brian Denney extension 6290
For Information contact: Brian Denney, extension 6290
Date: January 28, 2004
RES. #E5/04 - PEEL AND YORK CHILDREN'S WATER FESTIVALS
Report on 2003 festivals and direction to participate and deliver Toronto
and Region Conservation Authority (TRCA) programs at the 2004 York
and Peel Children's Water Festivals.
Moved by:
Seconded by:
Glenn Mason
David Gurin
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff continue to work with the
Peel and York Festival Planning Committees to deliver the education and stewardship
programs and products to achieve the objectives of TRCA's watershed management
plans and The Living City program;
THAT staff continue to work with the Regions of Peel and York to assist them in achieving
sustainability objectives in the planning and delivery of the children's water festivals;
THAT members of the Authority be invited to attend the VIP day at the festivals (Peel
Festival on May 31, 2004 and York Festival on Tuesday, May 18, 2004);
AND FURTHER THAT staff report back to the Sustainable Community Board on the
progress of these festivals.
CARRIED
BACKGROUND
At Authority meeting #3/03, held on April 25, 2003, resolution #A61/03 was approved as
follows:
THAT the members of the Public Use Advisory Board attend the VIP luncheon on
Monday, June 2nd, 2003 at Heart Lake Conservation Area as part of the Peel Children's
Water Festival;
AND FURTHER THAT staff report back on the TRCA projects of the Festival and
partnership with the Region of Peel.
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The 2003 Peel Children's Water Festival was held at Heart Lake Conservation Area from
Thursday, May 29th to Wednesday, June 4th, 2003, with Saturday, May 31st as Public Day.
The festival hosted 5,000 grades two -five students from Mississauga, Brampton and Caledon,
1,000 adult chaperones and 500 high school volunteers. There was also a waiting list of close
to 1,000 children. Public Day on Saturday May 31st drew approximately 2,500 members of the
general public (more than double the number of people compared to last year) despite the
threat of rain. Approximately 9,000 people in total passed through Heart Lake Conservation
Area in the six days of the festival. The children participated in over 50 water - related interactive
and educational activities, including seven developed and coordinated by the TRCA and the
Etobicoke & Mimico Creek Watersheds Coalition. The VIP day was well attended by municipal
politicians, staff and the Honourable Tony Clement. Local politicians took part in one of the
restoration projects by planting white water lilies. Three of the activities were restoration
projects, ranging from the driest of vegetation communities to regionally rare aquatic plants.
The three restoration projects injected biodiversity into the Heart Lake area by establishing 47
different species and a total of 5000 trees, shrubs, herbaceous sand dune and aquatic plants,
accelerating the restoration work at Heart Lake Conservation Area by years.
The 5th Annual York Children's Water Festival was held from Tuesday, May 20th to Friday, May
23rd at Bruce's Mill Conservation Area. In total, 3,300 school children from grades two -to -five
attended the festival throughout the week with many more on the waiting list. A large
contributing factor to the festival's success was the help of 350 high school volunteers from
various schools throughout the region, as well as 30 volunteers each day from York Region,
TRCA and other government and non - profit organizations. Forty -two interactive displays and
activities gave the children a chance to learn about the importance of clean water and a healthy
environment. The VIP day on Wednesday, May 21st was well attended by a number of mayors
and regional councillors, TRCA and York Region staff, along with representatives from
supporting and sponsoring agencies. During the week, 600 trees and shrubs were planted,
bringing the total trees planted in the past 5 years to over 3,500. This activity restores
under - utilized picnic areas and expands forest buffers, contributing to habitat and biodiversity
while fulfilling expanding natural heritage objectives.
RATIONALE
To build capacity and foster community responsibility by providing meaningful opportunities to
participate and partner, and to offer life -long learning programs that foster commitment to
healthy rivers and shorelines have been identified as key service area objectives within the
2003 -2007 TRCA business plan.
The benefits to the TRCA in delivering the festivals in partnership with York and Peel include:
• delivery of The Living City message (healthy rivers & shorelines, regional biodiversity,
sustainable communities and business excellence) to approximately 14,000 children and
adults;
• the opportunity to leverage TRCA education, stewardship, watershed management,
conservation area and restoration resources;
• the establishment and completion of large- scale, community -based ecological restoration
projects;
• media exposure for conservation areas and their environmental value; and
• leveraging of funding from outside sources.
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TRCA recently initiated the development of a management master plan for the Heart Lake
Conservation Area in partnership with the Region of Peel and the City of Brampton.
Considering the projected population growth, Heart Lake Conservation Area will become a
popular enviornmental, outdoor education and tourism centre in the Region of Peel. Recreation
and educational opportunities have been identified as an important component of the master
plan. Future public uses and educational opportunities including the Peel Children's Water
Festival will be addressed in the plan keeping in mind the long term vision of ecological and
economic sustainability.
FINANCIAL DETAILS
In the past, funding for the festivals has been provided through a mix of sponsorships and
grants from a variety of private companies and grant agencies as well as the Regions of York
and Peel and in -kind and cash contributions from TRCA.
The total budget (Peel Region) for the Peel festival was approximately $200,000. TRCA 's
in -kind and cash contribution was approximately $85,000.The 2003 York festival generated
continued growth in community participation through expanded in -kind contributions. The total
budget (York Region) for the festival was approximately $75,000. TRCA's in -kind and cash
contribution was $25,000.
Funding for 2004 TRCA activities (Peel and York)
• TRCA Cash and In -kind (Estimated) $ 60,000
• Peel Natural Heritage (Confirmed) $ 20,000
• York Natural Heritage (Confirmed) $ 20,000
• Other Estimated In -kind
(Watershed Groups, Volunteer Network Program) $ 10,000
TRCA staff involved with last years and this years festivals include Education (development and
delivery of activities), Human Resources (TRCA volunteer program), Resource Science
(development of activities, committee membership and inventories and restoration projects),
CAO's Office - Sustainability (resources and research for sustainability activities),
Environmental Services (stewardship staff and resources, and environmental services for
restoration projects), Conservation Areas (Bruce's Mill and Heart Lake staff), and Watersheds
Specialists (staff representative). Darryl Gray, Superintendent Bruce's Mill Conservation Area,
is co -chair of the York festival. Paul Willms, watershed resources planner for Etobicoke and
Mimico Creeks, is the staff representative for the Peel festival.
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DETAILS OF WORK TO BE DONE
The Future of the Festivals
The Region of York has recently stabilized funding for the program under York Region's "Water
For Tomorrow" program. As a function of this, a full -time coordinator has been hired. Bruce's
Mill, as host -site for the past 5 years, has become the permanent home of the festival.
Long -term objectives include investing in permanent interpretive and educational displays at
Bruce's Mill aligned with the sustainable communities programming objectives of the Children's
Safety Village, further complementing the festival and providing additional recreational and
educational value to Bruce's Mill's current business model. At the time of submitting this
report, the York festival has enrolled over 5,000 students and has a waiting list of another
1,200.
The Region of Peel festival will once again return to Heart Lake in 2004. The festival committee
members have discussed the centrally located Heart Lake Conservation Area as a permanent
storage facility for activities, the potential for developing a permanent educational display,
combined with an on -line presence for the festival. This would provide opportunities for
delivering water -based messages, including The Living City, year -round through the internet or
at Heart Lake itself, instead of only during one week of the year. This provides an added value
and focus on the conservation area's interpretive signage, restoration projects and value as an
environmental resource area within the region. The concept needs to be further detailed and
discussed at the committee level and with Region of Peel staff. Staff will ensure that this
process is carried out in conformity with the process of Heart Lake Master Plan development
and in consultation with TRCA, City of Brampton staff and the Etobicoke and Mimico Creeks
Watershed Coalition.
TRCA staff are creating an activity system that incorporates The Living City and sustainable
communities messages for the 2004 festivals. The circuit of activities will be delivered at both
the York and Peel festivals and will represent an "ecosystem" contribution to the festivals from
TRCA.
Additional work to be done for the festivals include:
• attend planning committee meetings and assist Peel and York Region staff with festival
planning and delivery;
• secure in -kind support and partnerships for festival actitvities; and
• develop and deliver education activities incorporating The Living City messages.
For Information contact: Chandra Sharma, extension 5237 or Paul Willms, extension 5316
Date: January 28, 2003
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SECTION IV -
RES. #E6/04 -
Moved by:
Seconded by:
ITEMS FOR THE INFORMATION OF ANOTHER BOARD
PHASE 2 CONSULTING ASSIGNMENT FOR THE SUSTAINABLE
REDESIGN OF THE LIVING CITY CENTRE AT KORTRIGHT
The re- evaluation of the Toronto and Region Conservation Authority's
(TRCA) sustainable building opportunities with respect to the redesign of
The Living City Centre at Kortright, and subsequent revision to Phase 2
of the consulting team's scope of work for professional services.
Elaine Moore
Colleen Jordan
IT IS RECOMMENDED THAT the staff report below, as presented to the Executive
Committee on February 6, 2004, be received.
CARRIED
BACKGROUND
The TRCA invited consultants to submit proposals outlining a detailed work plan, budget and
schedule to develop designs and specifications for a sustainable retrofit of The Living City
Centre (LCC) at the Kortright Centre for Conservation, site servicing and other site plan issues
as they relate to the proposed operational and functional changes to the facility. The TRCA
was looking to undertake modifications in a manner that supports its new environmental
sustainability program.
Kortright, located on 324 hectares of pristine woodlands and wetlands (Boyd North
Conservation Lands) along the Humber River valley in the City of Vaughan, is operated by the
TRCA. The site itself is made up of the Kortright building, woodland (most of it forested slope),
reforested farmland and meadow. Formal educational hiking trails traverse the property, which
is interspersed with a number of smaller ancillary buildings. With approximately 130,000
visitors of all ages annually, Kortright is Canada's largest public environmental and outdoor
education facility. Its mission is to promote the wise and appropriate use of natural resources
through educational (programs, presentations, workshops) walks, exhibits, demonstrations
and special events.
The Kortright building is approximately 2,900 m2 and features a theatre, cafe, gift shop, class
rooms, office space and two levels of exhibit space. The building is normally described as a
three level, open concept, laminated post and beam structure. The architect was Shore Tilbe
Henschel Irwin, and the building was completed in November 1977 at a cost of $1.2 million. It
was officially opened to the public on June 21, 1979. In 1982, a glass and wood pavilion was
added, and in 1999 a new sewage treatment facility (Living Machine) was added adjacent to
the main building.
In 2000, the TRCA embarked on a redesign of Kortright to update its facilities and programs to
meet the demands and pressures of an evolving society. It was the intent that The LCC
become a world -class education and demonstration hub linked to other sustainability centres
across the globe - a physical and virtual meeting place for dialogue and for learning consistent
with The Living City vision and strategy approved by the Authority in May 2003. The TRCA,
through The Living City vision, is taking a leadership role in the development of the greater
Toronto region as a more sustainable community. The Living City Centre at Kortright is to be
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the strategic heart of the vision, a window into The Living City, promoting in every way possible
the active implementation of sustainability in community life. The LCC's vision is to engage
leadership in transforming the greater Toronto region into one of the most sustainable, liveable
communities in the world. The LCC will become the heart of sustainable living in the greater
Toronto region, recognized for designing and implementing powerful transformational
initiatives with measurable improvements. Reflecting the values and multicultural nature of the
city region, it will be a highly visible education and demonstration centre. The LCC will connect
local and global initiatives, linking with other centres across Canada and around the world, and
will promote sustainable living by employing a wide range of mechanisms, including research,
education, demonstration, advocacy, training, promotion, celebration and partnerships aimed
at developing innovative projects and programs. It will be an example of sustainability in terms
of its physical structure and in terms of its operation. The LCC will incorporate and model new
types of construction, energy use and waste management that will be practical and realistic,
yet environmentally friendly.
To this end, the TRCA embarked on the development of a case for support to identify key
issues necessary to attract partnerships and to develop a detailed plan for The LCC. The five
main components are:
1. A needs assessment to identify the rationale and TRCA interest and strategic
benefits to developing such a centre.
2. A building assessment to address the current condition of facilities on site,
renovations and costs to make them functional as part of the new centre.
3. Sustainability Education Program scoping - preliminary program scoping and
design.
4. Preliminary conceptualization of the program /activities, exhibits, demonstrations,
site development and buildings and costs to develop and operationalize The
LCC.
5. Business plans including: market assessment, feasibility study and
implementation plan to assess the viability of the project.
As a framework for the eventual building redesign, TRCA commissioned a pre- engineering
building assessment to address the condition of the facility, the required renovations, and the
anticipated costs. On May 3, 2002, the Executive Committee approved Resolution #B50/02
which follows:
THAT Enermodal Engineering Ltd. be hired to undertake the Kortright Building
Assessment;
AND FURTHER THAT we approve the extra costs associated with the Ergonomic and
Functionality Assessment.
The review was completed in January 2003 by Enermodal Engineering Limited. Their findings
indicated that although the building was considered to be structurally sound, it was in dire
need of extensive repairs (roof, siding, windows, mechanical systems, etc.), and of additional
operating space to effectively meet its program objectives. Enermodal's preliminary estimates
to undertake these repairs in a sustainable manner were in the order of $2 million.
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Subsequent to Enermodal's assessment, TRCA let a consulting assignment in July 2003 to a
consulting team lead by architectsAlliance to build on this pre- engineering work and to develop
detailed designs, in consultation with staff, for the sustainable retrofit of The Living City Centre
at Kortright. At Authority meeting #6/03, held on July 25, 2003, Resolution #A142/03 was
approved as follows:
THAT Phase 1 Pre - Design of the consulting assignment to provide professional services
for the sustainable building, site and Infrastructure design for The Living City Centre at
Kortright be awarded to the consulting team led by architectsAlliance at a cost not to
exceed $25,000 (excluding GST);
THAT architectsAlliance be awarded Phase 2 (Detailed Design, Tendering and
Construction Administration) of the consulting assignment at a cost not to exceed
$254,250 (excluding GST), upon completion of the Phase 1 work to the satisfaction of
TRCA staff;
THAT staff be authorized to approve additional unspecified expenditures to a maximum
of fifteen percent of the total design fees, as a contingency allowance, to
architectsAlliance if deemed necessary;
AND FURTHER THAT staff provide a status report to the Authority on the completion of
each Phase of the work
architectsAlliance's fee proposal was based on the completion of the following tasks, and on
the assumption that the construction costs would be in the order of $2 million:
General
• Prepare and submit preliminary and final design drawings providing all necessary
information for approvals from all approval agencies;
• Prepare conceptual plans for the proposed new office /conference building;
• Prepare tender specifications and contract documents ready for tendering;
• Review and provide recommendations of tenders received;
• Review and approve shop drawings;
• Issue addendums and change orders;
• Provide on -site periodic inspection when requested by TRCA;
• Attend meetings during design and construction stages;
• Review final as built drawings;
• Prepare a detailed work plan, work schedule, budget and delivery plan to be included
with the proposal; and
• Prepare a manual for the general building maintenance and for the operation and
maintenance of all equipment and fixtures, including manufacturing specifications and
brochures.
Detailed Design Work Plan
Using the Building Assessment completed by Enermodal Engineering Limited and the overall
vision for The LCC as a foundation, undertake a review and design of:
15
• Daylighting with respect to window area and placement, window glass properties, room
size and function, space configuration, room colour, etc.;
• Solar thermal air heating with respect to ventilation, air heating and domestic hot water
preheating;
• Mechanical distribution system;
• Water supply system with respect to capacity, plumbing and treatment;
• Electrical distribution system, controls and fixtures;
• Internal and external communications systems;
• Installation of energy management controls such as economizers, natural ventilation,
temperature setback and zoning;
• Interior design elements that considers:
removal of most of existing offices and conversion of existing mezzanine to
exhibit space,
building an upper viewing platform (clerestory),
extend level 2 floor to provide additional space,
add windows to level 2 roof,
extend level 1 balcony and add north and west glass wall,
add sub -floor below level 1 for possible office relocation or storage space or
propose alternate area for this function,
- noise proofing throughout,
enlarging the entrance and foyer,
enlarging and equipping washrooms and kitchen to accommodate larger
groups,
replacing gazebo,
all finishes, hardware, and fixtures, and
fire and security systems;
• Structural impacts due to building modifications;
• Exterior design elements that consider replacement or improvements to: wall cladding,
roofing, overhang floor upgrade and general weatherproofing;
• Site plan issues required to accommodate the proposed building modifications,
including:
servicing and supply,
septic system,
solid waste removal,
storm water management,
fire access,
all traffic flow,
site security,
facility entrances, and
- parking;
• Landscape elements within the identified construction limits; and
• Conceptual floor and site plans and architectural elevations for new office /conference
building.
16
In their proposal, architectsAlliance provided design fees for alternate construction estimates
(Table 1) on a sliding scale basis, in the event that the proposed construction costs exceeded
the preliminary project estimate. The fees on this table formed the basis of staff's
recommendation with the assumption that the projected construction costs will now range from
and estimate of $3.9 million to $5.4 million. The estimated construction costs reflect the
options (1 and 2) that the staff and consulting team recommended that the TRCA pursue,
following the completion of the Phase 1 Pre - Design work. Further, the increase in costs from
an estimate of $2 million, can directly be attributed to a recommendation by staff that the
design for the site and building should address the space requirements of the existing and
proposed programming, and also embody and demonstrate leading edge sustainable design
principles, rather than simply repairing the building in a sustainable way.
Table 1
Estimated Fees and Expenses Based On Construction Costs of $5.4 Million:
TASK
COST
STATUS
Pre - Design
25,000
Phase 1 - Completed
(December 2003)
Architectural Services
Schematic Design (15%)
60,750
Phase 2a
Design Development (10 %)
40,500
Phase 2a
Contract Documents (45 %)
182,250
Phase 2b
Tendering (5 %)
20,250
Phase 2b
Construction Administration (25%)
101,250
Phase 2b
Total Architectural Fees (100 %)
405,000
(7.5% of 5.4 million)
Site Services Design
8,250
Phase 2a
24,750
Phase 2b
Estimated Disbursements
7,725
Phase 2a
23,175
Phase 2b
Exhibit/Interpretive Design
18,200
Phase 2a
Cost Estimating
11,000
Phase 2a
19,000
Phase 2b
Development Approvals
10,000
Phase 2b
Sub -Total Phase 2a (Detailed Design)
146,425
Sub -Total Phase 2b (Tendering and
380,675
Construction)
TOTAL UPSET FEE
527,100
Note: Fees would be pro -rated to exact final construction costs (i.e. less costly option would
see a reduction in the total upset fee.)
17
RATIONALE
Meetings, discussions and a workshop were held over the last six months in conjunction with
the consulting team in order to identify priorities and goals of The Living City Centre, functional
use of the Kortright building, space program, site plan, building opportunities and exhibit
scope.
The general consensus was that the building must "walk the talk ", and that therefore we should
go beyond a standard retrofit of the existing building and take advantage of the circumstances
to investigate opportunities that:
• considered a site and building approach which embodied and demonstrated sustainable
design principles and practices;
• re- focussed the building to look externally by maximizing daylighting opportunities;
• created an inspiring sustainable campus and meeting place; and
• looked to increase visitor capacity without increasing wear on natural landscape or harming
sensitive environmental areas.
Taking this into consideration, several alternative approaches were identified and reviewed
(see Table 2).
Table 2
Option #
Option Name
Total Gross Force
Area
Estimated
Construction Cost
(building only)
Option 1
Retain existing
building + Retrofit
were necessary
33,800 square feet
(sf)
(28,800sf renovated
5,000sf new infill)
$3,880,000
Option 2a
Retain and retrofit
existing building+
Expand to address
program needs
38,600sf
(28,800sf renovated,
9,800sf new infill)
$5,335,000
Option 2b
Retain, reconfigure,
and retrofit existing
building + Expand to
address program
needs
38,600sf
(28,800sf renovated,
9,800sf new infill)
$5,335,000
Option 3
Retain and retrofit
existing building +
Reorient (reusing
structural material) +
Expand to address
program needs
38,600sf
(20,600sf renovated,
18,000sf new)
$6,072,000
Option 4
Reuse + Reorient at
new location on site
38,600sf
new construction
(recycled materials)
$7,720,000
18
Table 2 presents a summary of the four options and sub - options that were prepared and
evaluated during the pre- design phase of the work. In addition to their presentation and
evaluation at a formal workshop held on November 7, 2003 and follow -up, architectsAlliance
held informal meetings with TRCA staff and potential funding agencies. Based on these
discussions, the consulting team is recommending that TRCA proceed with a more detailed
design and analysis of options #1 and #2 during the detailed design phase, for the following
reasons:
a) Options #1 and #2 present a range of sub - options which appear to be either affordable
to TRCA or with reasonable limits for fundraising.
b) Options #1 and #2 both have the potential to fulfil the basic space requirements of the
TRCA by allowing for the provision of a Gross Floor Area of at least 33,000 square feet;
therefore, the projected construction costs will now range from an estimate of $3.9 to
$5.4 million.
c) Options #1 and #2 present an opportunity to demonstrate a good range of sustainable
and /or green building strategies, including those related to the adaptive re -use of
existing buildings.
d) While considered interesting, options #3 and #4 are expensive and the goals they set
would be accomplished more effectively by an entirely new building, which the TRCA is
not in a position to fund.
As a result of this analysis, the following recommendation is being made to the Executive
Committee for review and consideration at its meeting to be held on February 6, 2004:
THE EXECUTIVE COMMITTEE RECOMMENDS THAT Phase 2 of architectsAlliance's
consulting assignment to provide professional services for the sustainable building, site
and infrastructure redesign for The Living City Centre at Kortright be revised to reflect the
recommended options evaluated during the Phase 1 work by both the consulting team
and staff;
THAT Phase 2 of the previously approved work plan be sub - divided into detailed design,
tendering and construction administration components, costing $146,425 (excluding
GST) and $380,675 (excluding GST), respectively, to reflect a new construction limit of
$5.4 million, based on a 7.5% architectural fee;
THAT the design fees be allocated on a sliding scale basis, as contained in the
architectsAlliance fee proposal, and be prorated accordingly, should the final
construction costs be lower than the estimated $5.4 million;
THAT staff proceed with the Phase 2 tendering and construction component of the
project upon successful completion of a detailed design by architectsAlliance, and once
capital funding is secured;
THAT staff be authorized to approve additional unspecified expenditures to a maximum
of fifteen percent of the total design fees as a continguency allowance to
architectsAlliance, if deemed necessary;
AND FURTHER THAT staff continue to provide updates to the Authority on the status of
the project.
19
DETAILS OF WORK TO BE DONE
Consultant work programme for Phase 2 — Detailed Design to include the following:
1) Review and revision of the space programme with TRCA staff.
2) Preparation of preferred site plan for the Kortright campus as a whole, showingthe
location of existing and potential new buildings including the potential conference
centre.
3) Preparation of detailed schematic designs for options #1, #2a and #2b as outlined
earlier in the Phase 1 report.
4) Preparation of draft interpretive and exhibition programmes.
5) Preliminary costing of optional designs.
6) Workshop to review and evaluate schematic design options.
7) Selection and elaboration (i.e. with two and three - dimensional drawings and models) of
a preferred schematic design.
Staff will provide a status report to the Authority on the completion of each phase of the project.
FINANCIAL DETAILS
Funds for the consulting assignment are budgeted in The Living City Centre Project Budget, in
account number 314 -60.
Report prepared by: Nick Saccone, extension 5301
For information contact: Nick Saccone, extension 5301
Date: January 23, 2004
TERMINATION
ON MOTION, the meeting terminated at 12:33 p.m., on Friday, February 6, 2004.
Suzan Hall
Vice Chair
/ks
Brian Denney
Secretary- Treasurer
20
c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE SUSTAINABLE COMMUNITIES BOARD #2/04
April 2, 2004
The Sustainable Communities Board Meeting #2/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, April 2, 2004. The Chair Michael Di Biase, called
the meeting to order at 11:00 a.m.
PRESENT
Maria Augimeri Member
Michael Di Biase Chair
David Gurin Member
Suzan Hall Vice Chair
Glenn Mason Member
Elaine Moore Member
Dick O'Brien Chair, Authority
Gerri Lynn O'Connor Member
Linda Pabst
Andrew Schulz Member
John Sprovieri Member
REGRETS
ec Glenn De Baeremaeker Member
Colleen Jordan Member
RES. #E7/04 MINUTES
Moved by:
Seconded by:
Gerri Lynn O'Connor
Elaine Moore
THAT the Minutes of Meeting #1/04, held on February 6, 2004, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Steve Shaw, Vice President, Greater Toronto Airports Authority
(GTAA), in regards to GTAA.
(b) A presentation by Janet Lo, Executive Director, Black Creek Regional Transportation
Management Association (BCRTMA), in regards to BCRTMA.
21
(c) A presentation by Mr. Rodney Sine, York Region Police, Maureen O'Shaughnessy,
Architect, Carruthers Shaw & Partners Ltd. Architects and Christoper Piche, Project
Engineer, Keen Engineering Co. Ltd, in regards to the Community Safety Village of York
Region.
RES. #E8 /04 - PRESENTATIONS
Moved by:
Seconded by:
Elaine Moore
Suzan Hall
THAT above -noted presentation (a) be heard and received.
CARRIED
RES. #E9 /04 - PRESENTATIONS
Moved by:
Seconded by:
John Sprovieri
David Gurin
THAT above -noted presentation (b) be heard and received.
CARRIED
RES. #E10 /04 - PRESENTATIONS
Moved by:
Seconded by:
Linda Pabst
Glenn Mason
THAT above -noted presentation (c) be heard and received.
CARRIED
SECTION 1 - ITEMS FOR AUTHORITY ACTION
RES. #E11 /04 - TRAVEL DEMAND MANAGEMENT AND TRANSPORTATION
MANAGEMENT ASSOCIATION INITIATIVES
Membership and partnership with Black Creek Regional Transportation
Management Association
Moved by:
Seconded by:
Suzan Hall
Andrew Schulz
22
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Toronto and Region
Conservation Authority (TRCA) continue its membership in the Black Creek Regional
Transportation Management Association (BCRTMA) at a cost of $1,500 (no additional
taxes);
THAT TRCA implement innovative transportation demand strategies at its own
workplaces, with the help of BCRTMA services;
AND FURTHER THAT TRCA continue to work with BCRTMA to promote transportation
demand strategies to its member municipalities and to other municipalities within its
jurisdiction.
CARRIED
BACKGROUND
Black Creek Regional Transportation Management Association (BCRTMA) is a not - for - profit
organization. Its mission is to advance sustainable transportation in the northwest part of
Toronto and Vaughan, and to reduce traffic congestion and its negative impacts on the
environment, community and economy.
The BCRTMA is an advocate for improved transit service and other transportation management
enhancements, and infrastructure programs and policies that will benefit our communities
overall. They actively promote the use of sustainable modes of transportation within the region
and recruit local employers to implement 'green' commuter programs at workplaces.
TRCA is a founding partner of BCRTMA, which was formed in 2001. Since then, TRCA staff
have been active as advisors to the BCRTMA Board. As well, as a member of BCRTMA since
2002, TRCA has been able to offer to its staff such TMA services as a carpooling database,
guaranteed ride home, workshops, transit route information and participation in the annual
Clean Air Commute.
Travel Demand Management (TDM) measures are being introduced in municipalities and
regions across Canada to address growing traffic gridlock, air pollution, nonrenewable energy
use, greenhouse gas emissions and land /greenspace consumption from the building of more
roads, parking and highways. A Transportation Management Association (TMA) is an
innovative TDM strategy that brings together public and private sectors to implement
sustainable transportation (transit, ride - sharing, vanpools, cycling and telecommuting) and
integrate greener and cleaner modes with land use planning and design. The presentation will
provide an overview of Ontario's first TMA and an initiative to create a Greater Toronto Area
(GTA) -wide network of TMAs, as well as profile TDM policies and initiatives in Canada and
elsewhere for potential replication by municipalities.
In order to ensure the effectiveness of TDM/TMA strategies, BCRTMA advocates that
municipalities:
23
1) Dedicate staffing and budgets for TDM/TMA initiatives and make this an integrated and
permanent part of the transportation engineering and planning departments. Municipal
traffic engineers should be emphasizing "person- moving" capacity, and moving away from
focusing on "vehicle- moving" capacity. This will help eliminate the systemic
automobile -bias and automobile- dependency in current engineering and planning
approaches. This paradigm shift will reshape the planning of transportation networks to
improve safety and ease of access for pedestrians, transit - users, carpoolers or vanpoolers,
and cyclists, and improve land use design for better quality of life.
2) Incorporate TDM design standards and guidelines into new and retrofit developments
within the review /application process. This can be included, for example, in the Traffic
Impact Assessment process for development applications. The Town of Markham has
worked with a key developer to require that the new residential and commercial
development will have indoor, secure bicycle parking and structured parking instead of
surface parking, and that all new tenants will join and /or form a TMA to provide green
commute options, such as transit, carpooling, cycling, walking and teleworking.
3) Incorporate TDM in development charges, the mill rate and /or other instruments so that a
stable source of revenue is invested in TMAs/TDM for managing growth of travel demand.
A key guiding principle should be that "growth should fund growth ", and therefore the
provision of transportation options should be covered by revenue sources associated with
the growth in development and in transportation demand.
4) Keep informed of new ideas in TDM to foster innovation and networking among Canadian
and International TDM practitioners.
RATIONALE
Changing the direction of transportation patterns in the GTA is vital for the realization of The
Living City vision. The links between transportation and environmental quality are numerous.
Reducing our reliance on vehicles that use fossil fuel will reduce emissions that cause acid rain,
greenhouse gases, smog and hazardous air pollutants (HAPs). Air quality directly impacts the
health of our natural areas, and climate change will also cause stress on our ecosystems. As
well, many of these air pollutants are deposited into our rivers, lakes and streams.
Our increasing number of single- occupancy vehicles induces a road network with extensive
land requirements, which results in habitat loss, disruption and fragmentation of natural areas.
Also, a growing number of highways in the area results in congestion, community disruption,
loss of agricultural land, urban heat islands and displacing trees that absorb CO2, invasion of
non - native species, impervious surfaces, degradation of water quality by increasing runoff
volume, altering stream flow and watershed hydrology, reducing groundwater recharge,
increasing stream sedimentation and water acidity, and higher water temperature.
Transportation demand strategies, and the work of the TMA's are an important complement to
The Living City programs, especially the Sustainable Communities program which is being
developed by staff. Based at York University, BCRTMA is a natural and obvious partner for
TRCA.
24
A goal of TRCA's Environmental Management Systems (EMS) program is to reduce
single- occupancy vehicle use by TRCA staff. Membership in the BCTRMA will help to fulfill this
goal.
FINANCIAL DETAILS
2004 -2005 Full Year Membership in the Black Creek Regional Transportation Management
Association at a cost of $1,500 (no additional taxes). Funds are available from the TRCA
corporate membership account.
Report prepared by: Anne Reesor, extension 5202
For Information contact: Brian Dundas extension 5262 or Anne Reesor, extension 5202
Date: September 19, 2003
RES. #E12/04 - CITY OF TORONTO WET WEATHER FLOW COMMUNITY DELIVERY
PROGRAM
The City of Toronto has requested that the Toronto and Region
Conservation Authority become the administration coordinator of the Wet
Weather Flow Community Delivery Program which would make $250,000
available to community groups to assist them in the delivery of programs
and projects which support the Wet Weather Flow Management Master
Plan objectives.
Moved by:
Seconded by:
Suzan Hall
John Sprovieri
THE BOARD RECOMMENDS TO THE AUTHORITY THAT WHEREAS the City of Toronto
has requested that the Toronto and Region Conservation Authority (TRCA) develop and
implement the Wet Weather Flow Community Delivery Program (WWFCDP), a $250,000
fund for community groups to assist them in the delivery of programs and projects which
support the Wet Weather Flow Management Master Plan objectives;
WHEREAS the WWFCDP would compliment the TRCA's watershed advisory committee
work;
WHEREAS TRCA is the implementation coordinator of the Toronto and Region Remedial
Action Plan (RAP), which explicitly recommends actions around stormwater
management, combined sewer systems and infiltration /inflow problems in order to
restore beneficial uses in the Area of Concern;
THEREFORE LET IT BE RESOLVED THAT staff be directed to proceed with a letter of
agreement with the City of Toronto which would name TRCA as the administrative
coordinator the WWFCDP;
25
AND FURTHER THAT staff report back to the Watershed Management Advisory Board to
update on progress and further program details once the letter of agreement has been
signed and the WWFCDP is launched.
AMENDMENT
RES. #E13/04
Moved by:
Seconded by:
Suzan Hall
John Sprovieri
THAT the following be inserted before the last paragraph of the main motion:
THAT former TRCA member Irene Jones be appointed for 2004 as Chair of the review
committee, and that she be compensated on the basis of the TRCA member remuneration
rate.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
At Authority meeting #2/04, held on February 27, 2004, Resolution #A47/04 was approved as
follows:
THAT the Chair of the Authority send a letter of congratulations to the City of Toronto on the
completion of the Wet Weather Flow Management Master Plan and express TRCA's intent to
assist the City of Toronto with the plan's implementation;
THAT TRCA staff assist in WWFMMP implementation by incorporating specific actions within
work programs including: watershed planning studies, wet weather flow policy, Regional
Watershed Monitoring Network, ongoing education, outreach, stewardship and regeneration
programs, and stormwater management technology performance evaluations;
TRCA has worked closely with the City of Toronto during the development and finalization of the Wet
Weather Flow Management Master Plan ( WWFMMP). The Toronto and Regional Remedial Action Plan
Stage 2 document (Clean Waters, Clear Choices, 1994) and TRCA's various watershed strategies
clearly details components addressed in the WWFMMP (stormwater, combined sewer overflow and
infiltration /inflow problems) as the main sources of impairments in the RAP Area of Concern's (AOC)
watersheds and waterfront. As stated above in Resolution #A47/04, TRCA has expressed its support
to the City of Toronto for the WWFMMP and extended its further assistance in implementation of the
master plan.
The WWFMMP has integrated the opportunity for community involvement in its implementation
strategy. On September 22, 2003 City Council approved a motion which stated that:
26
"a Community Outreach Program to support the implementation of the Wet Weather Flow
Management Master Plan (WWFMMP) be funded annually in the amount of $250,000 per year
from the Water and Wastewater Services Capital Budget and that the Toronto and Region
Conservation Authority (TRCA) administer this Program in consultation with an interdepartmental
City team and report annually to the Works Committee summarizing the projects funded."
Since this recommendation, TRCA staff have been working with City of Toronto staff to discuss the
logistics associated with the coordination of this funding program. At this time the said program has
been referred to as "The Wet Weather Flow Community Delivery Program (WWFCDP)" to reflect that
this funding program would assist members of the community in becoming involved in the
implementation of WWFMMP objectives. Further consultation with City of Toronto staff will be done to
finalize a program name.
The City of Toronto is currently in the process of drafting a letter of agreement which will detail TRCA's
responsibilities as the administration coordinator of the WWFCDP. TRCA staff have also been working
with city staff to prepare a proposal package which will be available shortly for community groups.
This proposal package draws on the content and quality of other successful funding programs such
as the Rouge Park Alliance and Great Lakes Sustainability Fund.
Funding through the WWFCDP will be considered for non - profit groups and organizations which are
not part of the federal, provincial, territorial or municipal government. Examples of eligible groups
would be: community groups, environmental groups and green groups (associated with business
enterprises). Since funding from this program is specific to non - profit community groups, the city and
TRCA are automatically disqualified from receiving a grant from the WWFCDP.
The TRCA will assist the City of Toronto by promoting the WWFCDP, receiving and approving
applications and confirming deliverables and eligible expenses prior to payment transfers to
community groups. TRCA will also establish a review committee and chair which may include external
experts, members of the federal and provincial departments involved in the Toronto and Region RAP,
city and TRCA staff.
DETAILS OF WORK TO BE DONE
• City of Toronto to finalize a letter of agreement between TRCA and themselves for the
WWFCDP.
• TRCA and City of Toronto to finalize the proposal package for fund applicants.
• TRCA and city staff to set up the WWFCDP review committee and chair.
• WWFCDP to be launched by TRCA and City staff.
FINANCIAL DETAILS
TRCA staff have advised city staff that costs to manage this program are estimated at $10,000.
This will be covered out of the $250,000 allocation for the WWFCDP.
Report prepared by: Lisa Turnbull, extension 5325
For Information contact: Lisa Turnbull, extension 5325
Date: March 04, 2004
27
RES. #E14/04 - GREEN ROOF SYSTEMS MONITORING PROGRAM
Completion of the York University rooftop garden stormwater quantity
and quality performance monitoring report for 2003.
Moved by:
Seconded by:
Suzan Hall
Linda Pabst
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be directed to continue
monitoring the York University rooftop garden for the 2004 season at cost not to exceed
$70,000, including GST;
AND FURTHER THAT Glenn MacMillan be authorized to present the findings of the
research to date at the Greening Rooftops for Sustainable Communities: The Second
Annual International Green Roof Conference, Awards, & Trade Show, in Portland, Oregon
from June 2 -4, 2004.
CARRIED
BACKGROUND
Research has shown that significant environmental benefits can be achieved from rooftop
gardens in terms of stormwater runoff quantity and quality control, energy efficiency and
reduction of the urban heat island effect. For example, at a greenroof site in
Hannover - Herrenhausen, Germany it was determined that 5 to10 cm soil layers retained
approximately 65 -70% of the precipitation runoff during the summer and approximately 50%
during the winter (Liesecke, 1998). Kennedy and Gadd (2001) reported improvements in the
quality of effluent from gardens relative to galvanized roofs, which can contain high
concentrations of zinc and other metals. Other researchers have demonstrated benefits in
terms of energy (National Research Council of Canada, 2002; Niachou et al., 2001; and
Theodosiou, 2003). Greenroofs act as a passive cooling system that reduces thermal
fluctuations and increases thermal capacities on the outer roof surface. This in turn, increases
energy use efficiency during the summer and winter for cooling and heating purposes
respectively.
In Toronto, there are ongoing efforts to evaluate the effectiveness of greenroof infrastructure as
a technique to reduce the quantity and improve the quality of stormwater runoff in Toronto's
Remedial Action Plan (RAP) Area of Concern. The Sustainable Technologies Consortium has
been formed in order to address the growing need for research to support the implementation
of technologies that promote sustainable development in cities and rural areas. The
consortium is a public partnership between the Toronto and Region Conservation Authority
(TRCA), Seneca College, the University of Guelph and Ryerson University. The
multi - disciplinary nature of the consortium's members was intended to reflect the nature of
sustainable technology research, which integrates various disciplines and research interests.
The mandate of the consortium is two -fold: 1) to pursue scientifically defensible research in
sustainable development, and 2) to quantify the potential benefits of technologies relating to
stormwater management, water and energy conservation, and air pollution.
28
In Toronto the tree canopy and natural coverage is approximately 20 %, whereas an ideal target
for a city is 30% to 35 %. While the city has been relatively successful in protecting natural
areas, restoring the natural landscape displaced by development is difficult. To date, rooftops
cover as much as 30% to 35% of the urban land surface area. Greenroofs are one of the many
storm water management (SWM) technologies recommended in the City of Toronto Wet
Weather Flow Management Master Plan ( WWFMMP). Implementation requires retrofitting
existing structures and /or incorporating designs into new developments. Table 1 lists the
objectives and policy statements described in the WWFMMP that may be satisfied by
implementing greenroof technology.
Table 1. The objectives and policy statements described in the WWFMMP that may be
satisfied by implementing greenroof technoloay.
Objective #
Objective
Subsection #
Item #
Description
3.4
3.4.2
a
Water Quantity -- preserve and re- establish
the natural hydrologic cycle.
3.4
3.4.2
c
Water Quantity -- eliminate or minimize
threats to life and property from flooding.
3.4
3.4.3
c
Natural Areas and Wildlife -- reduce fish
contamination due to local wet weather
sources.
Policy #
Subsection #
Item #
Policy Application
4.1
3, 4, 6,7,12
General Policy
4.2
4.2.1
1, 4, 5, 7, 8
Stormwater Quality and Quantity -- General
4.2
4.2.2
Stormwater Quality and Quantity -- Source
Control
In 1987, the International Joint Commission identified Toronto as one of 42 areas of concern
bordering the shorelines of the Great Lakes. A Remedial Action Plan was developed to restore
polluted drainage networks and water bodies located in the city or along the shorelines of Lake
Ontario. Table 2 outlines the goals and actions recommended by the RAP that can be satisfied
using greenroof technology.
Table 2. The goals and actions recommended by the RAP that can be satisfied using
greenroof technoloov.
Goals
Target
3a. Control of Stormwater
Quality and Quantity
The quality and quantity of storm runoff is protected
and enhanced
Action
Description
52. Encourage Research on
Protection and Rehabilitation of
Aquatic Habitats
The RAP recommends that further scientific research
be conducted to provide the information and
technology necessary for conservation, restoration and
development of aquatic habitats.
29
In 2003, two research sites were established: 1) the York University Computer Science
building, and 2) the Eastview Community Centre. The York University Computer Science
building had the rooftop garden designed during building construction and is monitored by the
TRCA, while the Eastview Community Centre was a retrofit to the existing roof and is being
monitored by staff at the City of Toronto. Measurements of climate, soil and runoff quantity
data are being taken to quantify the stormwater quality and quantity benefit of rooftop gardens
in urban areas at both sites. However, water quality data is being collected only at York
University. The York University monitoring devices have been linked to a single logger and
network server that statistically calculates and communicates measured data via the internet.
The internet connection also provides real -time measurements of activities (e.g. rainfall) that
can be accessed from anywhere in the world.
The key findings of the monitoring to date are:
• The garden effectively produced a 54% reduction in runoff volume from May to
November, 2003.
• Storms ranging in sizes from greater than or equal to (>=) 1 Omm, > =20mm,
> =30mm and > =40mm had an average peak flow reduction of 84.9 %, 82.2 %, 68.2%
and 46.2% respectively.
• The garden roof resulted in up to an 85% reduction in peak flow rate in storm events up
to less than or equal to 1 Omm.
• Individual storm event based performance varied depending on soil moisture and
rainfall intensity (antecedent condition).
• Runoff water quality from the garden met receiving water guidelines for most of the 55
parameters analyzed. Total phosphorus and E.coli concentrations in greenroof effluent
were higher than the control roof, likely due to use of the garden by birds as habitat.
Copper was much higher in effluent samples from the control roof. Poly Aromatic
Hydrocarbons (PAHs) were also generally higher in runoff samples from the control
roof.
DETAILS OF WORK TO BE DONE
TRCA staff recommends the following be undertaken in 2004:
• Continue monitoring of climate, soil and runoff quality and quantity data.
• Undertake hydrologic modeling analysis for the Highland Creek watershed using the
results of all monitored data.
• Testing of chemical makeup of all contact surfaces (i.e. garden soil, eves trough
plumbing) to determine the magnitude these surfaces are contributing to runoff quality
changes.
• Staff attend the June Greening Rooftops for Sustainable Communities: The Second
Annual International Green Roof Conference, Awards, & Trade Show, in Portland,
Oregon.
30
FINANCIAL DETAILS
The total project cost for 2004 is $70,000, including GST, with an additional $45,000 in in -kind
contributions. $20,000 in funding has been secured from the City of Toronto, with the
remaining $50,000 awaiting approval from various agencies. In -kind contributions are being
made by the Ontario Ministry of the Environment, Seneca College and TRCA. Should any of
the remaining $50,000 in funding not be received, funds are available in the TRCA 2004
preliminary budget in the Green Roof account. Funds are also available in this account to
cover the travel and conference costs for the green roof conference.
Report prepared by: Derek Smith, extension 5362
For Information contact: Derek Smith, extension 5362 or Glenn MacMillan, extension 5212
Date: March 22, 2003
RES. #E15/04 - ONTARIO CLIMATE CHANGE PROJECT - ONTARIO ECOSCHOOLS
Launch of the Ontario EcoSchools program.
Moved by:
Seconded by:
Elaine Moore
Glenn Mason
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the attached report on the
launch of the Ontario EcoSchools program be received;
AND FURTHER THAT the Toronto and Region Conservation Authority (TRCA) continue to
work with the project partners to facilitate the program with conservation authorities and
school boards across the province of Ontario.
CARRIED
BACKGROUND
In 2002, Environment Canada (Climate Change Action Fund) released a request for proposals
to develop curriculum resources for climate change education in the Province of Ontario. A
successful proposal was submitted by a partnership of education groups which included the
York (University) Environmental Education Consortium and other associations and agencies
including the TRCA. Funding was approved in October 2002. The Climate Change Action Fund
(CCAF) contributed the maximum funding limit of $160,000. However, the combined project
funding with partner contributions and in -kind support, exceeded $250,000.
On February 26, 2004, the Climate Change Project was launched. Senior curriculum and
facilities representatives from 21 school boards, staff from 9 conservation authorities, 10
government ministries and 10 non - governments organizations attended the program launch.
The program was very well received. Ms. Donna Cansfield, MPP, Parliamentary Assistant to the
Minister of Energy, attended the launch and expressed her support by committing to introduce
the program to both the Minister of Energy and the Premier of Ontario.
31
RATIONALE
The Ontario Climate Change Project is being delivered and published under the name "Ontario
EcoSchools". This program builds on existing initiatives, particularly those of the Toronto
District School Board.
The Ontario EcoSchools program is designed to make environmental awareness and action an
integral part of everyday school life. The Ontario EcoSchools program is delivered jointly by
both curriculum services and facility services at school boards. It introduces an environmental
perspective to the choices made in operating schools and in planning classroom programs
based on the Ontario Curriculum. It consists of four components:
• Ecological Literacy;
• Waste Minimization;
• Energy Conservation; and
• School Ground Greening.
These components are supported by 15 resource guides and a multimedia CD. A brochure
presenting the Ontario EcoSchools program is attached to this report and outlines the scope of
these resources.
Ontario EcoSchools' re- orientation of school operations and curriculum complements and
supports many initiatives of the TRCA including The Living City Sustainable Schools initiative.
Through participation in the development of this program and the ongoing implementation of
the Ontario EcoSchools program across the province, TRCA staff have formed new and
important relationships within the education community, and established the TRCA as a leader
in the development of education resources.
DETAILS OF WORK TO BE DONE
Implementation of the Ontario EcoSchools program is just getting started. TRCA staff are an
integral part of the implementation team. Over the next two months, TRCA staff will participate
in a number of training workshops designed to assist school boards and conservation
authorities to adopt and adapt the program to meet their operational and educational needs.
TRCA staff who attend the training workshops will be developing and delivering Ontario
EcoSchools training sessions for all applicable TRCA staff.
FINANCIAL DETAILS
The Ontario Climate Change Project partners have been invited by Environment Canada to
apply for additional funding to support the implementation of the Ontario EcoSchools program
across the province. If successful, the Ontario EcoSchools program will be introduced to
teachers across the province through workshops at Summer Teacher Professional
Development Institutes. TRCA staff will be participating in the development and delivery of
these workshops.
Report prepared by: Dave Green, extension 5234
For Information contact: Dave Green, extension 5234
Date: March 22, 2004
Attachments: 1
32
Attachment 1
Ontario EcoSchools guides are available at www.yorku.ca /fes /envedu /ecoshools.asp
Ontario EcoSchools
No one debatri the need to learn to lire
mote sustain lbly. Rather, ,lues.ti }ns swirl
.round what to do and v: hctc to stall -
an
and 1um u) thwlop programs dial
14.)dnc.c result.. \Qcnt people agree that
our schools share in the responsibi1kv
to addnss this challenge.
1 hat's where LcoSchools colors in. Built
on prevSoip. greening programs. Feu)SLItooIs
i. rIia•1.ilrzuialled by ils dual locus on �:.ltooi
op rarions and curriculum. Thar means
that classroom learning is thatched by
EcoSchools' b°nelics economtc_
environmental .an.l etluc..nir.nal -
ue as great as you alike them. The
program is streamlined to appeal ro busy
1clrilllll\lr:rtcrl :)nil leacher. ' 11r) 1:noVS dac
r.11uc t;,i uudcni r1ne71vCnirnt anti parcnlal
support.. LeoS..hools is designed cspccially
so that school hoards :an tailor the
program to meet their particular system-
wide go tl!, but even it a Board isn't
paniclpating, hilis-dual schools may
choose to adapt the program for their
own use.
environmental concepts brim applied
in running the school.
In the .izhools resources described
A1[111il. envii0111UeL1tall earning
expectations in the ()nrario curriculum
have been given uect= prominence in
activities and casks designed to connect
classroom experience with practical
issues in out students' lives.
The ingredients for sll<..Caa arc lotind
within the human resources of the
stilted: a genuine a)lunuttueut trout the
school leadership and high quality work
as a whole school celnl. Lcokhools. goal
is ro help school; build communities that
begin to adopt the new thinking and
behaviour needed to live well in the
years to come.
Ontario F.coS; hoah has receives{ major binding from the federal government .% ( .1itnare. (Mange
Action Fund. Clinute Change h iucreatdnl;ly seal as the most serious of the enviroluueutal
problcnts we have to respond to. now and ki the future. l coSchools places the teaching and
earning about climate change, and all other environmental issues, in a larger context that allows
students to make boner- informed choicer about their fugue actions as consumers and as citizens.
33
GUIDES FOR GETTING START
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34
7
The Ontario EcoSchools Program
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CONNECTING ECOSCHOOLS
TO THE SECONDARY CURRICULUM
35
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MULTIMEDIA PRESENTATIONS
TO ANCHOR YOUR PROGRAM
36
TERMINATION
ON MOTION, the meeting terminated at 12:38 p.m., on Friday, April 2, 2004.
Michael Di Biase Brian Denney
Chair Secretary- Treasurer
/ks
erTHE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE SUSTAINABLE COMMUNITIES BOARD #3/04
June 4, 2004
The Sustainable Communities Board Meeting #3/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, June 4, 2004. The Chair Suzan Hall, called the
meeting to order at 11:00 a.m.
PRESENT
Suzan Hall Vice Chair
Colleen Jordan Member
Glenn Mason Member
Elaine Moore Member
Dick O'Brien Chair, Authority
Linda Pabst Member
Andrew Schulz Member
REGRETS
Maria Augimeri Member
Glenn De Baeremaeker Member
Michael Di Biase Chair
David Gurin Member
Gerri Lynn O'Connor Member
John Sprovieri Member
RES. #E16/04 - MINUTES
Moved by:
Seconded by:
Elaine Moore
Linda Pabst
THAT the Minutes of Meeting #2/04, held on April 2, 2004, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Bill Endress of Toronto Commons and Michel Labbe, President,
Options for Homes on Toronto Commons.
38
(b) A presentation by Andrew Bowerbank, Supervisor, The Living City Programs, TRCA, in
regards to Sustainable Communities Development Program.
(c) A presentation by Andrew Bowerbank, Supervisor, The Living City Programs, TRCA, in
regards to item 7.2 - Canada Green Building Council Partnership.
RES. #E17 /04 - PRESENTATIONS
Moved by:
Seconded by:
Andrew Schulz
Dick O'Brien
THAT above -noted presentation (a) be heard and received.
CARRIED
RES. #E18 /04 - PRESENTATIONS
Moved by:
Seconded by:
Glenn Mason
Elaine Moore
THAT above -noted presentations (b) and (c) be heard and received.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #E19 /04 - OAK RIDGES MORAINE TRAIL ASSOCIATION STRATEGIC PLAN
Endorsement of A Strategic Plan for The Oak Ridges Trail prepared by
the Oak Ridges Trail Association (ORTA)
Moved by:
Seconded by:
Andrew Schulz
Colleen Jordan
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Toronto and Region
Conservation Authority (TRCA) endorse The Strategic Plan for The Oak Ridges Trail as
completed by the ORTA as it supports the approved Oak Ridges Moraine Conservation
Plan, and is consistent with an integrated watershed management approach and
watershed public use initiatives of the TRCA;
THAT staff participate on the Oak Ridges Trail Strategic Plan Advisory Committee to
develop trail implementation recommendations;
THAT staff work cooperatively with the Oak Ridges Trail Strategic Plan Advisory
Committee to ensure appropriate trail design, development and management;
THAT staff report back to the TRCA on an annual basis regarding implementation of the
plan;
39
AND FURTHER THAT the ORTA and the Oak Ridges Moraine Foundation be so advised.
CARRIED
BACKGROUND
The Oak Ridges Trail is a continuous footpath extending over 200 kilometres across the Oak
Ridges moraine with a number of local side trails. The trail is managed and maintained by the
ORTA, a volunteer organization inaugurated in May 1992. One of the ORTA main objectives is
to develop and secure the Oak Ridges Trail for walking /hiking purposes, thereby promoting an
appreciation and respect for the Moraine's ecological, cultural and scenic integrity, while
retaining the trail corridor in its natural state. The present route of the Oak Ridges Trail is
located entirely on lands owned by other agencies and individuals - federal, provincial,
municipal governments, conservation authorities, and private land owners. At the present time
ORTA has approximately 750 memberships, and has organized the group into nine chapters of
volunteer members who act as trail workers to build and now maintain the trail for public use in
all seasons. However, in a number of locations the trail does not follow the route preferred by
the association nor does it satisfy the criteria of the Oak Ridges Moraine Conservation Plan.
Purpose of the Strategic Plan
In 2003 the ORTA received funding from the Oak Ridges Moraine Foundation to complete a
Strategic Plan. The objective of the Strategic Plan was to provide direction to ORTA for the next
five years (through 2008) on how to expand, secure, develop, manage and maintain the trail as
a continuous recreational feature along the Moraine, and most importantly how to implement a
number of recommendations contained in the Oak Ridges Moraine Conservation Plan.
Preparation of the Plan
The strategic plan was prepared with the advice and direction from an ORTA Steering
Committee which was comprised of representatives from the ORTA Executive, Oak Ridges
Moraine Foundation staff and Ontario Ministry of Natural Resources (OMNR) staff. Early in the
planning process the Steering Committee agreed that the plan would cover a number of topics
including:
• Optimum Trail Alignment;
• Principles of Environmental Protection;
• Connections with Other Trails;
• Improved and Disabled Access;
• Trail Securement;
• Financial Sustainability;
• Staffing Strategy; and
• Monitoring
The topics were addressed through a series of five focus group sessions that were held with
ORTA Chapter members and other trail clubs and associations. Three additional meetings
were held with staff from municipalities, conservation authorities, stewardship councils, and
other trail clubs to obtain a greater range of information, suggestions and recommendations.
TRCA staff attended two of the three additional meetings and provided input to the plan.
40
Optimum Trail Alignment
The optimum trail alignment is presented as a trail corridor approximately 1 kilometre wide
extending in an east -west direction across the length of the moraine and located in Natural
Core Areas and Natural Linkage Areas to the extent possible. The trail itself is proposed to be
a minimum of 1 metre wide, eventually located within the trail corridor. The plan states that the
trail alignment must conform to the provisions of the Oak Ridges Moraine Conservation Plan
and that the trail will support the requirements of Section 37 (1) of the Conservation Plan for
low- intensity recreational uses. ORTA Chapter Chairs and members will be responsible for
locating the optimum trail alignment within the trail corridor and they will utilize eight selection
criteria including:
• Located off public roads and road allowances to the extent possible.
• Designed to minimize contact with roads and non - compatible trails.
• Designed to follow a safe route when crossing public highways and roads, steep slopes,
streams and rivers and designed to avoid hazardous road intersections.
• Designed to provide access for all people including persons with special needs and
disabilities.
• Designed to provide good opportunities for loop and side trails as well as connections with
other hiking trails.
• Designed to maintain and where possible improve or restore the ecological integrity of the
Oak Ridges Moraine Plan area.
• Designed to avoid sensitive cultural and ecological areas and minimize impact on the
natural environment.
• Designed to minimize disturbance and interference with adjacent land uses.
The location of the trail corridor is identified on Map 1 at the end of Attachment 1.
Principles of Environmental Protection
The Plan also details special environmental protection measures that need to be addressed in
the design, management and maintenance of the Oak Ridges Trail and associated minor
recreational uses. ORTA will work towards protecting the Oak Ridges Moraine by:
• ensuring the location, design and maintenance of trails and associated features is carried
out in a manner that avoids destruction, disruption or degradation of ecologically sensitive
features and functions identified in the conservation plan;
• ensuring that construction and maintenance of the trail and related facilities, keep land
disturbance to an absolute minimum;
• Incorporating appropriate warnings in signage and other educational materials advising
trail users to stay on designated trails and not to pick or collect any plant or animal
materials.
41
Adjoining Trails and Other Trail Users
There are presently many other recreational trails located across the Moraine. These trails are
operated by a number of different land owners and trail managers e.g. municipalities,
conservation authorities and other trail clubs. Some of these trail uses are compatible with the
purposes of the Oak Ridges Trail and others are less compatible. The land owner ultimately
decides which trail uses are permissible. ORTA will pursue strategic partnerships and working
relationships with other trail clubs, municipalities and conservation authorities in order to
support connections with adjacent compatible trails. The goal is to improve communications,
build information and trail management links, coordinate efforts and address trail use conflicts.
Disabled Access
The strategic plan recognizes that it would be impractical to make the entire Oak Ridges Trail
accessible for persons with special needs. The plan supports a target that ensures a
reasonable portion of the trail, located in appropriate locations across the moraine, is made
available. The plan recommends that trail access for people with special needs be developed
by the following actions:
• Providing a minimum of 0.5 kilometres of trail for special needs persons for every 25
kilometres of existing or developed trail;
• Acknowledging the variety of special needs and designing the trail appropriately and safely
to accommodate the need;
• Designated parking areas, not roadside parking areas will be provided allowing disabled
access to the trail;
• Utilizing the Universal Trail Assessment Process (UTAP) to evaluate different sections of the
trail to determine which sections could be designated to accommodate persons with
special needs;
• Public agencies and NGOs will be encouraged to partner with ORTA in this regard;
• Referencing any available legislation, guidelines and standards to supplement the UTAP
process.
Trail Securement
ORTA does not hold any lands nor does this plan recommend that ORTA purchase or
expropriate property for trail purposes. The association intends to secure the Oak Ridges Trail
by:
• Seeking to have the trail located on public lands;
• Considering the use of easements, which would be held by and administered by other
bodies, and ORTA would take responsibility for constructing, managing and maintaining
the trail;
• Continuing the Memorandum of Understanding with the Oak Ridges Moraine Land Trust
(ORMLT), such that the ORMLT will obtain and hold lands for conservation purposes and
ORTA will develop, manage and maintain the trail across these lands;
• Continuing to develop and maintain the trail on private lands through license agreements or
informal agreements where the first two approaches are not feasible.
42
Trail Monitoring
The plan recommends that ORTA develop a monitoring framework to identify targets and
performance measures discussed in the strategic plan, and report on the status of those
targets to its membership and the Oak Ridges Moraine Foundation. The monitoring would be
undertaken on a regular basis including the preparation of an annual progress report and a
detailed evaluation of the effectiveness of the plan in achieving its purpose and objectives
every five years.
RATIONALE
The Oak Ridges Trail Strategic plan is a comprehensive document, outlining how the Oak
Ridges Trail Association will continue work begun in 1992 to expand, secure, develop, manage
and maintain the Oak Ridges Trail as a continuous recreational trail along the Oak Ridges
Moraine, from the Niagara Escarpment to the Northhumberland Forest.The plan provides
strategic direction for the next five years and promotes appreciation and respect for the
moraine's ecological, cultural and scenic integrity. The strategic plan was developed by a
Steering Committee with representatives from the ORTA executive, OMNR and Oak Ridges
Moraine Foundation staff. The Committee prepared the plan in consultation with staff from
TRCA, other conservation authorities and municipalities. In addition input was received from
stewardship councils and other trail clubs.
The strategic plan supports the implementation of Section 39 of the Oak Ridges Moraine
Conservation Plan, which calls for the development and maintenance of a recreational trail
system that provides continuous access and travel across the entire moraine accessible to all
people including people with special needs. The plan contains detailed direction for items
including location and design of the trail, improved access, trail securement, environmental
protection, financial sustainability administration and monitoring. The strategies in the plan will
guide the development of a trail system ensuring that it is:
• designed to maintain and where possible, improve or restore the ecological integrity of the
moraine;
• located in the Natural Core and Natural Linkage Areas as much as possible; and
• located away from public roads and unopened road allowances to the extent possible.
The strategic plan will also be used to support project proposals and funding requests to the
Oak Ridges Moraine Foundation, the Trillium Foundation and other funding organizations. This
potential funding will help ORTA with the securement, management and maintenance of the
Oak Ridges Trail. The overall administration and management of the trail will be led by ORTA
and in partnership with other trail clubs, municipalities, conservation authorities, the Oak
Ridges Moraine Foundation and the Oak Ridges Moraine Land Trust. The partnership group,
including a TRCA staff representative, will participate on a Strategic Plan Implementation
Advisory Committee that will provide direction and input towards the implementation of the
plan. In addition, the plan reflects the Authority's integrated watershed management approach
and watershed public use initiatives for Authority land on the moraine. The plan also supports
the existing License Agreement between ORTA and TRCA.
43
Finally, the strategic plan recognizes that the Oak Ridges Trail is a very important aspect of the
moraine, particularly for the purpose of providing significant community appreciation,
enjoyment and stewardship. As the plan is implemented there will be many opportunities for
providing sustainable messages through education and improved management by ORTA.
DETAILS OF WORK TO BE DONE
TRCA staff will notify the Oak Ridges Trail Association, Oak Ridges Moraine Foundation, and
the Oak Ridges Moraine Land Trust of the TRCA endorsement of the strategic plan. Also,
TRCA staff will participate on the Oak Ridges Trail Strategic Plan Advisory Committee and will
provide the Authority Board with an annual implementation update report.
FINANCIAL DETAILS
Funds for TRCA staff involvement in trail planning have been budgeted and are available in
Account No. 408 - 44.
Report prepared by: Mike Bender, extension 5287
For Information contact: Mike Bender, extension 5287
Date: May 19, 2004
Attachments: 2
44
Attachment 1
Oak Ridges Trail Strategic Plan
Executive Summary
Purpose of the Strategic Plan
The Oak Ridges Trail Strategic Plan is a
comprehensive document, outlining how
the Oak Ridges Trail Association will
continue work begun in 1992 to expand,
secure, develop, manage and maintain the
Oak Ridges Trail as a continuous
recreational trail along the Niagara
Escarpment to the Northumberland Forest.
The plan will provide strategic direction for
the next five years (through 2008) and
promote appredation and respect for the
moraine's ecological, cultural and scenic
integrity.
The strategic plan will support the
implementation of Section 39 of the Oak
Ridges Moraine Conservation Plan which
calls for the development and maintenance
of a recreational trail system that will
provide continuous access and travel
across the entire moraine accessible to all
people including persons with disabilities.
The strategy will guide the development of
a trail system that is:
• designed to maintain and where
possible, improve or restore the
ecological integrity of the moraine,
• located in the Natural Core and
Natural Linkage Areas as much as
possible, and
• located away from public roads and
un- opened road allowances to the
extent possible.
The location of the trail must also recognize
sensitive habitats and result in minimal
impact on the natural environment.
The strategic plan will also be used to
support project proposals and funding
requests to the Oak Ridges Moraine
Foundation, the Trillium Foundation and
other funding organizations to obtain
support for the securement, management
and maintenance of the Oak Ridges Trail
Association and for the operation of the Oak
Ridges Trail Association. It is not the
purpose of this plan to recommend the
expropriation of land for trail purposes.
Administration of the Oak Ridges Trail
The overall administration and management
of the Oak Ridges Trail will be led by the
Oak Ridges Trail Association (ORTA), a
volunteer group working in partnership with
a number of other trail clubs, municipalities,
conservation authorities, the Oak Ridges
Moraine Foundation and the Oak Ridges
Moraine Land Trust.
The Strategic Plan
The strategic plan contains a number of
sections covering such topics as Location
and Design of the Oak Ridges Trail,
Improved Access to the Trail, Trail
Securement Strategy, Financial
Sustainability Strategy, Administration of the
Oak Ridges Trail and Monitoring.
45
Attachment 2
O
RES. #E20/04 - CANADA GREEN BUILDING COUNCIL PARTNERSHIP
The Toronto and Region Conservation Authority and the Toronto Chapter
of the Canada Green Building Council (CaGBC) have agreed to partner
on activities and projects supporting green building design across our
regions.
Moved by:
Seconded by:
Colleen Jordan
Elaine Moore
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff proceed to further the use
of green building design /technology within the Toronto region in support of the Toronto
and Region Conservation Authority's (TRCA) vision for The Living City through the
development of a Memorandum of Understanding (MOU) with the Toronto Chapter of the
Canada Green Building Council (CaGBC).
AND FURTHER THAT appropriate TRCA officials be authorized to execute the MOU,
CARRIED
BACKGROUND
On Thursday, May 20, 2004, TRCA hosted a members meeting for CaGBC at the new Earth
Rangers building at Kortright. The evening was designed to further the development of a
strategic alliance between TRCA and CaGBC. Steve Carpenter (Enermodal) led a tour of the
state -of- the -art "green" building. Presentations were made by 3 speakers: Bernie McIntyre ,
Manager of Development, The Conservation Foundation of Greater Toronto, began with an
overview of The Living City vision. Andrew Bowerbank, Supervisor, The Living City Programs,
TRCA, followed by a presentation of sustainable communities, detailing work with green
buildings. Ian Jarvis, Chair, CaGBC, closed with an overview of new green building activity
across Canada.
Following the presentations, Mark Mitchell, President, CaGBC - Toronto Chapter, reviewed
membership news /events and a draft of the strategic alliance between TRCA and CaGBC
- Toronto.
RATIONALE
As TRCA moves forward with efforts to transform markets under The Living City, it is crucial to
help engage leaders and promote sustainable community development. TRCA and CaGBC
have created a very supportive working relationship. The natural next step is to solidify this
relationship into an effective partnership.
Report prepared by: Andrew Bowerbank Extension 5343
For Information contact: Andrew Bowerbank Extension 5343
Date: May 26, 2004
47
TERMINATION
ON MOTION, the meeting terminated at 12:01 a.m., on Friday, June 4, 2004.
Suzan Hall
Vice Chair
/ks
48
Brian Denney
Secretary- Treasurer
‘..
erTHE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE SUSTAINABLE COMMUNITIES BOARD #4/04
July 9, 2004
The Sustainable Communities Board Meeting #4/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, July 9, 2004. The Chair Michael Di Biase, called
the meeting to order at 11:25 a.m.
PRESENT
Michael Di Biase Chair
David Gurin Member
Suzan Hall Vice Chair
Colleen Jordan Member
Glenn Mason Member
Elaine Moore Member
Dick O'Brien Chair, Authority
Gerri Lynn O'Connor Member
Linda Pabst Member
Andrew Schulz Member
REGRETS
Maria Augimeri Member
Glenn De Baeremaeker Member
John Sprovieri Member
RES. #E21/04 - MINUTES
Moved by:
Seconded by:
Andrew Schulz
Suzan Hall
THAT the Minutes of Meeting #3/04, held on June 4, 2004, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Doug Webber of Halsall and Associates, in regards to the efforts with
Menkes Developments Limited to apply green building technology to industrial
building.
49
(b) A presentation by John Campbell, President, Toronto Waterfront Revitalization
Corporation (TWRC), and Mary MacDonald, Director, Sustainable Development
Systems, CH2M Hill, in regards to the TWRC Sustainability Framework.
RES. #E22 /04 - PRESENTATIONS
Moved by:
Seconded by:
Gerri Lynn O'Connor
Linda Pabst
THAT above -noted presentation (a) be heard and received.
CARRIED
RES. #E23 /04 - PRESENTATIONS
Moved by:
Seconded by:
Gerri Lynn O'Connor
Suzan Hall
THAT above -noted presentation (b) be heard and received.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #E24 /04 - GREEN BUILDING TECHNOLOGY
The Living City Initiatives and Partnerships. To encourage developers,
building owners and architects across the Toronto region can to utilize
green building technology and energy saving processes.
Moved by:
Seconded by:
Gerri Lynn O'Connor
Linda Pabst
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the efforts the Toronto and
Region Conservation Authority (TRCA) and Halsall & Assc. have initiated in engaging
Menkes Development Inc. in green building design & implementation be advocated to
other private sector developers in the Toronto region to reduce up -front and lifecycle
energy costs while also reducing the environmental impact around the site, improving
indoor environmental quality and reducing the consumption of potable water and fossil
fuel source energy;
AND FURTHER THAT The Living City section under the TRCA website develop a
catalogue to highlight TRCA supported building projects that have successfully applied
green building technologies and have achieved certification under the LEED rating
system.
CARRIED
50
BACKGROUND
The Canada Green Building Council is a broad -based inclusive coalition of representatives
from different segments of the design and building industry. The Council will work to:
• change industry standards;
• develop best design practices and guidelines;
• advocate for green buildings; and,
• develop educational tools to support its members in implementing sustainable
design and construction practices.
Members of the Green Building Council represented by engineers, architects and
manufacturers developed the LEED (Leadership in Energy and Environmental Design) rating
system for Green Buildings.
The LEED Rating System is a voluntary, consensus -based national standard for developing
high - performance, sustainable buildings. LEED provides a complete framework for assessing
building performance and meeting sustainability goals based on well- founded scientific
standards. LEED emphasizes state -of- the -art strategies for sustainable site development,
water savings, energy efficiency, materials selection and indoor environmental quality. LEED
recognizes achievements and promotes expertise in green building through a comprehensive
system offering project certification, professional accreditation, training and practical
resources.
Halsall and Associates are an engineering firm specializing in sustainable development. Their
vision for buildings in our communities focuses on the belief that buildings and the construction
industry have a deep and lasting impact on our environment. "All too often, buildings become
a burden for future generations. Halsall wants to work to make them an asset." (source:
www.halsall.com).
Menkes Industrial and Office Division concentrates on the development, leasing, and
management of industrial and office properties. Menkes has developed in excess of 8 million
square feet of high quality, strategically located industrial and office buildings in the Greater
Toronto Area (GTA).
Menkes Development Inc. have applied to build a 650,000 sq. ft. industrial tenant complex on
land in their ownership at Goreway Dr. and Steeles Ave. in Brampton. The site is adjacent to
sensitive lands. In addition to TRCA's permit procedures to protect the valleyland near the
building, a request has been put forth for Menkes to apply green building technology to the site
and strive to achieve a LEED "silver" rating. A rating of LEED silver will greatly reduce
disturbance around the site by implementing strict erosion control measures and maintaining
stormwater run -off conditions equal to a vacant greenfield site. Energy requirements for this
building will be a minimum 25% better than the Model National Energy Code.
51
RATIONALE
TRCA staff recognizes this project offers an important opportunity to work towards market
transformation with green buildings in the GTA. Menkes is one of the largest development
companies in our region. Halsall and Associates is currently leading Menkes through the
learning processes required to apply green building design. Our goal is to have Menkes
recognize the application of LEED principles as an effective way to create new buildings and
apply this system to future projects on a regular basis. Menkes is an ideal candidate to assist
in the promotion of green building practices to other developers in our regions. Halsall and
Associates have the expertise and experience to work with Menkes and introduce the
economical, environmental and social benefits of green building technology.
It has been identified by the Green Building Council that up -front costs for creating green
buildings will be equal to traditional building costs if participants apply the LEED process past
4 building projects. After 4 projects have implemented green building design strategies, the
learning curve for building green is complete and developers can apply green building designs
with a "business as usual" perspective. Life cycle costs for green buildings have demonstrated
energy savings in excess of 60% over traditional buildings. The combination of equal up -front
costs and the substantial reduction in life -cycle building costs establish a strong financial case
for implementing green building design strategies
An on -line catalogue of TRCA supported green building to be initiatives developed as a
component under The Living City section of TRCA's website will act as a source for reliable
examples of green buildings in the Toronto region. Staff at TRCA want to utilize this web
resource to present our efforts to new partners, encourage funding support and engage public
and private project leaders.
Report prepared by: Andrew Bowerbank, extension 5343
For Information contact: Andrew Bowerbank, extension 5343
Date: June 28, 2004
RES. #E25/04 - SUSTAINABILITY FRAMEWORK FOR THE TORONTO WATERFRONT
REVITALIZATION CORPORATION
The Sustainability Framework is a draft document compiled by the
Toronto Waterfront Revitalization Corporation (TWRC) to identify
redevelopment strategies and actions for the City's waterfront lands.
Moved by:
Seconded by:
Suzan Hall
David Gurin
52
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff incorporate the principles
included within the draft sustainability framework in the development, environmental
assessment, and implementation of projects which TRCA is undertaking on behalf of the
TWRC including the Environmental Assessments for the Lower Don Naturalization and
Flood Control, Port Union Park, Mimico Linear Park, and the implementation of the
Tommy Thompson Park Master Plan.
THAT staff continue to work with TWRC staff to refine the Framework's definition and
indicators of sustainability in alignment with TRCA programs.
AND FURTHER THAT as a member of the TWRC Sustainable Framework committee, the
CAO, Brian Denney, will continue to provide associate members with direction and
recommendations on how the framework's objectives can be achieved and how the
actions can yield measurable results.
CARRIED
BACKGROUND
Toronto Waterfront Revitalization Corporation (TWRC) is committed to making the City's
waterfront both a national and global model for sustainability. What TWRC does on the
waterfront can and will set new standards for best practices not only in Canada but throughout
the world.
TWRC has developed a sustainabilty framework draft document that is designed to be a road
map that will guide the transformation of the waterfront into new, vibrant downtown
neighbourhoods. Although it is a draft document, it's goal is clear: to ensure that sustainabilty
principles are integrated into all facets of waterfront management, operations and
decision - making.
The Framework draft document is divided into 4 sections:
• Toronto's waterfront: The 21st Century Starts Here
This section works to present/define sustainability as it will apply to waterfront revitalization.
• Made in Toronto
This section outlines the vision and mission statements and gives an overview of the
framework's direction.
• Sustainabilty Action Plan
This section lists and defines the attributes associated with the project including: Energy, Land
Use, Transportation, Buildings, Air Quality, Water, Human communities, Innovation, Materials
and Waste, Natural Resources.
• What the TWRC Will Do
This section outlines the actions that will be undertaken to apply the sustainablity framework to
projects planned for Toronto's waterfront redevelopment.
53
RATIONALE
The TWRC Sustainability Framework document is a comprehensive draft that addresses the
need for sustainable planning strategies. The goals, targets, objectives and rationales outlined
are appropriate and well defined, however, directions on how the objectives and goals can be
achieved need greater „support, detail and directional focus. TRCA staff and associates can
work with TWRC to ensure this document identifies and addresses all concerns as it move
toward it's final iteration.
The Framework document identifies preliminary concerns about the value of the sustainablity
concept in Appendix 5. TRCA can offer support to address these concerns through our efforts
under our sustainable communities agenda.
We can also offer professional support by bringing the expertise of our established partners to
the table. TRCA's Waterfront Aquatic Habitat Restoration Strategy is referenced in the TWRC
framework document and sets the stage for partnership work to further this document for
implementation. The Living City identifies the fact that programs cannot be implemented
through independent efforts. Partnerships play a large role in our efforts to make our regions a
place where human settlement can flourish forever as part of nature's beauty and diversity.
• The Framework objectives are general. Clear indicators are needed to give direction for
measurable results.
• The Sustainability "bar” must be set high and specific components must be defined so that
project requirements are not left open to interpretation. More definitive structure to the
Framework's targets must be in place to give specific guidelines and fully illustrate
expectations.
• The design process should be reviewed to identify relationships and compatibility to all
infrastructure components. A Seamless transition from private to municipal lands must be
regulated as demonstrated in the Vancouver sustainability agenda.
• Section 3: Sustainability Action Plan will be reviewed to ensure all factors have been
considered.
• The value of sustainable development needs strong support that can address the response
to preliminary concerns outlined in appendix 5.
Report prepared by: Andrew Bowerbank, extension 5343
For Information contact: Andrew Bowerbank, extension 5343
Date: June 28, 2004
RES. #E26/04 - ENVIRONMENTAL MANAGEMENT SYSTEM
Receipt of the summary of the Environmental Management System -
2003 year end report and recommendations of priorities for 2004.
Moved by:
Seconded by:
Gerri Lynn O'Connor
Colleen Jordan
54
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the summary of the
Environmental Management System (EMS) 2003 year end report be received;
AND FURTHER THAT the major efforts in 2004 and beyond address the priority areas of
energy use, fleet use and waste management.
CARRIED
BACKGROUND
At Authority Meeting #10/99, held on October 29, 2004, Resolution #A278/99 was approved as
follows:
THAT the proposed corporate Environmental Policy Statement be adopted;
AND FURTHER THAT the proposed framework for implementing an Environmental
Management System be approved.
Following this, extensive staff consultation, research and planning resulted in an initial set of
environmental management targets and objectives. These were finalized in 2002. In 2003, 57
targets were grouped under our seven significant aspects, which are: Vehicle and Equipment
Use, Energy Use, Water Use, Land Management, Procurement, Management of Contaminated
Lands and Waste Management. 2003 represented the first year of EMS implementation, during
which TRCA's progress towards the aforementioned targets was monitored and reported.
It is the intent of the EMS to administer a system to continually review, consult on, monitor,
report, revise and improve TRCA's environmental performance in selected areas where our
internal operations have significant impact on the environment (these areas are called
"significant aspects" under ISO 14000 terminology, one global standard for environmental
management systems).
PERFORMANCE SUMMARY
Positive Indicators
TRCA met EMS targets in the following areas:
• adhering to smog alert operations
• procuring green energy
• shutting down computers and lights
• buying Energy Star gas boilers, HVAC systems, appliances
• buying efficient fluorescent lighting
• performing good sediment control at construction sites
• recording and reporting on EMS impact on decision making
• purchasing gasoline from sustainable energy companies
• reducing mapping resource consumption through improvements and reliance on digital
mapping
• maintaining vehicles
• provision of composting options at all staff locations.
• purchased two hybrid vehicles
• 27% reduction in natural gas usage at Head Office (causation to be clarified - possible
factor: new high efficiency HVAC system)
55
• breathing wall process commenced (completed in 2004)
• completed arrangements to purchase 10% green energy, organization -wide
• implemented a mandatory green procurement list
• Authority approved policies on pesticide use and operations on smog days
• TRCA actively pursuing energy conservation and other positive measures in new facilities
Major Concerns Pertaining to 2003 Performance
TRCA did not fare as well in relation to:
• Recording and reporting on EMS impact in decision making.
• Purchasing gasoline from sutainable energy companies.
• Reducing mapping resource consumption through improvements and reliance on digital
mapping.
• Vehicle maintenance.
• Provision of composting options at all staff locations.
Major areas of action for 2004 and beyond:
Vehicle /Fleet Usage
• Arguably TRCA's largest negative impact on environment.
• Fleet vehicle use up 17% over 2002 data (causes being investigated).
• Fuel consumption also increased significantly.
Waste Management
• Little progress has been made.
• Current system is highly complex, resulting in difficulties gathering background
information.
Energy Use
• Despite green energy and leadership on new facilities, energy usage remains a key
concern due to the aging infrastructure of existing facilities.
RECOMMENDATIONS
Major efforts in 2004 and beyond will be to address the priority areas of energy use, fleet use
and waste management.
2004 Targets
• Utilize our membership in Smart Growth Black Creek to introduce policies pertaining to
mileage reduction, telecommuting, teleconferencing, employee commute impacts and
reducing fuel use.
• Finalize a strategy for greening the TRCA vehicle fleet via hybrid utilization and sustainable
ethanol fuels.
• Perform waste audits, take steps to simplify the waste management system, gather
background diversion data toward the goal of reducing waste significantly.
• Develop a corporate energy management plan to prioritize retrofits at existing facilities and
work with partners to improve energy use in TRCA rental facilities.
• Develop a biodiesel strategy for use in equipment, vehicles and potentially as heating fuel.
56
Report prepared by: Brian Dundas, extension 5262
For Information contact: Brian Dundas, extension 5262
Date: June 25, 2004
TERMINATION
ON MOTION, the meeting terminated at 12:33 a.m., on Friday, July 9, 2004.
Michael Di Biase Brian Denney
Chair Secretary- Treasurer
/ks
57
c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE SUSTAINABLE COMMUNITIES BOARD #5/04
October 1, 2004
The Sustainable Communities Board Meeting #5/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, October 1, 2004. The Chair Michael Di Biase,
called the meeting to order at 12:00 p.m.
PRESENT
Maria Augimeri Member
Michael Di Biase Chair
David Gurin Member
Suzan Hall Vice Chair
Glenn Mason Member
Elaine Moore Member
Dick O'Brien Chair, Authority
Gerri Lynn O'Connor Member
Linda Pabst Member
Andrew Schulz Member
John Sprovieri Member
REGRETS
Glenn De Baeremaeker Member
Colleen Jordan Member
RES. #E_27104 - MINUTES
Moved by:
Seconded by:
Gerri Lynn O'Connor
Elaine Moore
THAT the Minutes of Meeting #4/04, held on July 9, 2004, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Christopher Chiaravallotti, Director, Fleet Services Division, City of
Toronto, in regards to item 7.1 - Greening the Fleet.
(b) A presentation by Geoff Cape, Executive Director, Evergreen Environmental
Foundation, in regards to item 7.2 - Don Valley Brick Works.
58
(c) A presentation by a representative from Enbridge Gas Distribution Inc. Inc. in regards to
energy sources for the future.
RES. #E28 /04 - PRESENTATIONS
Moved by:
Seconded by:
Linda Pabst
John Sprovieri
THAT above -noted presentation (b) be heard and received and made to the Authority at
Meeting #9104, to be held on October 29, 2004;
THAT above -noted presentation (a) be deferred to Authority Meeting #9/04, to be held on
October 29, 2004;
AND FURTHER THAT above -noted presentation (c) be deferred to Sustainable
Communities Board Meeting #6104, to be held on December 3, 2004.
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #E29 /04 -
Moved by:
Seconded by:
CARRIED
SUSTAINABLE CORPORATE FLEET POLICY
Provides background information on Toronto and Region Conservation
Authority's fleet management and guiding principles to make the fleet as
"environmentally sustainable" as possible.
Linda Pabst
Andrew Schulz
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Sustainable Corporate Fleet
Policy be that the Toronto and Region Conservation Authority (TRCA) will own, rent
and /or lease, to the extent that it is practical to do so, vehicles and equipment using the
best available, proven, environmental technology, the most sustainable fuels and
practice the most sustainable maintenance procedures;
THAT the TRCA adhere to the principles outlined in the staff report dated September 21,
2004 in administering this policy;
AND FURTHER THAT staff report to the Sustainable Communities Board at its meeting to
be held in February, 2004 progress toward achieving more environmentally sustainable
vehicle and equipment usage.
CARRIED
59
BACKGROUND
As staff continue to implement the objectives of The Living City vision, all TRCA operations are
being reviewed and monitored in terms of sustainable management practices. TRCA's fleet of
vehicles and equipment is not large by municipal standards but does represent an important
opportunity to demonstrate TRCA's commitment to the very best environmental practices.
TRCA staff research and regularly monitor successful fleet management activities in other
jurisdictions, both in the private and the public sector. For example, the City of Toronto's green
fleet policy and practices have been very useful
RATIONALE
The TRCA owns 45 vehicles. The units include a 5 ton transport truck, 3/4 ton stake trucks,
pickup trucks, passenger and utility vans, and cars. The TRCA owns two Hybrid Honda Civic
cars and two Dodge Dakota Quad Cabs which burn both natural gas and gasoline. The types
of vehicles reflect the variety of tasks the TRCA undertakes on a daily basis Each vehicle is
assigned a supervisor who is responsible for the maintenance and care of the vehicle. Also,
TRCA rents approximately 45 vehicles each year during the summer operating season. These
vehicles are compact cars, mini vans and pickup trucks. These vehicles are used to transport
seasonal staff for watershed monitoring programs and conservation areas operations. A
majority of the vehicles are rented for approximately 4 -6 months
The funding for the operation of the TRCA owned vehicles is budgeted from the Vehicle and
Equipment Reserve. Each vehicle is assigned a kilometre rate which over the life cycle of that
vehicle pays for the fuel, maintenance and a replacement vehicle at the end of its lifecycle. The
kilometre rate is based on the type of vehicle, the fuel economy rating and the amount the
vehicle is driven each year. The kilometre rate for each vehicle is reviewed each year to take
into account any adjustment in the fuel costs and inflation rate for the replacement vehicle.
The TRCA replaces its vehicles between 5 -8 years or 100,000 kilometers. The average lifecycle
of an TRCA vehicle is 5 years. When purchasing a new TRCA vehicle staff follow the
purchasing and disposal policies and sustainable management policies. Vehicles are disposed
of through auction centres.
TRCA utilizes the services of ARI, a fleet management company selected by competitive bids,
to record the fueling and maintenance of the vehicles. ARI supplies the TRCA with data which
include kilometres driven by each vehicle, fuel usage and maintenance carried out on each
vehicle. Each vehicle is assigned a card which is used for payment for fuel and maintenance.
Each transaction is recorded and billed to the TRCA on a monthly basis. The purchasing of fuel
and all maintenance or mechanical repair is carried out at an ARI approved supplier. Prior to
any major repairs being carried out on a TRCA vehicle, the supplier must call into the ARI call
centre and receive authorization from a licensed automotive technician. Each major repair is
scrutinized by an ARI technician to ensure that the work is necessary and best value is
achieved. The ARI technician investigates possible warranty coverage for the repair from the
initial supplier or the repair facility. As a result of using the ARI fuel and maintenance card,
TRCA receives discounts from the major fuel supplier and some approved repair facilities. The
cost of the using an ARI card is $4.50 /month per vehicle. The TRCA follows the maintenance
schedule for each specific vehicle to ensure the warranty requirements are meet. This
information is utilized on an ongoing basis to measure and analyze the performance of the
fleet.
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In 2003, 42 vehicles (excluding rentals) travelled 653,000 kilometres. These vehicles used
about 113,000 litres of gasoline and diesel fuel. The average fuel consumption is 17.3 litres per
100 kilometres travelled. This is an unacceptably high rate of consumption but it reflects the
fact that the fleet is so varied. It is important to look at individual vehicles as well as overall
performance since we have hybrids at less than 6 litres per 100 kilometres and heavy trucks
doing snow ploughing at 25 litres per 100 kilometres and higher. At the end of 2004,
information will be assembled and compared with 2003 performance to determine how much
improvement TRCA has achieved in terms of efficiency and sustainability. Staff will report to
the Sustainable Communities Board at its February meeting on this performance.
Sustainable Corporate Fleet Policy
The Living City vision recognizes the need for TRCA in all its operations to reflect the very best
sustainability practices. Vehicles and equipment are one facet of TRCA operations which,
when managed sustainably, can make a positive contribution to improving the health of the
Toronto region. As a result, the staff recommended Sustainable Corporate Fleet Policy is that:
TRCA will own, rent and /or lease, to the extent that it is practical to do so, vehicles and
equipment using the best available, proven, environmental technology, the most
sustainable fuels and practice the most sustainable maintenance procedures.
The objectives of this policy are to:
• facilitate progress toward The Living City vision and Sustainable Communities objective;
• meet the standards of TRCA environmental policies and sustainability management system
targets; and
• meet the most efficient operational requirements.
"Equipment" includes tractors, loaders, etc.
The following are the principles of TRCA's sustainable corporate fleet:
• within each class of automobile required by TRCA, ensure all automobiles acquired are
powered by hybrid technology or better, as available;
• ensure all vehicles purchased for transportation of people (only) are automobiles; SUV's,
minivans, pickups or other types of vehicles will only be acquired if such vehicle has
demonstrated performance that is more sustainable than the preferred vehicle class;
• during the procurement of all vehicles, including leases, ensure that fuel efficiency and
emissions ratings will be considered as criteria equally important as cost, safety and other
vehicle requirements;
• support the practice of utilizing sustainable modes of transportation for staff at all TRCA
locations (e.g. bicycles, electric carts, etc );
• ensure efficient, sustainable fleet management, collecting all information relevant to fleet
performance, enabling proper maintenance of vehicles to be measured and enforced;
• implement, promote and monitor a "non- idling for more than one minute" policy for all
TRCA vehicles;
• continue to investigate alternative fuels and implement the use of such fuels wherever
feasible;
• implement biodiesel use in equipment and vehicles;
• where possible, implement low sulphur diesel use as per recommendations of the Clean Air
Council;
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• continually research new fleet sustainability technologies;
• for gasoline or other fuel purchases, preference will be given to companies listed on the
Dow Jones Sustainability Index;
• where possible, 4 stroke equipment or high efficient 2 stroke motors shall be preferred to
regular 2 stroke.
Report prepared by: Jim Tucker, extension 5247
For Information contact: Jim Tucker, extension 5247; Brian Dundas, extension 5262
Date: September 21, 2004
RES. #E30/04 -
Moved by:
Seconded by:
DON VALLEY BRICK WORKS
Memorandum of Understanding with the Evergreen Environmental
Foundation. Seeks approval for the Toronto and Region Conservation
Authority to enter into a Memorandum of Understanding with the
Evergreen Environmental Foundation and the City of Toronto to enable
the adaptive re -use of the heritage and cultural resources of the Toronto
Don Valley Brick Works.
Gerri Lynn O'Connor
Maria Augimeri
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Toronto and Region
Conservation Authority (TRCA) enter into a Memorandum of Understanding (MOU) with
the Evergreen Environmental Foundation (Evergreen) and the City of Toronto (the City) to
enable the adaptive re -use of the heritage and cultural resources of the Toronto Don
Valley Brick Works (Brick Works);
THAT staff be authorized to enter into negotiations with the City of Toronto and the
Evergreen Environmental Foundation to formulate a lease of 21 years less a day on terms
and conditions as set out in the Memorandum of Understanding and satisfactory to TRCA
staff and solicitor;
THAT staff work collaboratively with Evergreen and the City by recognizing the Brick
Works project as an important priority for third party funding to be raised by Evergreen to
complete the project;
THAT staff work with the City and Evergreen to devise the appropriate trail connection
from the Brick Works to the Don Valley trail system and links to Todmorden Mills;
AND FURTHER THAT staff be directed and authorized to take the necessary action to
give effect to the foregoing including the signing of documents on behalf of TRCA.
CARRIED
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BACKGROUND
In September of 2003, the City of Toronto designated Evergreen as the preferred proponent
following a call for proposals to adaptively re -use the designated heritage and cultural features
of the Don Valley Brick Works. Evergreen proposes to create "Evergreen Gardens ", a centre
devoted to environmental learning and urban ecology. TRCA staff cooperated with the City in
reviewing proposals and has been working with the City staff steering committee to prepare the
MOU.
The Brick Works site was acquired by TRCA under an expropriation order in 1987. The
attached drawing illustrates the site and its buildings. The site is under management
agreement with the City of Toronto. Staff has confirmed with our solicitor that the proposed
use of the site is consistent with the purposes for which the site was expropriated.
Evergreen is a charitable, non - profit organization that has been active in environmental
programs in Toronto for some time. For example, in partnership with many schools and
communities, Evergreen has successfully regenerated a large number of school yards.
RATIONALE
Evergreen has developed a capital fundraising strategy and a vision of an exciting Toronto
destination on the themes of community, culture and urban ecology. Evergreen proposes to
convert the large shed building into a native plant nursery and a garden centre. In addition,
there will be demonstration gardens, including a children's teaching garden, market space,
community space for meetings and public programming, food outlets, an amphitheatre for
outdoor performing arts and office space for the Evergreen national headquarters. Partnering
primarily with other like minded and community based organizations, the balance of the
buildings on site would be used for heritage and cultural community uses respecting the
themes of youth and leadership, visual arts and music, health and wellness, food and nutrition,
ecological and heritage interpretation. To ensure that all programming and tenant use of the
site is consistent with the vision and themes, all sub - tenants will be required to conform to a
"charter" of themes and prescribed uses.
Evergreen proposes through fundraising to raise $25 million for this project. Evergreen cannot
guarantee the level of investment will be achieved and so the MOU provides for phasing of the
lease. When the first $10 million is secured, Evergreen will be entitled to lease the larger
industrial sheds known as buildings 12, 13, 14, 15 and 16. When the next $10 million is raised,
the balance of the buildings and lands within the industrial pad will be leased.
The area of the site known as the quarry, including features such as the Weston Quarry
Garden, will not be part of the lease and will continue to be managed and maintained by the
City. Evergreen will be granted a non - exclusive licence for the use of the quarry. Evergreen
under the terms of the lease will be responsible for all maintenance and restoration of the
buildings.
While some restoration has been completed, many of the Brick Works buildings are in
generally poor condition. Restoration of the heritage buildings will require extensive financial
resources. The City, as manager, and potentially TRCA as the owner, will face substantial
costs to restore and repair the buildings in the immediate future. The proposal from Evergreen
will enable the restoration to proceed.
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Staff have assessed the risks of pursuing the proposal A city report points out that if
Evergreen were to fail, the City and TRCA would inherit a partially improved site and have to
deal with potentially disadvantaged tenants but no significant capital or programming
obligations Without the proposal, the City is faced with finding significant capital and
operating funds to restore and secure the site.
In summary, the Evergreen proposal represents the best available opportunity for TRCA and
the City to fulfill their heritage and cultural objectives for the Brick Works. For TRCA, the
Evergreen proposal is consistent with The Living City vision and will help advance many of our
sustainability objectives. The City will have a vibrant renewed heritage attraction for public
recreation, learning and enjoyment.
DETAILS OF WORK TO BE DONE
The MOU sets out the terms and conditions for negotiation of the lease and licence
agreements. Copies of the MOU will be available at the meeting upon request. Staff will now
negotiate the lease in consultation with the City. If a lease satisfactory to TRCA, cannot be
negotiated, then the proposal is ended.
FINANCIAL DETAILS
The costs to date have involved staff time and some modest legal fees. The TRCA and the City
will be required to make reasonable efforts to secure the trail connection, the cost of which has
yet to be determined. There are no other significant obligations except to support Evergreen in
their fundraising efforts for the project.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim Dillane, extension 6292, Adele Freeman, extension 5238
Date: September 17, 2004
Attachments: 1
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Attachment 1
11
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RES. #E31 /04 -
Moved by:
Seconded by:
USE OF BIODIESEL FUEL
Use of biodiesel fuel in Toronto and Region Conservation Authority
vehicles and equipment
John Sprovieri
Suzan Hall
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Toronto and Region
Conservation Authority (TRCA) implement a biodiesel program for equipment at the
Environmental Services yard, Kortright Centre for Conservation and the Claremont Field
Centre;
AND FURTHER THAT staff report to the Sustainable Communities Board annually on the
results of using the biodiesel fuel in TRCA vehicles and equipment.
AMENDMENT
RES. #E32 /04
Moved by:
Seconded by.
Gerri Lynn O'Connor
Andrew Schulz
THAT the following be inserted after the main motion:
THAT the Chair send a letter to the provincial and federal governments requesting the
review of the feasibility of instituting a rebate or subsidy for the use of biodiesel in land
and marine vehicles;
AND FURTHER THAT the Association of Municipalities in Ontario (AMO) and the City of
Toronto be so advised.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
At the April 2, 2004, meeting of the Sustainable Communities Board, a report on biodiesel fuel
was requested, including discussion of storage issues and use of it in the Canadian climate.
Biodiesel (fatty acid alkyl esters) is a cleaner- burning diesel replacement made from natural,
renewable sources such as new and used vegetable oils and animal fats. Fats and oils are
chemically reacted with an alcohol (methanol is the usual choice) to produce chemical
compounds known as fat acid methyl esters. Biodiesel is the name given to these esters when
they're intended for use as fuel.
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RATIONALE
Using biodiesel in conventional diesel engines substantially reduces emissions of unburned
hydrocarbons, carbon monoxide, sulfates, polycyclic and particulate matter. These reductions
increase as the amount of biodiesel blended into diesel fuel increases. Emissions of nitrogen
oxides increase with the concentration of biodiesel in the fuel and some additives are used to
decrease nitrogen oxides. Biodiesel has superior lubricity which reduces wear and tear on
engines and makes engine components last longer. Biodiesel also has properties that clean
fuel tanks and fuel injectors in motors.
Just like petroleum diesel, biodiesel operates in compression ignition engines. Blends of up to
20% biodiesel (mixed with petroleum diesel fuels) can be used in nearly all diesel equipment
and is compatible with most storage and distribution equipment. These low level blends
(20 %and less) generally do not require any engine modifications. Biodiesel can provide the
same payload capacity as petroleum diesel fuel. Higher blends, even pure biodiesel (100%
biodiesel, or B100), can be used in many engines built since 1994, but the engines may require
modifications for proper operation. Equipment made before 1993 may have rubber seals in
fuel pumps and fuel systems that could fail if 100% biodiesel is used.
Biodiesel has a higher cloud point (point in which temperature effects its flow) than petroleum
based diesel, therefore storing of fuel and equipment outside during the cold months can
cause some operating problems. These problems can be minimized by storing the equipment
overnight in heated garages, using a B5 (5% of biodiesel) blend grade one fuel during the
coldest months of the year After the coldest months of the year have passed, the amount of
biodiesel is usually increased to 20% (Blend B20).
Biodiesel does not require any special storage facilities Regular storage tanks meeting Ministry
of Consumer and Business Services standards can be used to store and dispense Biodiesel.
Because of the detergent agents in the Biodiesel, it is important to change fuel filters on the
equipment, particularly in the first few months of using the biodiesel in the equipment.
This fall, TRCA will start using biodiesel fuel at three locations. The sites chosen are the
Environmental Services yard on Rutherford Road, City of Vaughan, the Kortright Centre for
Conservation on Pine Valley Drive, City of Vaughan and the Claremont Field Centre in the City
of Pickering. These locations operate the entire year and have a variety of landscaping and
snow removal equipment presently using petroleum based diesel fuel. TRCA staff will monitor
the performance and maintenance of the equipment utilizing biodiesel and prepare a report on
the use of the biodiesel in this equipment. After one year of use at these locations staff will
make recommendations regarding expanding the use of the biodiesel to all TRCA facilities.
FINANCIAL DETAILS
The cost of B20 biodiesel is approximately 20 cents /litre higher than regular petroleum based
coloured diesel. Staff will analyze the increased cost over the next year to determine the
implications of the higher per unit cost versus any efficiencies achieved and the value of
improved environmental performance.
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The Kortright Centre for Conservation and the Claremont Field Centre require new fueling
facilities because of the age of the existing infrastructure at these locations and therefore are
recommended to be replaced with biodiesel facilities The cost of upgrading the fueling
facilities at both locations is $4,000 each The fuel storage facilities at the Environmental
Services site meet the standards of the Ministry of Consumer and Business Services. The fuel
storage tanks at the Environmental Services yard will only require cleaning at an approximate
cost of $500. Combined use of diesel fuel between the three locations is approximately 7,000
litres. These costs have been provided for in various budgets for 2004.
Report prepared by: Jim Tucker, extension 5247
For Information contact: Jim Tucker extension 5247; Brian Dundas, extension 5262
Date: September 17, 2004
RES. #E33/04 -
Moved by:
Seconded by:
THE LIVING CITY CENTRE
Enerlife Consulting Partnership and Contract Services. Business
partnership with Enerlife Consulting and approval of contract services for
pilot programs.
Suzan Hall
Elaine Moore
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Toronto and Region
Conservation Authority (TRCA) staff be directed to continue to work with Enerlife
Consulting to develop new programs for The Living City, namely, Home Energy CIinicTM,
Green Community Design and Residential Housing, Sustainable Communities
Development and Sustainable Schools;
THAT Enerlife Consulting be retained to complete project management and
implementation of these projects at a multi -year cost not to exceed $642,166 plus GST,
subject to available funding;
AND FURTHER THAT staff report back with an update of the status of the business
partnership with Enerlife in one year.
CARRIED
At Authority Meeting #8104, held on September 24, 2004, the resolution in regards to The
Living City Centre at Kortright was approved as follows:
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THAT Enerlife Consulting be retained to complete project management services in
accordance with Phase 111 of their proposal to support the realization of The Living City
Centre, at a cost not to exceed $266,300, plus GST, in 2004, subject to available
funding.
Enerlife Consulting has worked closely with TRCA staff to develop new program concepts,
raise funds, initiate pilot projects and deliver new programs. The relationship is in transition
from primarily contractual to more of a business partnership. This type of new partnership is
consistent with the TRCA Business Excellence objective of pursuing "continuous improvement
in the development and delivery of all programs ", in this case, a public - private partnership.
The business partnership has evolved this way because of the shared interest in the success of
The Living City initiative and the program outcomes. In this partnership, both parties share in
the risks -- financial, reputation and others -- that accompany the development of innovative
programs. The result of the partnership is a seamless transition of collectively working on
program development, identification of funding partners, securing funds and implementation.
In this way, both parties have a vested interest in the success of a program at each stage of
development. Failure at one stage in the process can be compensated by success in another,
providing a significant level of efficiency and effectiveness. It is expected this relationship will
evolve into a more formal business relationship in 2005 or 2006 as programs move forward.
RATIONALE
As an integral part of the implementation team for The Living City programs, Enerlife has
worked closely with TRCA in developing concepts for programs, forming partnerships,
procuring funding and implementing programs. Enerlife Consulting provides a depth of
expertise in energy efficiency and green buildings, two strategic directions for new TRCA
programs. Enerlife also has important connections in business as well as government.
In order to successfully carry out the new initiatives described here, it is necessary that Enerlife
and TRCA maintain a close working relationship at each step in program development and
implementation.
DETAILS OF WORK TO BE DONE
Four key programs under development include the Home Energy ClinicTM, Green Community
Design and Residential Housing, Sustainable Communities Development and Sustainable
Schools. The development of these programs is expected to extend over the next two to three
years.
Home Energy CIinicTM
The Home Energy Clinic TM provides a complete solution for customers who wish to make
energy efficiency improvements to their homes, but do not know where to start. The Home
Energy Clinic TM provides them with what they need to find out about the energy efficiency of
their house, book an energy audit, purchase and finance the products and services they need
to implement improvements, learn how to perform the work and apply for incentive payments.
The Home Energy Clinic TM can also help contractors working with homeowners to install
energy efficiency projects
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Initially the Home Energy ClinicTM web -based resource is being rolled out in partnership with
Home Depot in Ontario towards the end of 2004. The program will be rolled out to the rest of
the country following a test period of a couple of months. A pilot program testing at an in -store
kiosk for access to the Home Energy Clinic TM is tentatively planned for early 2005. Projected
expenditures for this project are approximately $356,858. Home Depot has made a pledge of
$230,000 and staff are actively pursuing funding sources for the remaining $126,858.
Green Community Design and Residential Housing
This is a research project that will be conducted in partnership with the Canada Mortgage and
Housing Corporation (CMHC). The goal of the project is to develop an understanding of the
marketplace for green community design and green residential housing construction in order
to facilitate the creation of an action plan for increasing the application of best practices in a
local municipality.
In developing an action plan to accelerate market transformation towards best practices in
green community design and green residential housing construction in the City of Vaughan,
the project will:
1. Create a framework outlining best practices in green community design and green
residential housing construction.
2. Benchmark the current state of best practices in green community design and green
residential housing construction in the City of Vaughan.
3. Define the barriers to, and levers for, promoting more extensive market penetration of best
practices.
4. Create a plan for accelerating and monitoring the use of best practices within the City of
Vaughan.
5. Publish the results on TRCA's website and promote them to individual municipalities.
The project will be undertaken in the City of Vaughan but the results will be applicable to other
municipalities in the Greater Toronto Area (GTA) and across Canada. Funding of $24,950 for
this project will be provided by CMHC through their External Research Program.
Sustainable Communities Development
The Sustainable Communities Development program brings together public- and private- sector
leaders with project managers working on sustainable development projects to characterize
and share best practices in sustainable design The aim is to provide realistic solutions for
implementing sustainability at the community level. The program will create a living web -based
framework of best practices aimed at benchmarking and raising the bar for what can be
achieved in sustainable community planning and design. The framework will be grounded in
actual applications in use on the various projects and developed in consultation with corporate
leaders from builders and developers, along with their counterparts from municipal and
regional governments. Structured interviews will be conducted with leaders of these projects to
better understand the state of current practices. The results of these interviews will be used to
establish the web -based resource as a knowledge base for defining and monitoring practices,
progress and outcomes.
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A preliminary work plan and budget have been developed for this project. Expenditures for this
project are expected to be in the range of $123,000. The Remedial Action Plan (RAP) has made
a commitment of $15,000 for this project and staff are actively pursuing other funding sources.
Sustainable Schools
The Toronto region is experiencing considerable growth. As urban development continues,
schools are at the heart of both established and newly- formed communities. Sustainable
school facilities can demonstrate and inspire the development of sustainable local
communities, while contributing to the education of future generations of environmentally
aware citizens. The Living City's Sustainable Schools program promotes and supports the
construction and operation of exceptional schools through widespread adoption of the best in
current green building design, technology and practices. The benefits of sustainable school
facilities include: lower energy, operating and life -cycle costs; reduced greenhouse gas
emissions and environmental impact; healthy, productive working and learning environments;
raised skill levels of design, construction and building operations professionals; and,
demonstration of green building and sustainable community design principles to other sectors.
The Sustainable Schools program brings together owners and design teams of high schools
which are under development for opening in 2006 -7, to work together on designing, building
and operating exceptional educational facilities. In 2004, activities are focused on
benchmarking the energy use in recently constructed schools in the GTA and from across
Canada.
Expenditures for Phase I in 2004 are projected to be between $25,000 and $45,000. The
Ministry of Energy, Science and Technology has committed $24,500 for this phase of the
project and is interested in funding subsequent phases. The estimated funding requirement for
all four phases of this project is $265,000. Staff are actively pursuing funding sources.
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FINANCIAL DETAILS
Program
Estimated
Program Cost
Estimated
Enerlife Fees and
Disbursements
Description of Program
Home Energy
CIinicTM
$356,858
$297,382
A web -based resource for customers
which helps them make energy efficiency
improvements to their homes.
Green Community
Design and
Residential
Housing
$24,950
$20,791
A research project into the green
community design and residential housing
construction which will result in an action
plan for applying best practices.
Sustainable
Schools
Development
$265,000
$220,833
A collaborative program which brings
together owners and design teams for
schools to work together in applying green
building design, technology and practices.
Sustainable
Communities
Development
$123,793
$220,833
A program which brings together public -
and private- sector leaders to characterize
and share best practices in sustainable
community design.
Total
$770,601
$642,166
Report prepared by: Bernie McIntyre, extension 5326
For Information contact: Bernie McIntyre, extension 5326
Date: September 14, 2004
TERMINATION
ON MOTION, the meeting terminated at 12:41 p.m., on Friday, October 1, 2004.
Michael Di Biase Brian Denney
Chair
/ks
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Secretary- Treasurer
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE SUSTAINABLE COMMUNITIES BOARD #6/04
December 3, 2004
The Sustainable Communities Board Meeting #6/04, was held in the Humber Room,
Head Office, on Friday, December 3, 2004. The Chair Gerri Lynn O'Connor, called the
meeting to order at 11:24 a.m.
PRESENT
Maria Augimeri
David Gurin
Colleen Jordan
Glenn Mason
Elaine Moore
Gerri Lynn O'Connor
Linda Pabst
Andrew Schulz
John Sprovieri
REGRETS
Michael Di Biase
Suzan Hall
RES. #E34/04 -
Moved by:
Seconded by:
THAT the Minutes
MINUTES
Linda Pabst
Colleen Jordan
of Meeting #5/04, held on October 1, 2004, be approved.
Member
Member
Member
Member
Member
Member
Member
Member
Member
Chair
Vice Chair
CARRIED
PRESENTATIONS
(a) A presentation by Richard Kendall, Senior Project Coordinator for Markham Centre, in
regards to item 7.1 - Town of Markham's Sustainable Planning Initiatives For Growth
Management.
(b) A presentation by Tim Lambe, Manager, Policy and Research for the Eastern Markham
Strategic Review, in regards to item 7.1 - Town of Markham's Sustainable Planning
Initiatives For Growth Management.
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(c) A presentation by Barb Davies, Natural and Cultural Heritage Program Manager, Rouge
Park, in regards to item 7.1 - Town of Markham's Sustainable Planning Initiatives For
Growth Management.
_ (d) A presentation by Chris Gates, Manager, Sustainable Energy, Enbridge Gas
Distribution Inc., in regards to Energy Demand Side Management (DSM), Demand
Response (DR) and the role of gas distributors in the Gas Sector.
RES. #E35 /04 - PRESENTATIONS
Moved by:
Seconded by:
Glenn Mason
Colleen Jordan
THAT presentations (a), (b) and (d) be heard and received;
AND FURTHER THAT presentation (c) be deferred to Sustainable Communities Board
Meeting #7/04, to be held on February 4, 2005.
CARRIED
- SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #E36 /04 - TOWN OF MARKHAM'S SUSTAINABLE PLANNING INITIATIVES FOR
GROWTH MANAGEMENT
Status report on three (3) key planning initiatives in the Town of Markham
that are setting new trends in sustainability planning and development
within the Toronto region.
Moved by:
Seconded by:
John Sprovieri
Elaine Moore
THE BOARD RECOMMENDS TO THE AUTHORITY THAT WHEREAS the Town of Markham
has initiated an intensive effort to build a master plan vision for the downtown core, and
establish a strident sustainability planning process, inclusive of performance indicators
to set new standards for development negotiations and implementation;
_ WHEREAS the Town of Markham has conducted the Eastern Markham Strategic Review
that provides a policy framework to guide possible future land use, environment and
transportation requirements in eastern Markham with a view to protecting essential
— countryside assets;
WHEREAS the Province of Ontario has conveyed significant land holdings within the
Little Rouge Corridor to the Toronto and Region Conservation Authority (TRCA) and the
Town of Markham for the purpose of implementing the Rouge Park North corridor and
— where a Rouge Park North Management Planning exercise has just been initiated by the
Rouge Alliance;
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THEREFORE LET IT BE RESOLVED THAT staff be directed to continue to work with Town
of Markham staff to explore options with the development community of achieving new
performance standards to satisfy sustainable development goals in Markham Centre;
THAT TRCA provide support for the principles and strategies that form the basis of the
Eastern Markham Strategic Review;
AND FURTHER THAT TRCA continue to provide support and staff participation in the
management of the Little Rouge Corridor Planning Study, in cooperation with other
Rouge Park partners.
CARRIED
BACKGROUND
Over the last few years, The Town of Markham has actively pursued a vision for its community
and the growth that it will need to accommodate in future, with a view to several key initiatives-
• new Markham Centre, with an intensive and vibrant mix of urban land uses;
• Eastern Markham - primarily rural lands which could change rapidly under several key
planning initiatives; and,
• the Little Rouge Corridor Lands which will provide a significant public ecological asset and
foundation within a growing town and changing watershed environment.
All of these initiatives, with appropriate implementation, will contribute to a sustainable
development direction which the town has been actively pursuing. TRCA applauds the Town of
Markham's efforts in moving the sustainability agenda into measurable terms for the purposes
of managing for growth and setting new standards for quality of life and health for the
community in the immediate and long term. Richard Kendall, Senior Project Coordinator for
Markham Centre, Tim Lambe, Manager, Policy and Research for the Eastern Markham
Strategic Review, Barb Davies, Natural and Cultural Heritage Program Manager, Rouge Park,
on behalf of the Rouge Park Alliance and the Little Rouge Corridor Steering Committee, will
provide an overview at Sustainable Communities Board Meeting #6/04 on these 3 key
initiatives.
A brief summary for each key project within the town is provided simply as an introduction to
the topics for presentation, as follows:
Markham Centre
The Town of Markham established a master plan for a new downtown centre which established
its vision of accommodating growth without expanding into the countryside. A creative urban
design exercise set the conceptual framework for a vibrant, intensive, mixed -use centre facing
on a diverse greenspace system - a focus for the town's many communities.
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Markham Centre is the defined downtown core generally bounded by Warden Avenue to the
west, Highway 407 to the south, the Canadian National Railway (CNR) tracks to the east and
Highway 7 to the north. The main branch of the Rouge River and a minor tributary traverse
these lands. The lands are the subject of a lengthy planning process in which TRCA continues
to play a key advisory and commenting role. In addition to the review of planning applications,
the Master Environmental Servicing Plan and other legislated responsibilities to guide the
future development of the new downtown, TRCA staff participated in the Markham Advisory
Group.
The Markham Advisory Group consists of representation throughout the Town of Markham and
includes various town -wide interest groups, residents, businesses, the developer groups and
various boards and agencies. The group developed performance measures intended to guide
and monitor development and ensure that every application delivers on Smart Growth and
sustainable development. These performance measures have been adopted by council and a
process has been established to ensure that the measures developed are checked against
every planning application.
A series of performance checklists were prepared through consultation within five (5) theme
areas for the Town of Markham including:
• Greenlands (the natural environment of the Rouge River);
• Transportation;
• Built Form;
• Green Infrastructure (sustainable engineering practices); and,
• Public Open Space.
Under each of these headings a series of performance indicators were developed out of the
checklists to provide a basis for ensuring that all applications are evaluated in terms of the
achievement of goals and measurable targets. Each application is rated from bronze to gold
for each indicator to determine the measure of success achieved in meeting the sustainable
targets developed under the main themes. The development proponent will present their plans
to the advisory group who will carefully assess each application against the checklist and
indicators, and recommend changes prior to applications being forwarded to the Development
Services Committee of the Town of Markham.
For the Rouge Valley System defined as Greenlands, the key theme focuses on the protection
and enhancement of the valleylands with every submission by checking the application against
the checklist and indicators. For the Built Form theme there will be a focus on the lots and
block pattern, views and vistas, building placement and the promotion of pedestrian oriented
streets. With Green Infrastructure, strategies will focus on air quality, water conservation, waste
reduction and efficient energy. In this category for example, the town will take advantage of the
new district energy plant to help achieve its sustainable targets, and will ensure that applicants
reduce impervious areas, maximize reuse and recycling, and landscape for energy
conservation. The Open Space theme will focus on the design of the open space system
including public parks and facilities and major gathering places. Finally, the Transportation
theme focuses on rapid transit and other non - automotive modes of travel to ensure a
pedestrian friendly environment. Development proposals must incorporate and promote
non - automobile forms of travel through such measures as intersection spacing, traffic calming,
etc..
76
At the end of the day it is expected that with the application of these checklists and indicators
to measure the performance of each development, Markham Centre will achieve a higher
standard of sustainable design and practice as it develops for the benefit of all town residents
and the Toronto region.
In addition, TRCA is working with the Town of Markham to establish the Mayor's Green
Building Challenge, under The Living City initiative. This challenge will bring together
municipalities that are in the process of, or about to start, planning new facilities (or major
renovations to existing facilities), to work together on using green building design principles for
the betterment of their community. This initiative will enable municipal governments across the
Greater Toronto Area to pool their green building design and construction knowledge and
experience.
Eastern Markham Strategic Review
The Eastern Markham Strategic Review (EMSR) was initiated by Town of Markham Council in
November, 2002. Council established the EMSR Committee to undertake a strategic review of
federal, provincial and other initiatives and activities as they affect eastern Markham now or in
the future. The purpose of the strategic review was to develop a policy framework to guide the
town on possible future land use and environmental and transportation requirements. The work
also took into account the Town of Markham's preferred land use for the provincially -owned
lands in eastern Markham as agriculture. The committee's work was also supported by
consultant studies with environmental, legal and agricultural expertise.
On July 8, 2003, Council endorsed the EMSR final report including the 5 guiding principles and
40 actions as a basis for future discussion with other governments and agencies whose
cooperation and support are requested.
Vision
The study area covers about 24% of the Town of Markham, stretching from Steeles Avenue in
the south to the Town of Whitchurch- Stouffville border in the north, as well as lands east of Box
Grove, Cornell and the Little Rouge Creek, to the eastern border with the City of Pickering. The
report presents a strategic approach to a wide range of issues affecting the study area. The
recommendations are grounded in a vision based on the concept of "countryside ". The
principles and actions are organized into categories relating to the environment, land use,
heritage, transportation and related matters. Three key directions in the strategy include:
• Linking the Oak Ridges Moraine to Lake Ontario
The achievement of a north -south greenspace link through eastern Markham connecting
the Rouge River watershed from Steeles Avenue to the Oak Ridges Moraine. This will
include the enhancing of the Rouge Park within the Town of Markham.
• Strengthening Agriculture and Rural Communities
The strategy supports the retention and strengthening of agricultural activity, and
recommends that the provincially -owned lands east of the Little Rouge Creek be retained
for farming and other compatible uses. Heritage resources should be retained and
restored incorporating structures and heritage landscapes within the countryside vision.
77
• Enhancing Transportation Routes with an Accent on Public Transit
A balance is sought in the strategy actions between the need to accommodate travel
through eastern Markham while at the same time supporting the "countryside" vision. The
report calls for full day service on the Markham - Stouffville Go Line and an assurance that
the Havelock rail line will be restored for transit use.
A series of recommended actions are directed at the Town of Markham Council, as well as, the
federal and provincial governments, the Region of York and Durham, and to TRCA and GO
Transit.
The specific recommendations /action items for TRCA primarily evolve around the provincial
transfer of lands to the Town of Markham and TRCA, and the establishment of the Lithe Rouge
Corridor Management Planning Study. Other recommendations relate to groundwater and
surface water resources, as well as, preserving heritage properties and structures of value. The
strategy states that the town will work with the Region of York, TRCA and other partners to
protect groundwater and surface water resources. This action will include:
• completing the York -Peel- Durham - Toronto Groundwater Strategy;
• participating in the development of the Rouge Watershed Strategy;
• completing the Small Streams Study;
• naming the tributaries of the Little Rouge Creek; and
• identifying future agricultural needs for water.
Since June 2003, several new initiatives have evolved:
• The transfer of lands to the Town of Markham and TRCA from Ontario Realty Corporation is
now completed;
• The Rouge Park Alliance has now completed the terms of reference for conducting the
Little Rouge Corridor Management Plan Study in consultation with all Rouge Park partner
representatives, and the initiation of a consultant team work program is planned for
January /February of 2006;
• The Greenbelt Act will be finalized in December of 2005, and the Greenbelt Draft Plan will
be finalized shortly thereafter.
• The Draft Federal Greenspace Lands Management Plan is being finalized; and
• The Greater Toronto Airport Authority (GTAA) draft master plan study for the Pickering
Airport lands has just been released for public and agency consultation.
TRCA staff support the principles that have provided the foundation to the EMSR final
recommendations and applaud the strong environmental and countryside directions that the
_ plan takes supporting sustainability and clear growth management goals. However, the details
of the implementation of these recommendations need further consultation as all levels of
government and agencies continue to assess the relationship of all new and evolving initiatives
in eastern Markham and the implications to the health of the Rouge watershed.
Little Rouge Corridor Management Plan
The Rouge Park Alliance, in consultation with its northern partners (the Town's of Markham,
Richmond Hill and Whitchurch- Stouffville, TRCA and the Region of York) prepared the Rouge
North Management Plan (RNMP). The plan guides the establishment and management of
lands along the tributaries of the Rouge River watershed through the towns of Markham,
Richmond Hill and Whitchurch - Stouffville to the Oak Ridges Moraine. In 1999, the Province of
Ontario announced the donation of lands within the Rouge Park boundary as identified in the
Rouge Park Management Plan (1994), in addition to a 600 metre -wide corridor along the Little
Rouge Creek within the provincial land holdings.
Since that time, the Rouge North Management Plan was approved by the Rouge Park Alliance
in 2001. The Town of Markham adopted the Rouge North Management Area Official
Amendment No. 116 in September 2003. In April of 2004, on behalf of the Province of Ontario,
Ontario Realty Corporation negotiated the conveyance of the promised lands. With the
provincial lands transfer now finalized, the planning has now been set to move forward in
preparing the management plan for the first phase of the Little Rouge Corridor, from the
headwaters to its confluence within the Rouge River.
The transfer of 767 hectares of land to TRCA south of Steeles Avenue, increased TRCA's land
holdings in the Rouge south to 1,558 hectares. North of Steeles Avenue, 544 hectares were
conveyed by the province within the Little Rouge subwatershed; 117 hectares to the Town of
Markham and 427 hectares to TRCA - all for Rouge Park purposes. Although a management
agreement exists between the City of Toronto and TRCA for existing landholdings south of
Steeles Avenue, no agreement is in place for newly acquired lands north of Steeles Avenue
along the Little Rouge Creek.
Therefore, the Rouge Park Alliance, through the Little Rouge Corridor Steering Committee, has
prepared a terms of reference in consultation with all Rouge Park partners, and is now seeking
the expertise of a consulting team to undertake the management planning assignment. It is
anticipated that a consultant team should be selected and a contract signed for project
implementation by early February, 2004. The terms of reference and study scooping
workgroup included representation from TRCA, Town of Markham, Region of York, Transport
Canada, City of Toronto, Rouge Park and the Rouge Park Alliance.
The study process will include initial phases of work that include confirmation of the vision,
goals and objectives for the Little Rouge Corridor, and preparation of a series of alternative
management concepts for the study lands, through research and public /stakeholder
consultation. The final plan for the corridor lands will outline the conceptual approach to
management of the natural and cultural features, and the ecological function of the corridor
and any capital recreational development deemed appropriate within the preferred scheme.
Recommendations will clarify protection, restoration and enhancement of the corridor as well
as compatible use of the lands. Recommendations will include an implementation approach
and management structure which is supported by the stakeholders and partners to care for the
lands for the long term. The staging of all implementation components is essential and cost
analysis is required to support the preferred management /maintenance plan. Private
landholdings, which through the study form important sectors of the ecological corridor, will be
addressed respecting landowners goals and tenure and strategies for integrating land uses in
the extended planning areas along the northern sector of the Little Rouge.
79
FINANCIAL DETAILS
TRCA has included in the 2005 Preliminary Operating and Capital Budget estimates of $15,000
towards the Little Rouge Corridor planning study.
Report prepared by: Carolyn Woodland, extension 5217
For Information contact: Carolyn Woodland, extension 5217
Date: November 24, 2004
RES. #E37 /04 - GREATER TORONTO AIRPORTS AUTHORITY (GTAA) DRAFT
AIRPORT MASTER PLAN
The Greater Toronto Airports Authority released a Draft Master Plan for
the Pickering Airport that sets the stage for the completion of a project
description, which in turn will lead into a federal environmental
-- assessment (EA) process. Toronto and Region Conservation Authority
(TRCA) staff will, in consultation with member municipalities, review this
draft master plan and participate in the environmental assessment.
Since the EA study is scheduled to take two or more years, and will be
very involved, it is timely to discuss with the federal government and the
GTAA appropriate funding support.
Moved by:
Seconded by:
John Sprovieri
Linda Pabst
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff review the airport draft
master plan and prepare comments for consideration by the Authority;
THAT the Greater Toronto Airports Authority (GTAA) be invited to attend a future meeting
of the Sustainable Communities Board to present the draft Pickering airport master plan
and receive comments on the draft plan;
THAT a copy of this report be forwarded to the federal Minster of Transport, the Transport
Canada Green Space Project Team and the GTAA;
AND FURTHER THAT options for funding TRCA's participation in the environmental
assessment be discussed with the GTAA and Transport Canada.
AMENDMENT
RES. #A38 /04
Moved by:
Seconded by:
John Sprovieri
Linda Pabst
THAT the second paragraph of the main motion be amended to read:
80
THAT the Greater Toronto Airports Authority (GTAA) be invited to attend a future meeting
of the Authority to present the draft Pickering airport master plan and receive comments
on the draft plan;
THAT AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
In April 2001, the Minister of Transport requested that the GTAA undertake interim planning
work that could lead to a federal decision as to whether or not it should proceed with a regional
reliever airport on the federal Pickering lands. The GTAA have tabled a draft master plan that:
• recognizes physical and operational constraints at Buttonville and Oshawa municipal
airports and the need to plan for their replacement;
• addresses the need for long term airport capacity, recognizing that the Toronto Pearson
International Airport cannot fulfill on its own all the aviation requirements of the GTAA;
• identifies that the Pearson airport could reach its operational capacity within the next 20
years;
• demonstrates the future need for a regional reliever airport to the east of Pearson airport
that compliments Hamilton International Airport to the west;
• demonstrates that a new airport would provide strong economic development support for
the eastern GTA.
The draft master plan released on November 17, 2004 will form the basis for the project
description for an airport that will be the subject of an EA . Through this EA process more
studies, analyses and consultation will be undertaken. Following the EA planning process and
the viability of the future Pickering airport is established, the GTAA will submit a proposal to the
federal government for its consideration. The time lines for the EA and draft master plan could
take two or more years.
Over the past three years, TRCA staff participated in the advisory committees established by
the GTAA. Staff also worked directly with the GTAA and Transport Canada, advising them on
opportunities to address sustainability and watershed functions in the development of the draft
master plan. Technical briefings on the Duffins Creek and Rouge River watersheds studies
were provided to the GTAA and their environmental consultants. The various computer models
and databases developed during TRCA led watershed studies processes were made available
to the GTAA, thus ensuring that the most up -to -date knowledge base was used in their airport
planning.
The GTAA has scheduled two weeks of public consultation on this draft plan. TRCA staff will
prepare a detailed report on the draft airport master plan following this public consultation and
staff review of the plan.
81
TRCA has an opportunity to comment on the draft master plan to advocate that sustainability
and watershed principles such as net gain be advanced in future planing and decision making
for the airport. To achieve The Living City's objectives for Sustainable Communities Healthy
Rivers and Shorelines, extensive TRCA staff involvement and independent technical
assessments will be required. As a result, there is an immediate need to consider the financial
resources necessary for TRCA to fully participate in future Pickering airport studies.
Report prepared by: Gary Bowen, extension 5385
For Information contact: Gary Bowen, extension 5385
Date: November 22, 2004
RES. #E39/04 -
Moved by:
Seconded by:
HOME ENERGY CLINIC
Update on The Living City Program. Fundraising to continue the Home
Energy Clinic program.
Glenn Mason
Linda Pabst
THE BOARD RECOMMENDS TO THE AUTHORITY THAT The Conservation Foundation of
Greater Toronto (CFGT) be requested to work with staff to raise an additional $661,000
from government, individuals and the private sector to complete the development of the
Home Energy Clinic, a program of The Living City, and implement the program for 12
months in 2005/2006.
CARRIED
BACKGROUND
At Authority Meeting #9/04, held on October 29, 2004, Resolution #A295/04 was approved as
follows:
THAT Toronto and Region Conservation Authority (TRCA) staff be directed to continue to
work with Enerlife Consulting to develop new programs for The Living City, namely,
Home Energy Clinic TM, Green Community Design and Residential Housing, Sustainable
Communities Development and Sustainable Schools;
THAT Enerlife Consulting be retained to complete project management and
implementation of these projects at a multi -year cost not to exceed $642,166 plus GST,
subject to available funding;
AND FURTHER THAT staff report back with an update of the status of the business
partnership with Enerlife in one year.
One of the projects referred to in the above noted resolution is the Home Energy Clinic. The
Home Energy Clinic is a program of The Living City designed to engage homeowners in
environmental best practices such as energy and water efficiency. The Home Energy Clinic
concept is to provide a complete solution for homeowners who wish to make energy efficiency
improvements to their homes, but do not know where to start. The Home Energy Clinic would
provide home owners with what they need to find out about the energy efficiency of their
house, book an energy audit, purchase and finance the products and services they need to
implement improvements, learn how to perform the work and apply for incentive payments.
At the core of the program is an interactive website that provides homeowners with
recommendations based on the information they provide and comparisons with information
provided by other homeowners. The benchmarking of condition and feedback on performance
are thought to be powerful tools to help homeowners make decisions that will positively benefit
the environment. The program is described in more detail in the attached communication
piece.
DETAILS OF WORK TO BE DONE
The program is being developed in partnership with the Conservation Foundation with initial
funding support from Home Depot. Over the past 10 months, discussions and consultations
have been held with a variety of groups and individuals to confirm the need and importance of
the program. In this time the overall systems have been designed and a website mock up
created along with some of the information system programming. Next steps in the
development and implementation of this program include:
secure funding for information system development and implementation of pilot programs;
launch a 4 month Toronto area pilot;
evaluate results and design Ontario roll -out;
launch Ontario pilot program;
evaluate results and design Canadian roll -out;
launch Canadian program.
FINANCIAL DETAILS
The total cost to develop and implement the Home Energy Clinic for 12 months is
approximately $851,000. To date, Home Depot has provided $70,000 of a $230,000
commitment. We anticipate needing to raise funding of approximately $661,000 to complete
the work that needs to be done.
Report prepared by: Bernie McIntyre, extension 5326
For Information contact: Bernie McIntyre, extension 5326
Date: November 22, 2004
83
RES. #E40/04 -
STORMWATER INFILTRATION BEST MANAGEMENT PRACTICE
DEMONSTRATION PROJECTS
Permeable pavement / bioretention swale demonstration project at
Seneca College, King Campus
— Moved by: Linda Pabst
Seconded by: Andrew Schulz
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be directed to report back
on study results after completion of the first year of monitoring.
CARRIED
BACKGROUND
Increases in impervious cover associated with urbanization alter the pre - development
hydrological cycle by reducing groundwater recharge, decreasing evapotranspiration, and
._ increasing surface runoff. The larger volumes of surface runoff can, in turn, increase stream
-- channel erosion, raise the potential for flooding, and contribute to the degradation of aquatic
— habitat. New urban land use activities further exacerbate the problem by contributing additional
contaminants to the environment. These contaminants build up on impervious surfaces and
are washed off during rain events into streams and rivers, causing a general deterioration in
receiving water quality.
Several initiatives currently underway in the Greater Toronto Area (GTA) are aimed at
preventing or reducing the adverse effects of stormwater runoff on the environment, including
the Toronto Area of Concern Remedial Action Plan, the Oak Ridges Moraine Conservation
Plan, the Toronto Wet Weather Flow Management Master Plan and the Toronto and Region
Conservation Authority's (TRCA) vision for The Living City. These initiatives support the
- development of stormwater infiltration technologies as one means of protecting receiving
waters. To help provide a basis for wider adoption of these technologies, the TRCA, in
partnership with Seneca College, initiated a 3 -year project in early 2004 to monitor and assess
the effectiveness and limitations of two infiltration technologies: permeable pavement and a
bio- retention swale.
_ Permeable pavement refers to a group of technologies designed to restore natural infiltration
functions to impervious areas, such as parking Tots and driveways, by allowing water to seep
through the road surface. This group includes porous asphalt, porous concrete, plastic grid
-. systems and block pavers. The TRCA project will evaluate a specific block paver design
_ (manufactured by Unilock) as a representative example of a type of permeable pavement that
has shown promise under cold weather conditions.
Bioretention swales have also been applied to parking lots or road boulevards to improve
- infiltration and help remove contaminants from road runoff. Bioretention swales typically
consist of small excavated depressions at the curbside that allow runoff from paved surfaces to
pond and infiltrate. The vegetation, mulch and soils in the swale are specially selected to
enhance infiltration and retain and filter contaminants in the upper soil layers before water
passes through the system into the groundwater or underground drainage system.
The permeable pavement and bioretention swale technologies were installed in September
2004 at Seneca College's King Campus in King City. The installation incorporates monitoring
considerations and allows for direct comparison of the two technologies with an adjacent
paved asphalt control area. Parking lot runoff will be collected both at the road surface level
and as leachate from the native soil subgrade beneath the permeable pavement and bioswale.
All monitoring equipment is located underground in a large sampling vault and will be powered
by a combination of wind turbine and solar power, donated to the project by Seneca College.
Specific study evaluation components include water quantity and quality, sediment chemistry,
potential groundwater contamination, surface - atmosphere heat exchange, operation and
maintenance issues, potential barriers to implementation, and cost considerations.
Permeable pavement and bioswale technologies have not been widely adopted in the GTA
because of uncertainties about performance, maintenance requirements, longevity and other
factors. Study findings will help to better define technology benefits and limitations, and assist
the TRCA in updating our water management policies. Results are also expected to:
• provide detailed performance data on two infiltration best management practices for use at
retrofit sites where stormwater management problems have been identified;
• enhance public awareness of pollution control options through workshop /conference
publications and posting of reports and fact sheets on the Sustainable Technologies
website;
• provide a basis for expanding and updating provincial design guidelines for these
technologies; and,
• help fulfill goals of the Toronto Remedial Action Plan, the Oak Ridges Moraine Conservation
Plan, the Toronto Wet Weather Flow Management Master Plan and objectives of The Living
City vision.
In a second phase of the study, performance data will be used to model the potential benefits
of technology implementation at the subwatershed and watershed scales, and to translate
model results into a specific set of recommendations that will help direct municipal land use
planning.
DETAILS OF WORK TO BE DONE
The table below shows the planned schedule of phase I project activities.
Activity
Time
Design plan of parking lot and study area
August 2004
Construction of permeable pavement parking lot and bioswale
August /September 2004
Develop monitoring program
November /December
2004
Report of activities to date, monitoring design, monitoring protocol
and activities for 2005
March 2005
Monitoring
January to November
2005/2006/2007
Year end report
March 2005/2006/2007
Final report
March 2008
85
— FINANCIAL DETAILS
The following table lists the confirmed project partners and funding status.
Partner
Funding Status
Funding Type
Contributi
on
Construction
Monitoring
RAP MOU (Environment
Canada, MOE)
Confirmed
Proposed 2005
cash
cash
30,000
30,000
The Pat and John McCutcheon
Charitable Foundation
• Confirmed
cash
20,000
Oak Ridges Moraine Foundation
cash
25,000
Wal -Mart
ii
cash
10,000
The Ministry of the Environment
laboratory services
25,000
Hanson Canada
"
sampling chamber
15,000
Unilock
permeable pavers
10,000
EMCO ltd.
infiltration /drainage
trench
5,000
Layfield Geotextiles
ti
liner
8,000
Seneca College
c,
site, wind turbine
and solar power
15,000
Total
88,000
105,000
Construction costs for this study were approximately $50,000 which included labour,
construction material purchases, machinery rental and landscaping. Approximately $38,000 in
donated materials was supplied by Unilock, Hanson Canada, Layfield Geotextiles and EMCO
Ltd. It is expected that monitoring, data analysis and interim /final report preparation will cost
$77,000 each year, of which $25,000 will be in -kind contributions from the Ministry of the
Environment for lab services. TRCA continues to seek new partners willing to contribute cash
or in -kind materials or services to the project.
Report prepared by: Tim Van Seters, extension 5337
For Information contact: Tim Van Seters, extension 5337
Date: November 19, 2004
TERMINATION
ON MOTION, the meeting terminated at 1:00 p.m., on Friday, December 3, 2004.
Gerri Lynn O'Connor Brian Denney
Vice Chair, Authority Secretary- Treasurer
/ks
86
erTHE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE SUSTAINABLE COMMUNITIES BOARD #7/04
February 4, 2005
The Sustainable Communities Board Meeting #7/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, February 4, 2005. The Chair Michael Di Biase,
called the meeting to order at 11:09 a.m.
PRESENT
Michael Di Biase Chair
David Gurin Member
Suzan Hall Vice Chair
Elaine Moore Member
Dick O'Brien Chair, Authority
Linda Pabst Member
Andrew Schulz Member
John Sprovieri Member
REGRETS
Maria Augimeri Member
Glenn De Baeremaeker Member
Colleen Jordan Member
Glenn Mason Member
Gerri Lynn O'Connor Member
RES. #E41 /04 - MINUTES
Moved by:
Seconded by:
Linda Pabst
Andrew Schulz
THAT the Minutes of Meeting #6/04, held on December 3, 2004, be approved.
RES. #E42 /04 - DELEGATIONS
Moved by: Dick O'Brien
Seconded by: John Sprovieri
87
CARRIED
THAT a delegation by Allison Haslett be added to the agenda.
DELEGATIONS
(a)
CARRIED
A delegation by John Willetts, Chair, Friends of Claireville, speaking in regards to item
7.1 - Toronto Commons Group.
(b) A delegation_ by Lois Griffin, Member, West Humber Watershed Subcommittee,
speaking in regards to item 7.1 - Toronto Commons Group.
(c) A delegation by Allison Haslett, Member, Claireville Stewardship Committee, speaking
in regards to item 7.1 - Toronto Commons Group.
RES. #E43 /04 - DELEGATIONS
Moved by:
Seconded by:
John Sprovieri
Elaine Moore
THAT above -noted delegations (a) - (c) be heard and received.
PRESENTATIONS
(a) A presentation by Barb Davies, Natural and Cultural Heritage Program Manager, Rouge
Park, in regards to the Town of Markham's Sustainable Planning Initiatives For Growth
Management.
(b) A presentation by Bill Endress and Michael Labbe of Toronto Commons, in regards to
item 7.1 - Toronto Commons Group.
RES. #E44 /04 - PRESENTATIONS
Moved by:
Seconded by:
Linda Pabst
Dick O'Brien
THAT above -noted presentations (a) and (b) be heard and received.
CARRIED
88
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #E45 /04 - TORONTO COMMONS GROUP
The Toronto Commons Group wants to develop a concept plan for a
sustainable housing development to be located on Toronto and Region
Conservation Authority -owned lands adjacent to Claireville Conservation
Area.
Moved by:
Seconded by:
John Sprovieri
Elaine Moore
WHEREAS the Toronto Commons Group has presented an overview of the Toronto
Commons mandate and guiding objectives for sustainable development and affordable
housing initiatives to the Sustainable Communities Board on June 4, 2004, and has
expressed an interest in developing on suitable lands owned by the Toronto and Region
Conservation Authority (TRCA), located at the northwest corner of McVean Drive and
Ebenezer Road in the City of Brampton, associated with Claireville Conservation Area;
WHEREAS the Toronto Commons Group has received letters of support for a potential
sustainable /affordable housing project on a candidate site near Claireville Conservation
Area from the City of Brampton and Peel Region, as requested by TRCA;
WHEREAS the Toronto Commons Group approach to sustainable site development
would assist in supporting The Living City objectives for sustainable communities and
protection of the natural systems of the region;
THEREFORE LET IT BE RESOLVED THAT the Authority approve in principle the
development of a sustainable housing project by the Toronto Commons Group to be
located on TRCA -owned lands adjacent to Claireville Conservation Area, subject to the
approval by the Authority at a later date of a preliminary site plan and a suitable
agreement for purchase or lease of the subject lands with the Toronto Commons Group;
AND FURTHER THAT TRCA inform the Friends of Claireville, and the Humber Watershed
Alliance of the progress of the planning and draft agreement efforts, and involve
members in the community design development.
AMENDMENT
RES. #E46 /04
Moved by:
Seconded by:
John Sprovieri
Elaine Moore
THAT the main motion be replaced with the following:
THAT the Toronto and Region Conservation Authority not proceed further on
TRCA -owned lands adjacent to Claireville Conservation Area with the proposal from
Toronto Commons Group.
89
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
The Toronto Commons Group (TCG) is a collection of diverse professionals from the housing
industry, all of whom are able to see the advantage and necessity of a holistic approach to
addressing the urban housing crisis in the city. TCG has drawn together a team of
professionals to generate affordable, sustainable development. The team has proven track
records in financing, planning, design, technology and construction. TCG is focused on
building affordable housing and commercial uses within the Toronto region that exemplifies the
best practices of sustainable planning, services, transportation and construction. Their goal is
not to merely reduce the impact of the urban development, they intend to build a community
that improves the environment. They are focused on building a housing complex for a diversity
of occupants, containing a mix of residential and commercial units, wholly supported by
ecological products and self- sustaining technologies that have been tested and are ready for
implementation. The units will be priced at the level consistent with the federal /provincial
definitions of affordable housing. TCG has prepared a comprehensive set of performance
criteria to establish targets for sustainability within their new projects. An overview of the
organization's mission, goals and design targets was distributed at their information
presentation to Sustainable Communities Board on June 4, 2004.
Over the last year TCG has worked with several agencies and organizations to look for
possible candidate sites for their projects throughout the Toronto region. Negotiations have
been held with York University Development Corporation, Ontario Science Centre, Toronto
Waterfront Revitalization Corporation, Park Downsview Parc and TRCA, as well as, municipal
partnership programs and individual landowners. The one candidate site of special interest to
TCG in TRCA's land holdings is a 17 -acre tableland property, located at the northwest corner
of McVean Drive and Ebenezer Road (just north of Queen Street) in the City of Brampton,
associated with Claireville Conservation Area.
The Claireville Conservation Area Management Plan, approved by the TRCA on February 28,
1997, identified parcels of land within Claireville Conservation Area, where opportunities may
exist for the TRCA to enter into long term lease development arrangements with the private
sector or others. The subject parcel is one of three areas within Claireville that was identified for
intensive use. A Claireville stakeholder committee was established to advise on the
implementation of the plan at that time.
The Claireville Conservation Area Management Plan identifies this property as a
Commercial /Office Node, and the property was identified in a Request for Proposals for Lease
and Development released by the Authority in April, 1997. No action was taken at that time.
Surrounding land uses, however, have changed significantly over the last few years in this area
of the watershed. Adjacent development parcels were previously identified as office and
commercial uses, but today have been re- designated to residential uses. Lands directly to the
east have been re- designated for low density residential development. Lands to the southeast
have been designated for commercial /industrial with mostly low density (and some medium
density) residential development to the east - within the same subdivision. Development on
these properties is expected to proceed shortly.
90
The City of Brampton Zoning Bylaw currently designates the subject lands as "Open Space ",
which would permit only recreational and conservation uses. The adjacent Claireville
valleylands are designated as "Floodplain ". The Brampton -Bram East Secondary Plan
currently identifies that area as being "Special Policy Area 1 - Office ". The residential use
proposed by Toronto Commons would not be permitted under this current designation and
would require an Official Plan Amendment and zoning bylaw change, requiring supporting
feasibility studies.
The portion of this site being considered by Toronto Commons is not designated in TRCA's
draft Terrestrial Natural Heritage System Strategy.
RATIONALE
TRCA staff believe that this property may have potential to provide an excellent site for a
sustainability project which shows how The Living City objectives can be demonstrated
through Toronto Common's vision for a unique housing community. At TRCA's request, TCG
met with planning and housing staff at Peel Region and the City of Brampton to ascertain
whether a project of this type would be supported in principle through the planning and
approval stages. Letters of support have been obtained on the preliminary approaches to this
assignment from the City of Brampton and Peel Region.
TRCA senior staff have met several times with TCG to discuss issues of the planning process
and approaches to securing the land for development purposes. TRCA and Toronto
Commons are considering a long term lease of the lands as opposed to outright sale of the
property, but will explore the advantages and disadvantages of these scenarios with TRCA's
legal advisors.
As an agreement is being researched and refined, a parallel process will take place where the
TCG consultant team will work to develop a conceptual site plan and design development of
sufficient detail to obtain TRCA's agreement in principle for the project direction and the intent
of the sustainability attributes for the scheme. The Toronto Commons Group propose that the
concept for the project be founded on five (5) key priorities:
1. Restoration of the Terrestrial Natural Heritage System and the enhancement of the
ecosystem in the adjoining valley lands from Regional Road 107 (Highway 7) to McVean
Drive, east of the river (implemented in stages).
2. Produce an example of a buffer development beside the valley that protects the Natural
Heritage System and assists the work on the creation of built form policies for these zones
(to be worked out in the site planning stage).
3. Demonstrate the feasibility of a fully sustainable subdivision as outlined in Toronto
Commons material.
4. Achieve significant affordability by meeting federal /provincial affordability guidelines and
providing housing for all income ages.
5. Demonstrate techniques for successfully reducing reliance on the automobile in a
suburban condition.
91
Two meetings have been held to date with the Friends of Claireville and members of the
Humber Watershed Alliance to introduce the concept of leasing or selling these lands for an
appropriate development, and to introduce the Toronto Commons Group to the stakeholders
and discuss their objectives for a sustainable housing project that promotes "environmental
housing ". The above mentioned stakeholders were not supportive of a residential subdivision
being built on public land owned by TRCA.
CONCLUSION
The Toronto Commons Group are seeking an approval in principle to enter into negotiations
for obtaining the TRCA lands (through lease or purchase) for development purposes, and to
work with senior staff at TRCA to prepare a preferred site plan for the housing project that
forms an essential part of the agreement. The agreement would be done through a non - profit
co- operative development corporation (Queen Street Coop Housing Corporation) supported
by Toronto Commons and Options for Homes. TCG anticipates that a charette type of design
process may be conducted during the design stages of work, including community
stakeholders inclusive of the Friends of Claireville and the Humber Watershed Alliance.
TRCA will maintain its environmental and regulatory commenting responsibilities throughout
this planning process.
Report prepared by: Carolyn Woodland, extension 5214
For Information contact: Carolyn Woodland, extension 5214
Date: January 26, 2005
Attachments: 1
92
Attachment 1
Claireville Conservation Area
Map 14 : Claireville Management Plan
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93
g
RES. #E47/04 - ONTARIO ECOSCHOOLS PROGRAM PROGRESS REPORT
The Ontario EcoSchools program, which was launched in February 2004
as a provincial curriculum addressing climate change, is making
continued progress within the education community across the province,
transforming approaches to operations and learning.
Moved by:
Seconded by:
Elaine Moore
Linda Pabst
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff continue to work with the
project partners, conservation authorities and the education community to implement the
program across the province;
THAT staff integrate this work into other Toronto and Region Conservation Authority
(TRCA) education programs, projects and initiatives;
THAT the education facilities of TRCA pursue certification as EcoSchools facilities;
AND FURTHER THAT staff work with Humber Arboretum staff to investigate the
integration of the Ontario EcoSchools program into the ongoing development of the
Centre for Urban Ecology at the Humber Arboretum.
CARRIED
BACKGROUND
At Authority Meeting # 4/04, held on April 30, 2004, resolution #A122/04 was approved in part
as follows :
...AND FURTHER THAT the Toronto and Region Conservation Authority (TRCA) continue
to work with the project partners to facilitate the (Ontario EcoSchools) program with
conservation authorities and school boards across the province of Ontario.
Ontario EcoSchools is a provincial education curriculum program addressing climate change.
Built on previous greening programs, Ontario EcoSchools is distinguished by a dual focus on
school operations and curriculum (energy conservation, waste reduction and climate change).
The program was guided and developed by a steering committee made up of representatives
from York University, four school boards, Toronto and Region Conservation Authority (TRCA)
and Learning for a Sustainable Future under the initiative of Environment Canada.
The Ontario EcoSchools resources include:
• Seventeen resource guides (three operations guides, eleven curriculum guides, both
elementary and secondary, and four community action guides). Key guides have been
translated into French.
• three climate change multimedia presentations (available with the resource guides on
compact disc (CD))
• All guides are also available on the Ontario EcoSchools website,
94
With completion of the resources, the program implementation is being guided by the Ontario
EcoSchools Implementation Committee. It is anticipates that the adoption of the Ontario
EcoSchools program within boards of education across the province will occur over a two to
five -year time frame.
This report updates the Authority on the progress of the program and its future direction.
Progress Report
The implementation of the program is being led by staff from the York University, Faculty of
Environmental Studies. The implementation committee with representatives from the
implementing school boards, York University and TRCA is responsible for ongoing leadership
of the program. A full -time program coordinator has been hired to assist in the day -to -day
running of the program (supported by federal and provincial funding).
To date the program has been introduced to 17 school boards across the province. Seven of
these school boards have started board wide implementation of the program. Three of these
boards are in the TRCA jurisdiction (Toronto District School Board, York Region District School
Board and the Durham District School Board). The Toronto District School Board has adopted
EcoSchools as one of its key facilities and operations guidelines. Adoption of the program by
these seventeen school boards will engage more than 55 percent of the students in the
province.
Ontario EcoSchools exceeded all expectations set out by the Federal funding partners. The
program received two additional grants from Environment Canada and Natural Resources
Canada: first, to assist with translation of the documents into French; and second to support
intensive teacher in- service training with 600 teachers in September 2004. Federal ministries
and agencies are interested in supporting the implementation of the program. Funds from
Natural Resources Canada have been combined with provincial funding to support program
implementation in 2005.
As indicated in the report of April 2, 2004 the Ontario Ministry of Energy supports the Ontario
EcoSchools program as a key resource for energy education in the province. The ministry has
provided funding to support the implementation of the program in 2005.
The implementation committee has engaged the Ministry of Education staff in dialogue about
program. Currently, the Ministry of Education is focused on numeracy and literacy and has
taken no formal action to integrate the Ontario EcoSchools program into the Ontario
Curriculum. The implementation committee continues to seek endorsement of the program by
the Ministry of Education.
TRCA staff have been introducing the Ontario EcoSchools program to conservation authorities
to assist them with education initiatives with their boards of education. Most recently, staff
presented the program at the Latornell Conference and have since received requests for
further support. Staff will be traveling to London in the near future to present the program to a
meeting coordinated by the Upper Thames River Conservation Authority to staff from six
southwestern Ontario conservation authorities.
95
Further Actions:
The Ontario EcoSchools program provides the framework for many new initiatives and
partnerships in education in 2005. The following are key actions and initiatives for the next year:
• Work within the TRCA to apply the operational and program guidelines of the Ontario
EcoSchools program to our education facilities and programs with the goal of having our
education sites becoming certified as Ontario EcoSchools facilities. The Ontario
EcoSchools' waste, energy and naturalization guidelines provide simple, youth friendly
actions that complement the TRCA Sustainability Management System.
• As a member of the Ontario EcoSchools Implementation Committee, support the
board -wide implementation within the seventeen schools boards that have been introduced
to the program.
• As a member of the Ontario EcoSchools Implementation Committee, promote and market
the program to other school boards, conservation authorities and federal, provincial and
municipal agencies.
• Work with Ontario EcoSchools Implementation Committee to expand the program to
address water conservation. TRCA, school board and Region of Peel staff recently
completed the development of the Peel Water Story education resource. Both TRCA and
Peel staff feel these resources complement the Ontario EcoSchools resources and further
links between the two resources should be explored.
• Explore new partnerships with public utilities and agencies to support Ontario EcoSchools
implementation. In 2005, PowerStream, the electricity supplier for Vaughan, Markham and
Richmond Hill, is implementing its Electricity Conservation and Demand Management Plan.
The energy programs at the Kortright Centre for Conservation and the Ontario EcoSchools
program complement the management plan. Partnership initiatives with TRCA, school
boards and PowerStream will facilitate the acceleration of the Ontario EcoSchools program
in York Region. The Toronto District School Board and Toronto Hydro have formed a
similar partnership to have feedback metering piloted at 31 schools enabling the board to
track the effectiveness of the EcoSchools' energy conservation guidelines.
• Provide learning resources to TRCA clients by establishing a link between the TRCA
education and Ontario EcoSchools websites.
Report prepared by: Dave Green, extension 5234
For Information contact: Renee Jarrett, extension 5315
Date: January 14, 2005
96
RES. #E48/04 - TOWN OF MARKHAM'S ENVIRONMENTAL INITIATIVES
Overview on a number of sustainability initiatives in the Town of Markham
which demonstrate a shift to sustainable planning and development.
Moved by:
Seconded by:
Elaine Moore
John Sprovieri
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Toronto and Region
Conservation Authority (TRCA) staff be directed to assist the Town of Markham with
these important initiatives and to seek opportunities for similar initiatives to be adopted
in other municipalities
AND FURTHER THAT TRCA staff be directed to work with the Town of Markham in
developing the Mayors' Green Building Challenge and encourage other municipalities
across the Greater Toronto Area and Hamilton (GTAH) to participate.
CARRIED
BACKGROUND
The Town of Markham is a leading Canadian municipality which embraces technological
innovation, celebrates diversity and is characterized by its vibrant and healthy communities.
One of the town's 3 corporate goals is Environmental Focus, and their objective is to strive to
exceed the Kyoto Accord targets. The town is working to develop an environmental
management plan that will help identify critical areas for environment success, prioritize efforts
and help ensure that the town achieves environmental efficiencies leading to long -term cost
avoidance. The environmental initiatives /programs are directed to:
• clean air initiatives;
• energy consumption and alternatives;
• waste management;
• land use planning;
• water;
• green buildings; and
• green maintenance.
Each of these areas has an internal organization focus and an external community -wide
outreach. The following chart identifies the overall scope of programs and initiatives underway:
97
Clean Air
External Market
Energy Efficiency
External Market
Waste Management
External Market
Land Use Planning &
Maintenance
External Market
• Fuel type
• Construction
• 3 stream
• Markham Environmental
• Anti - idling
standards
composting
Land Securement Fund
• Transit
• Smart Meters
• Community
• Markham Environmental
• Transportation
• Consumption
participation
Sustainability Fund
Demand
reduction
• Recycling depots
• Sustainable planning and
management
• Alternative energy
sources
engineering initiatives and
policy development for
growth management
• Waste water
• Pesticide use
Internal
Internal
Internal
Internal
• Smog Alert
• Town building design
• Recycling
• Park & Open Space
• Equipment use
- LEED
• Building
Maintenance
and fuels
• Alternative
maintenance
• Naturalization
• F leet
Opportunities (Green
roofs, ground source,
cogeneration)
• Clean products
• Water
• Street lighting
• Consumption
reduction
• Employee awareness
program
At Sustainable Communities Board #6/04, held on December 3, 2004, the sustainable planning
initiatives for growth management were presented by Town of Markham Planning staff. The
following highlights a few of the other major initiatives /programs that the town has underway:
1. Strategic Environmental Direction
Markham Environmental Management Plan:
The Town of Markham is developing an environmental management plan (EMP) that
defines the corporation's future environmental vision. It will be a strategic document that
identifies short- and long -term goals and initiatives, and provides a road map to attain these
goals. The EMP will establish an overall corporate environmental direction; provide a
suitable corporate context for responding to the changing regulatory environment and
encourage reduction in environmental impacts. At the same time, this plan will support new
practices, partnerships and initiatives to advance and encourage environmental leadership.
98
2. Green Buildings
Mayors' Green Building Challenge:
Town of Markham Mayor Don Cousens is taking the lead in inviting Mayors and Councils
from across the GTAH to join forces to build on the successes of the Mayors' Megawatt
Challenge in order to support the design and construction of exceptional new municipal
facilities. This challenge will bring together municipalities that are in the process of, or about
to start, planning new facilities (or major renovations to existing facilities). Training will be
arranged as required in green building principles, Leadership in Energy and Environmental
Design (LEED) and integrated design. Computer modeling will provide energy use
baselines against which design options can be measured. TRCA staff are working closely
with staff at the Town of Markham to initiate this program.
YMCA Building:
The future YMCA, scheduled to open winter of 2005, is being constructed near Highway
407 and Kennedy Road and is being built in partnership with the Town of Markham. The
YMCA is committed to demonstrating energy conservation and responsibility to the
environment. The future YMCA will connect to Markham District Energy, providing an
energy efficient building, and will implement new technologies to promote on -site
groundwater infiltration, reduce water consumption within the building, promote waste
reduction and encourage energy conservation.
Markham- Stouffville Hospital and Cornell Community Centre:
Markham- Stouffville Hospital (MSH) and the Town of Markham have initiated discussions
regarding the potential co- location of a community centre being planned for the Cornell
Community with MSH's Health and Wellness Centre. This is a very exciting potential
opportunity as the community centre will provide several services that alone the hospital is
not able to afford to build and operate, including a hydrotherapy pool, a fitness facility and
additional meeting room space. The project is a good example of two organizations
working together to find synergies that provide economic savings in terms of capital
investment, more efficient use of infrastructure and savings in lands needed for
development.
Energy
Markham District Energy (MDE):
A partnership established in 2002 between Markham Hydro and the Town of Markham will
receive Green Municipal Investment funding from the Federation of Canadian Municipalities
(FCM). The Town of Markham will receive a $1.5 million grant and a $4 million loan to
support the expansion of MDE to provide a sustainable energy solution in Markham Centre.
MDE's system uses a leading -edge, natural gas cogeneration system and high efficiency
boilers and chillers.
Markham Energy Conservation Office:
The Town of Markham is taking steps to reduce demand on traditional electricity supplies.
Objectives of the Markham Energy Conservation Office, which is currently in the
development stages, are to:
• become the energy conservation local champion, and an example for all of Canada;
• enhance the Town of Markham's local energy supply and reduce its dependency on
the traditional electricity grid; and
99
• make the Town of Markham more energy efficient and reduce greenhouse gas
emissions.
The Markham Energy Conservation Office will help achieve these objectives by working
with PowerStream Inc., Markham District Energy Inc., local businesses, residents and the
broader community. Working with other levels of government, and in particular the
province's Conservation Bureau, which will be established later this year, the Markham
Energy Conservation Office will develop programs and policies that display local
leadership, educate and inform town residents, leverage partnerships and relationships,
and set clear, meaningful targets.
Markham Environmental Sustainabi /ity Fund (MESF):
In 2001, Council of the Town of Markham created the MESF. The purpose of the fund is to
provide financial assistance to town and community projects and initiatives that promote
environmental responsibility and innovation and enhance the town's natural resources
(soils, water, natural features and air quality). This is a $300,000 capital fund which is
replenished annually through the capital budget. One of the projects funded in 2004 was
the Green Neighbourhood Program which was undertaken by the TRCA, working in
partnership with a number of environmental organizations. It was also used to fund a
number of other community projects, the anti - idling campaign, and the development of the
MECO business plan.
3. Clean Air
Anti - Idling Campaign:
Town of Markham has an anti - idling campaign underway which has included an extensive
range of outreach initiatives through the schools, libraries, fleet staff and other town
employees, a local mall and other locations. They are actively participating in the
Markham /Newmarket Idle -Free Challenge. They will be developing and adopting an
anti - idling by -law and enforcement program with the assistance of the Clean Air Partnership
and Natural Resources Canada in 2005.
4. Waste
Three Stream:
Markham has developed Mission Green -- a plan to divert 70% of their waste from landfill.
A key component of the Mission Green is a new 3- stream collection system that will be
implemented in two phases. Phase I began on September 17, 2004, for all households
east of Highway 48 /Markham Road. Phase II will include the balance of the town and will
begin in June 2005. The Mission Green plan includes an organics collection program that
encourages participants to put organics out in a green bin for weekly collection.
The current blue box program will be expanded to accept new materials such as: empty
paint cans, empty aerosol cans, aluminium food trays and all rigid plastics. To help save
time, blue box materials can now be mixed together - no more sorting.
Since its launch in September, the Phase I area has had an average waste diversion rate in
the high 60 %. On a monthly basis, waste diversion from landfill in the Phase I area hit a
high of 72% in November 2004 and a recent waste audit measured contamination in the
green bin of only 5.5 %.
100
Home Composting:
Markham has a long -term strategy to encourage home composting that includes the
following:
• Subsidized composter sale events (prices range between $5.00 per unit to $15.00
per unit).
• Subsidized composter sale through recycling depots (prices range between $5.00
per unit to $15.00 per unit).
• Enhanced public education and increased promotion of home composting.
Public Space Recycling:
In 1999, the Town of Markham became the first municipality in York Region to offer public
space recycling to its residents. Since this time, the town has expanded its Public Space
Recycling program to over 95 locations within Markham. These include street locations
and in community centres. The Town of Markham plans to eventually expand the program
into its parks.
Report prepared by: Bernie McIntyre, extension 5326
For Information contact: Bernie McIntyre, extension 5326
Date: January 19, 2005
RES. #E49/04 - HUMBER WATERSHED ALLIANCE
Change to Membership. To add La Societe d'Histoire de Toronto -
Toronto Historical Park as a member organization to the Humber
Watershed Alliance.
Moved by:
Seconded by:
Dick O'Brien
Andrew Schulz
WHEREAS the Humber River was designated a Canadian Heritage River in 1999 based on
its outstanding culture and heritage values;
WHEREAS the Humber Watershed Alliance (HWA) has a mandate to identify, document,
protect and celebrate the diverse culture and heritage resources of the Humber
watershed;
WHEREAS La Societe d'Histoire de Toronto (LSHT) has received funding to develop a
feasibility study and implementation plan for the historical interpretation of the Lower
Humber River;
101
THEREFORE LET IT BE RESOLVED THAT the Humber Watershed Alliance recommends
to the Toronto and Region Conservation Authority (TRCA) that Rolande Smith, LSHT, be
added to the Humber Watershed Alliance as a member organization, to help coordinate
efforts related to heritage projects in the Lower Humber, particularly the historical
interpretation of the Lower Humber south of St. Clair Avenue.
CARRIED
BACKGROUND
La Societe d'Histoire de Toronto (LSHT) is a volunteer run organization created in 1984,
dedicated to the study and further knowledge of the history of Ontario and the Toronto area, in
particular the history of French - speaking communities. Since its establishment, members have
been working towards the goal of developing the Lower Humber (south of St. Clair Avenue) as
a Historical Park.
The benefits of this project include: public education of Toronto's rich origins and history;
cultural and heritage awareness; tourism revenue & job creation; educational uses;
recreational and leisure uses; ecological programs; events site(s); and much more. This
Historical Park may include plaques, self - guided tour brochures, costumed interpreters on
event days, and a building or kiosk to house information and displays. Interpretation would be
in three languages: English, French and a First Nations language that will be determined by
first nations partners. The history of Toronto is relevant for Torontonians to understand where
they came from and for new immigrants to Toronto to understand where they have arrived.
They are currently putting together a terms of reference to hire a consultant to:
1. Review all relevant background material, including Aboriginal, French and English historical
significance to Toronto, Ontario and Canada, planning, recreational, environmental and
other government surveys /studies /bylaws pertaining to the Humber River from Lake
Ontario to St. Clair Avenue.
2. Prepare an analysis and recommendations on the sites that can be developed for historical,
cultural, educational tourism and other related purposes in the short term and those that
will necessitate further feasibility studies.
3. Look into the feasibility of a permanent public information structure (i.e. building or kiosk)
that would serve as an educational and interactive meeting venue for events for residents
and visitors and enhance the Aboriginal, French and English heritage of the site. Research
similar sites within North America. Identify the best site(s) based on the results of the
research, the consultations and the decisions of the Toronto Historical Park Project.
4. Prepare a five year strategic plan to carry out the Toronto Historical Park based on findings
regarding cultural tourism, educational tourism, recreational opportunities and community
benefits (socio- economics) that enhance the historical significance of this area. Indicate
implementation timelines with proposed costs.
FINANCIAL DETAILS
LSHT have received $25,000 from Trillium and $10,000 each from the Ministry of Tourism and
Heritage Canada for a total of $45,000 to conduct a feasibility study and implementation plan
for this project. They are proposing this project in partnership with the Mississaugas of New
Credit First Nation, Society of Heritage Associates and Project Rousseau Project, with support
from the Toronto Field Naturalists and Regroupement franco - ontarien de developpement
economique et d'employabilite (RDEE Ontario).
102
DETAILS OF WORK TO BE DONE
• add Rolande Smith, LSHT, to the HWA membership;
• convene a meeting with potential partners to discuss the project.
Report prepared by: Karen Sun, extension 5291
For Information contact: Karen Sun, extension 5291
Date: January 12, 2004
SECTION IV - ITEMS FOR THE INFORMATION OF THE BOARD
RES. #E50/04 - 2004 FLEET USAGE SUMMARY
Summarizes Toronto and Region Conservation Authority (TRCA) fleet
usage in 2004 and progress in achieving the Sustainable Corporate Fleet
Policy goals.
Moved by:
Seconded by:
Suzan Hall
Linda Pabst
IT IS RECOMMENDED THAT the report dated January 25, 2005, on 2004 fleet usage be
received.
CARRIED
BACKGROUND
At Authority Meeting #9/04, held on October 29, 2004, Resolution #A292/04 was approved, in
part, as follows:
...AND FURTHER THAT staff report to the Sustainable Communities Board at its meeting
to be held in February, 2004 progress toward achieving more environmentally
sustainable vehicle and equipment usage.
RATIONALE
As reported in the fall, staff have begun implementation of a number of programs designed to
achieve a higher level of sustainable management practices across all TRCA activities. In the
area of travel and fleet usage, there are several initiatives.
In 2004, a 7% reduction in average fuel consumption was achieved. The overall fuel
consumption for TRCA -owned vehicles was 16.1 Litres /100 kilometres compared to fuel
consumption of 17.4 L/100 kilometers in 2003. Actual kilometres travelled grew by about 10%
in 2004 while fuel usage grew by only 2 %. The fleet usage summary is outlined in Attachment
1.
The increased fuel efficiency was acheived by promoting the non - idling of TRCA vehicles,
ensuring proper maintenance of TRCA vehicles, being more effective in matching needs to
vehicle characteristics and purchasing fuel efficient vehicles.
103
At the Kortright Centre for Conservation and Claremont Field Centre, biodiesel fueling stations
have been constructed. TRCA -owned equipment at both locations are using the biodiesel fuel
and staff are monitoring their performance. Further biodiesel installations are planned for 2005.
A natural gas filling station is planned for Black Creek Pioneer Village which will facilitate the
use of TRCA's natural gas vehicles at that location.
Staff will continue to implement the Sustainable Corporate Fleet Policy and report to the
Sustainable Communities Board in 2006 on the progress toward achieving the goals of the
policy.
Report prepared by: Jim Tucker, extension 5247
For Information contact: Jim Tucker, extension 5247
Date: January 25, 2005
Attachments: 1
104
Attachment 1
VEHICLE NO. LOCATION
STYLE
FUEL USAGE 2003 FUEL USAGE 2004
MODEL NO. /NAME 2003 2003 1/100 2004 2004 L/100
Litres KIL Litres KIL
1 -05 -02
1 -00-03
4 -02 -04
2 -98 -05
2 -02 -06
2 -03 -07
8 -00-08
9 -03 -09
7 -00-10
4 -03 -11
5 -00-12
5 -05 -13
7 -01 -14
5 -05 -15
6 -05 -16
8 -02 -17
6 -04 -18
6 -95-19
6 -95-20
7 -94 -21
1 -05 -22
2 -99 -23
1 -03 -24
1 -01 -25
1 -01 -27
2 -02 -28
1 -03 -30
4 -02 -31
6 -03 -32
6 -03-34
4 -98 -35
2 -03 -36
6 -05 -37
2 -99 -38
5 -00 -39
5 -05 -40
3 -98 -41
4 -97 -44
4 -98 -45
4 -98 -46
4 -98 -47
1 -98 -48
4 -00-49
4 -98 -51
4 -00 -52
4 -02 -53
9 -00 -54
9-00-55
ENVIRN SERVICES- EASTVILLE
ENFORCEMENT -MOYLE
ENVIRONMENTAL SERVICE OUTREACH
CE NTRALS E RVI CE -J E WE LL
CENTRAL SERVICE GRAHAM
CENTRAL SERVICE NICK
ENVIRN.SERVES: NURSERY
EAST ZONE - MIKE FITZGERALD
EASTZONE- BRUCESMILL
KORTRIGHT CENTRE
ENFORCEMENT -NOWAK
CONSERVATION AREAS - EDWARDS
WESTZONE- ALBION HILLS
ENVIRN SERVICES- NURSERY
ENVIRN SRVICES- NURSERY
ENVIRN SERVICES- NURSERY
ENVIRN.SERVICE- WATERFRONT
BLACK CREEK PIONEER VILLAGE
WEST ZONE HEART LAKE CA
ENVIRN SERVICE- NURSERY
RESOURCE SCIENCE -BILL KERR
CENTRALSERVICE -CH ENNEL
HEAD OFFICE POOL
HEAD OFFICE -POOL
DOWNSVIEW OFFICE
ENVIRN SERVICE - COSTAL ECOLOGY
HEAD OFFICE
BLACK CREEK PIONEER VILLAGE
GLEN HAFFEY CONS
KORTRIGHT /BOYD PARK
ENVIRN SERVICE- TTPARK
FOOD SERVICES -BCPV
PETTICOATCREEK/BRUCES MILL
CENTRALS ERVICE- WAINWRIGHT
ENVIRN.SERVICE - NURSERY
ENVIRN SERVICE- EASTVILLE OFFICE
WEST ZONE ALBION HILLS CA
ENVIRN SERVICES- NURSERY
HEAD OFFICE POOL
WEST ZONE ALBION HILLS CA
ENVIRN SEVICES- WATERFRONT
ENVIRN SERVICES - WATERFRONT
ENVIRN SERVICES - WATERFRONT
DOWNSVIEW OFFICE
WESTZONE - INDIANLINE
ENVIRN SERVICE -WOW TRUCK
ENFORCEMENT - KENNEDY
ENFORCEMENT -DOODY
1 /2TON 4x4 PICKUP TRUCK
4 DOOR SEDAN
COMPACT PICKUP /EXTCAB
1 TON VAN
1 TON VAN
1 TON VAN
3TONSTAKE
QUAD CAB 4X4 TRUCK
1 TON STAKE 4x4
COMPACT P/U EXT.CAB 4x4
4DOOR GUAD 4X4
MIDSIZE SUV
3/4 TON STAKE 4X4
1 /2T PICKUP 4x4 TRUCK
1 TON 4x4 CREW CAB
5TON HD STAKE TRUCK
1 TON STAKE -DRW
1 TON STAKE TRUCK
1 TON STAKE
1 TON STAKE 4x4 CREW CAB
1/2 T 4x4 PICKUP TRUCK
1 TON VAN
4 DOOR SEDAN
COMPACT 4 DOOR SEDAN
PASSENGER VAN
CREW CAB 4 x4 TRUCK
4 DOOR SEDAN
1/2 T PICKUP EXTCAB
1 TON STAKE
1 TON STAKE
10 PASS. VAN
CARGO VAN
1 TON STAKE 4X4
1 TON CARGO VAN
3/4 T -4X4 CREW CAB
3/4T4X4 CREW CAB
5 PASS. VAN
4 +4 CREW CAB
COMPACT PICKUP
1/2 T PICKUP
EXTEND CAB PKUP
4 +4 SPORT UTILITY
1 /2TON EXENDCAPPICKUP
COMPACT PICKUP
MID SIZE PICKUP EXT CAB
COMPACT PICKUP EX
4 DOOR SPORT UTILITY
4 DOOR SPORT UTILITY
SILVERADO
IMPALA
RANGER
SAVANNA 3500
SAVANNA 3500
EXPRESS 3500
TF7B042 TILT CAB
DAKOTA GUAD CAB
F350
RANGER SUPERCAB
DAKOTA
FORD ESCAPE
C3500 -GM
CK15953
F450 4x4 CREW CAB
F350
TC30903
SIERRA C3500
F350 XL
SAVANA CG31705
CIVIC HYBRID
SENTRA
CHEVVENTURE
F350
CAW HYBRID
SILVERADO
CK25903
CK25903
ECONLINE
CARAVAN C/V
CK25903
SAVANA CG31705
R3500
CK25743
WINDSTAR
F350
S -10
EXTENCAP
RANGER
JIMMY
F150
SONOMA SL
DAKOTA
RANGER XL
EXPLORER
DAKOTA
Average:
new new
1,275 12,500 102 1976 20172 9 8
2,606 21,000 12 4 1750 20687 8 5
4,236 21,275 19.9 4465 21698 20 6
7,489 39,135 19 1 6751 38620 17.5
2,605 15,564 16.7 5154 28774 17.9
1,487 7,941 18 7 1089 10231 10 6
3043 20402 14.9
2,958 12,000 24.7 2478 14261 17.4
1,147 6,950 16 5 3166 15967 19 8
5,007 26,800 18 7 3822 17380 22.0
2983 27632 10 8
5,479 16200 33 8 4039 15063 26 8
new
new
3,651 10,800 33 8 3285 11310 29 0
3437 15833 21.7
835 2,000 418 1139 3766 302
1,605 6,200 25 9 1177 4721 24.9
1,601 10,850 14.8 1341 9000 14 9
new new
3,177 13,210 24.0 3535 16500 21.4
1,089 17,640 62 1311 21738 6 0
1,283 15,350 8 4 1337 17708 7.6
2,564 22,365 11 5 2722 19334 14.1
3,201 25,550 12 5 2546 23182 11 0
614 10,295 6.0 1037 17313 6.0
2,661 12,900 20.6 2110 10469 202
3,518 13,417 262 4379 17998 24 3
3,148 10,172 30 9 3761 13970 26 9
3,989 23,000 17 3 2898 19781 14.7
120 945 12.7 272 1473 18.5
new new
6,421 29,850 215 5935 30947 192
2,146 11,644 18.4 1799 8893 202
new new
2,558 17,850 14 3 1943 15804 12 3
2,500 14,155 17.7 2491 12764 19.5
2,497 17,850 14 0 1859 17417 10 7
2,700 23,000 11 7 1,894 9877 19 2
1,665 11,700 142 1194 8584 13 9
1,596 9,500 16 8 1588 11576 13 7
1,930 13,000 14 8 1509 11987 12.6
2,600 15,320 17 0 1860 11735 15.9
3,279 18,930 17 3 2109 12258 172
1,876 15,500 12 1 1442 14333 101
3,871 24,700 15 7 3366 21000 16.0
6,388 31,450 20 3 5591 30259 18 5
109,372 628,508 17 4 111,583 692,417 16.1
105
TERMINATION
ON MOTION, the meeting terminated at 12:52 p.m., on Friday, February 4, 2005.
Michael Di Biase Brian Denney
Chair Secretary- Treasurer
/ks
106