HomeMy WebLinkAboutBusiness Excellence Advisory Board 20044%.
erTHE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #1/04
March 5, 2004
The Business Excellence Advisory Board Meeting #1/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, March 5, 2004. The Chair David Barrow, called
the meeting to order at 9:05 a.m.
PRESENT
David Barrow Chair
Frank Di Giorgio Member
Peter Milczyn Member
Dick O'Brien Chair, Authority
Bill O'Donnell Member
REGRETS
Bas Balkissoon Member
Bill Fisch Member
Rob Ford Member
Maja Prentice Vice Chair
RES. #C1 /04 - MINUTES
Moved by:
Seconded by:
Dick O'Brien
David Barrow
THAT the Minutes of Meeting #8/03, held on January 16, 2004, be approved.
CARRIED
SECTION I .- ITEMS FOR AUTHORITY ACTION
RES. #C2 /04 - UPDATE ON WEST NILE VIRUS
Participation in the West Nile Virus advisory committee and monitoring of
Toronto and Region Conservation Authority (TRCA) property.
Moved by:
Seconded by:
Peter Milczyn
Frank Di Giorgio
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THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be directed to continue to
participate in the West Nile Virus Advisory Committee for the Regions of Peel, Durham,
York and the City of Toronto;
AND FURTHER THAT staff be directed to continue to monitor mosquito populations on
Toronto and Region Conservation Authority (TRCA) property and report back to the
Business Excellence Advisory Board at the end of the 2004 monitoring programmes.
AMENDMENT
RES. #C3/04
Moved by:
Seconded by:
Peter Milczyn
Frank Di Giorgio
THAT the following be inserted after the main motion:
AND FURTHER THAT posting notices about the safety of wetland areas be explored, in
consultation with appropriate Parks and Regional Health Departments.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
In February 2003 the Toronto and Region Conservation (TRCA) was asked by the Regional
Health Departments of Peel, Durham, York and City of Toronto to assist in the monitoring of
larval mosquito populations in natural areas. The primary purpose of this work was to identify
sites of concern for West Nile virus (WNV) in southern Ontario.
At Authority Meeting #3/03, held on April 25, 2003, resolution #A64/03 was approved as
follows:
THAT staff develop and implement a larval mosquito monitoring program across the
Toronto and Region Conservation Authority's (TRCA) jurisdiction;
The information gathered by TRCA will be used to guide management decisions for mosquito
control measures in 2004. In general the three major objectives of the 2003 monitoring
program were:
1. to monitorthe density of mosquito species in a variety of water bodies (marshes, ponds,
woodland pools, etc.);
2. to assess the distribution of mosquito species across the four above - mentioned regions;
and,
3. to assess the risk that TRCA wetlands pose to the public in terms of WNV.
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West Nile virus is a flavivirus which is transmitted by adult mosquitoes that feed on infected
birds. Although birds are the primary reservoir of WNV, accidental infection of humans can
occur. This is likely to happen when the virus amplifies in the bird population through an
infection cycle of bird - mosquito -bird. The cycle is driven predominantly by'mosquitoes that
feed exclusively on birds (enzootic vectors). However, as more and more birds become
infected there is a greater chance that the virus will spill over into the human population
through mosquitoes that feed on both birds and mammals (bridging vectors). For those people
who become infected, the majority will show no symptoms or only mild flu like symptoms.
Severe cases of WNV, including the development of meningitis and encephalitis, are more rare
but can be fatal when they do occur.
Though WNV can be a serious disease, the risk of becoming infected is relatively low. In a
study conducted in 2002 through the Ontario Ministry of Health and Long Term Care, it was
shown that the risk of acquiring WNV may be as low as 3% of the human population in areas
where risk exists. Still as WNV is a relatively new addition to North America, having arrived in
New York in 1999 and in Ontario in 2001, much needs to be learned on how the virus behaves
in our climate and how we can further reduce the risk of infection for humans.
Under Ontario Regulation 199/03 made under the Health Protection and Promotion Act, the
Medical Officer of Health is required to conduct risk assessments within their respective health
units to prevent WNV infection in humans. As such, regional health units have implemented
comprehensive surveillance programmes aimed at monitoring human, bird and mosquito
populations for evidence of WNV. The information is then used to better direct decisions
regarding control efforts by local municipalities. For mosquito surveillance, one aspect involves
trapping the adults and sending them to Health Canada's National Microbiology Lab in
Winnipeg, and more recently to Brock University in St. Catherines, to determine which species
are capable of carrying WNV and to pinpoint any "hot spots" of infection. So far 10 species of
mosquitoes in Ontario, out of a potential 74 across Canada, have been shown to carry the
virus. Of these, it has been estimated that only 1% will actually be infected with WNV and of this
percent, the virus is more commonly detected in only two key species: Culex (C.) pipiens and
Culex restuans.
C. pipiens and C. restuans were almost immediately identified as being the most important
vectors of WNV and control efforts to date have reflected this. This is primarily due to two main
aspects of their biology. Firstly, they are almost exclusively bird biting mosquitoes and as such,
are responsible for driving the amplification cycle in the bird population. Secondly, they are
prolific breeders, preferring to lay their eggs in stagnant water which, in suburban and urban
areas, is in no short supply. By targeting control efforts against C. pipiens and C. restuans, it is
thus possible to minimize the peak amplification cycle of the virus in the bird population which
in turn, reduces the likelihood of the virus bridging out into the human population.
The larval stage of C. pipiens and C. restuans mosquitoes has been the focus of control efforts
so far. In 2001, researchers from Health Canada identified catch basins as being the top habitat
for breeding high densities of C. pipiens and C. restuans larvae. Consequently in 2002, these
high priority sites were repeatedly treated with the larvicide Methoprene, an insect growth
regulator which interferes with the development of larvae. Other top priority habitats that were
identified in 2001, including roadside ditches and artificial containers such as bird baths, tires
and buckets, were dealt with on a case by case basis. Breeding of mosquitoes in these areas
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was controlled by either eliminating standing water or by using Bacillus thuringiensis var
israelensis (Bti).
Natural wetlands, such as marshes, ponds and woodland pools, have generally been ranked
as low priority sites for mosquito control efforts. This ranking is in part based on an overall risk
assessment which weighs the benefits that wetlands play in improving water quality and
providing key ecological habitat with the evidence that these areas are not significant breeding
areas for key WNV carriers. However, when warranted through monitoring, natural areas will be
controlled if they pose a highly significant risk to human health. Such high risk indicators
include the presence of high densities of either enzootic or bridging vectors. This is reinforced
in the 2003 "West Nile Virus Preparedness and Prevention Plan for Ontario" where it states that:
"Wetlands must not be drained or altered in any way, unless there is an exceptional
circumstance of significant human health risk from disease - vector mosquitoes.
Consultation with, and permission from, the MNR and the appropriate conservation
authority will be required."
RATIONALE
To minimize the risk of WNV infection in humans, Public Health Units of Ontario have set out to
identify and eliminate preferred breeding sites of the two key enzootic vectors, C. pipiens and
C. restuans. As such, much controversy has been created on the role that natural wetlands
play in providing this habitat. The results from our study show that a healthy, functioning
wetland poses little risk to the public in terms of breeding high densities of both enzootic and
bridging vectors of WNV. Nevertheless isolated pockets of standing water should continue to
be monitored for high densities of C. pipiens and C. restuans. The TRCA is committed to
identifying these sites on their property and managing them appropriately. This in part, can be
achieved through wetland restoration projects that aim at grading small depressions, thinning
dense stands of emergent vegetation and removing garbage. Mosquitoes can also be
controlled by erecting houses that attract insectivorous birds and bats, and by otherwise
fostering an environment that promotes predation by insectivorous frogs, fish and insects.
Where wetland restoration is not possible, the application of the larvicide Bacillus thuringiensis
var israelensis (Bti) will be warranted.
DETAILS OF WORK TO BE DONE
To help assist in the management of WNV in natural areas, the TRCA will continue to be
involved in:
1. Public education. By continuing to respond to public inquiries on WNV and to reports of
standing water on TRCA property in addition to providing information for both the public
and TRCA staff.
2. Regional Collaboration. Staff will continue to participate in WNV advisory committees for
each of the Regions of Peel, York, Durham and Toronto.
3. Surveillance and Source Reduction. Staff will continue to identify sites of concern for
WNV on TRCA property through larval monitoring and by performing housekeeping duties
to reduce the number of potential breeding sites for the major WNV vectors.
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FINANCIAL DETAILS
Staff will be requesting funding assistance in the amount of $2,500 from each of the four
Regional Health Units to cover in part the cost of the larval mosquito monitoring program.
Funding for the remaining portion of the cost is being sought through Remedial Action Plan
(RAP) and TRCA budget process.
Report prepared by: Nicole Lauro, cell 416 278 4547
For Information contact: Nicole Lauro, cell 416 278 4547
Tamara Chipperfield, extension 5248
Date: March 5, 2004
Attachments: 1
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Attachment 1
Copies of the entire West Nile Virus report will be available upon request at the upcoming
Business Excellence Board Meeting of March 5, 2004.
West Nile Virus Report
Executive Summary
In February of 2003, the Environmental Services Section of the Toronto and Region
Conservation Authority (TRCA) was asked by the Regional Health Departments of Toronto,
Peel, Durham and York to assist in the monitoring of larval mosquito populations in natural
areas. The primary purpose of this work was to identify sites of concern for West Nile virus
(WNV) in the southern portion of Ontario. The information gathered by TRCA would then be
used to guide management decisions for mosquito control measures in 2004. In general the
three major objectives of the monitoring program were 1) to monitor the density of mosquito
species in a variety of water bodies (marshes, ponds, woodland pools, etc.); 2) to assess the
distribution of mosquito species across the four above mentioned regions; and 3) to assess the
risk that TRCA wetlands pose to the public in terms of WNV.
Larval mosquito monitoring for this study began in late June and continued on a monthly basis
until late September. At each sampling interval up to thirty-six wetlands were monitored in
eighteen of TRCA's properties. Using a standard mosquito dipper, a total of four samples were
taken at the margins of each wetland, with each sample consisting of 10 dips. Mosquito larvae
that were found were brought back to Boyd Field Centre and identified to species. Records on
the number of larvae per sample at each site were taken.
A total of 10 mosquito species were identified over the course of the season. Of these species,
60% are not carriers of WNV in Canada. They include Culex (C.) territans (Walker), Anopheles
quadrimaculatus (Say), A. earlei (Vargas), Culiseta inornata (Williston), C. morsitans (Theobald)
and C. impatiens (Walker). The most abundant species of this group was C. territans, an
amphibian biter typically associated with marshes and ponds that contain emergent
vegetation. Culex territans was characteristically found in moderate numbers and was the most
commonly detected of the 10 species found.
WNV carriers comprised 40% of all species identified and included Culex pipiens (L.), C.
restuans (Theobald), Anopheles punctipennis (Say) and Aedes vexans (Meigen). Anopheles
punctipennis is predominantly a mammal biter that plays a secondary role as a bridging vector
of WNV in humans. This species was frequently sampled in our wetlands however the density
of larvae was always low to moderate. Aedes vexans was more rare in samples being found in
moderate numbers on only two sampling dates.
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Culex pipiens and C. restuans are two of the key players in the transmission of WNV in the bird
population. In TRCA wetlands these two species were not common in our samples. On a few
occasions however, the number of larvae greatly exceeded the maximum threshold of 31
mosquitoes per 10 dips. These infrequent pockets of larvae were found in areas that were
intensely vegetated, in ponds where the water had greatly receded including the outlet and
inlets of storm water management ponds (SWMP) and in temporary woodland pools. The
common characteristic shared among these wetlands is that the water was relatively stagnant
and was likely isolated from key natural enemies, such as minnows.
To minimize the risk of WNV infection in humans, Public Health Units of Ontario have set out to
identify and eliminate preferred breeding sites of the two key enzootic vectors, C. pipiens and
C. restuans. As such, much controversy has been created on the role that natural wetlands
play in providing this habitat. The results from this study show that a healthy, functioning
wetland poses little risk to the public in terms of breeding high densities of both enzootic and
bridging vectors of WNV. Nevertheless isolated pockets of standing water should continue to
be monitored for high densities of C. pipiens and C. restuans. The TRCA is committed to
identifying these sites on their property and managing them appropriately. This in part, can be
achieved through wetland restoration projects that aim at grading small depressions, thinning
dense stands of emergent vegetation and removing garbage. Mosquitoes can also be
controlled by erecting houses that attract insectivorous birds and bats, and by otherwise
fostering an environment that promotes predation by insectivorous frogs, fish and insects.
Where wetland restoration is not possible, the application of the larvicide Bacillus thuringiensis
var israelensis (Bti) will be warranted.
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RES. #C4/04 - EMPLOYEE ENGAGEMENT SURVEY
Report back on results. To report the results of the first annual Toronto
and Region Conservation Authority (TRCA) Employee Engagement
Survey and outline the planned actions to support and enhance the level
of engagement of our employees and increase our overall organizational
effectiveness.
Moved by:
Seconded by:
Bill O'Donnell
Frank Di Giorgio
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the results of the first annual
Employee Engagement Survey be received and that the Annual Survey Framework and
Action Plans be endorsed as an organizational performance measure for the Toronto and
Region Conservation Authority.
CARRIED
BACKGROUND
At Authority Meeting #8/03, held on October 31, 2003, Resolution A230/03 was approved as
follows:
THAT staff be directed to report on the results of an annual Employee Engagement
Survey with recommended measures for changes in processes and policies to pursue
continuous improvement.
The Survey Results
The return rate was 49% (279 of 570 questionnaires returned and completed). This return rate
is low due to some part time employees not receiving the questionnaire until after the return
date.
The survey results are based on a five -point scale and each response has been given a
corresponding number for ease of analysis:
• "Agree" responses receive a 1.
• "Somewhat agree" responses receive a 2.
• "Neither agree nor disagree" responses receive a 3.
• "Somewhat disagree" responses receive a 4.
• "Disagree" responses receive a 5.
For most responses, the best result is a 1 and the worst result is a 5 and all results are
averaged over all respondents.
The 7 Core Engagement Questions had a composite measure of 1.89 or Somewhat agree.
This composite measure is generally higher than similar scores in the private sector and
indicates that our employees for the most part are engaged intellectually and emotionally in the
work that they do. Here are the 7 Core Engagement Questions and the average response.
1. My work at TRCA gives me a sense of personal accomplishment -1.48 or between agree
and somewhat agree.
2. Overall I am satisfied with my job -1.85 or somewhat agree.
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3. I am sufficiently informed about the strategic plan and The Living City vision - 2.86 or
Neither agree not disagree.
4. The people I work with are willing to help each other accomplish their goals even if they
have to work beyond their own assignments -1.69 or between agree and somewhat agree.
5. I am satisfied that I am contributing positively to the environment and The Living City vision
- 1.98 or somewhat agree.
6. The job I do is considered important by TRCA - 1.97 or somewhat agree.
7. I find my job is meaningful and fulfilling to me - 1.44 or between agree and somewhat
agree.
Both closed -ended multiple choice questions and open -ended essay type questions were
included in the survey. The essay questions allowed employees to define their issues and
concerns in their terms. These essay questions were surprisingly well answered with plentiful,
thoughtful and serious comments.
There were several re- occurring themes in all the comments that will guide our future plans.
These themes include:
1. The need to feel appreciated, recognized and in touch with others at TRCA.
2. The need for personal career development and training.
3. The tools to do the job like information technology (11) support and office space.
4. Greater understanding of the strategic plan and the plans and priorities that come from that
plan.
5. Communication plans up and down and sideways in the organization.
The Drivers for Employee Engagement
The drivers for employee engagement include:
1. Engagement in the big picture and having an emotional bond with the organization.
2. A team environment that is challenging for everyone and provides opportunity for personal
development.
3. The leadership sees the importance of employee projects.
4. All members of the program are involved in decision making.
5. Commitment to the job is professional and members are willing to give their time for the
benefit of the whole.
The Action Plans for 2004
1. The Employee Engagement Composite Index will be a TRCA organizational performance
measure to show our commitment to making TRCA a preferred employer in the
environmental sector.
2. 150 employees will attend a training session on personal mastery and increasing personal
and organizational effectiveness through taking more personal accountability of ones' own
behaviour.
3. Employee "citizen" committees will be established to address issues in the survey and
make recommendations and implement changes. Topics include how to improve
communications and processes to be more effective.
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4. The Chief Administrative Officer (CAO) quarterly bulletin on what's happening in TRCA and
with our strategic partners will be implemented. In addition, the CAO is attending staff
meetings and town halls to hear from all of the staff on their issues.
5. Launch of the strategic plan in June 2004.
6. Significant investment in IT and communications technology in 2004 to make employees
more efficient through greater network access and process power.
7. The creation and implementation of a Personal Career Development Plan, with all full time
employees to have a development plan by the end of 2004.
8. The second annual employee survey to be launched in October /November 2004.
9. Benchmark our development practices with the Best Employers in Canada.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: February 16, 2004
RES. #C5/04 - ABSENCE DUE TO ILLNESS POLICY
Introduction and approval of an Absence Due to Illness Policy for
Toronto and Region Conservation Authority (TRCA) employees that
incorporates informal and unwritten practices.
Moved by:
Seconded by:
Dick O'Brien
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Absence Due to Illness
Policy as described in the following report, be approved and enacted immediately to
support TRCA's excellent performance on lost time due to illness.
CARRIED
RATIONALE
Absence due to illness is both a health and management issue. At TRCA, it is our objective to
have a healthy and productive work force. Part of the management of that healthy work force
is the commitment to assisting employees who fall ill and ensure that absences due to illness
are managed fairly for all concerned.
TRCA has an excellent record of absentee management with an average of 4 days absence
due to illness a year per employee, which is much lower then the national average of 6 to 7
days of absence due to illness per year.
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The Policy
Every employee is expected to look after his or her personal health with regular check ups and
monitoring. If an employee falls ill for more than 5 consecutive days, a doctor's certificate is
required to be provided to the HR Manager. Any communications from a health care
consultant about limitations on an employee's ability to conduct his /her job should be given to
the HR Manager. It is our intention, that limitations on an employee's ability to meet the
expectations of bona fide job requirements, will be carefully considered, and if reasonable, be
accommodated within our organization. The accommodation of job requirements will be
arranged by the employee and the HR Manager, in consultation with the employee's
supervisor.
All health related information is strictly confidential and will not be shared by the HR Manager
with any other employee, except direct information on the employees functional ability to return
to a particular job. For example, diagnosis and treatment information is strictly confidential to
the employee only. When an employee cannot do a certain job function, because of a
particular condition, that limitation is shared only with the HR Manager, the employee and the
direct supervisor, eg. employee cannot lift more than 25 pounds.
For eligible supplementary staff, there is a maximum of 5 days of personal paid sick time
annually. For full time employees, personal sick time is paid in full for the first two weeks and
at 75% of salary in subsequent weeks, up to 15 weeks, and after 15 weeks the employee will
apply for long term disability (LTD) through our insurance carrier. If an employee is at home
due to child or elder care or other personal reasons, the time off will not be recorded as
personal sick time, as outlined in the Employee Policy for Emergency Leave.
Employees who have been absent due to illness several times during the calendar year
totalling more than 8 days but not over 5 consecutive days, may be asked to submit a doctors
certificate or letter. Employees who fall ill on vacation will be considered on vacation and not
personal sick time. If an employee falls ills before his /her vacation, he /she will be considered
on personal sick time. If an employee falls ill before or during a statutory holiday or Chief
Administrative Officer floater day, he or she will be considered on a statutory holiday.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: February 16, 2004
RES. #C6L04 - SMOKING POLICY
To change the Toronto and Region Conservation Authority (TRCA)
Smoking Policy to eliminate any situation where a TRCA employee is
exposed to second hand smoke in the course of his or her work day.
Moved by:
Seconded by:
Bill O'Donnell
Frank Di Giorgio
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THE BOARD RECOMMENDS TO THE AUTHORITY THAT the TRCA's Smoke Free Policy
that institutes a ban on smoking in any TRCA facility, vehicle or closed area be approved;
AND FURTHER THAT staff be directed to post no smoking signs at all TRCA locations
including public use facilities that are used for private functions.
CARRIED
RATIONALE
In an effort to increase the health of all TRCA employees, there will be a ban on smoking in all
TRCA buildings, tents, trailers or other enclosed structures, and all TRCA vehicles and
motorized equipment. Employee who fail to comply with the policy will be subject to
disciplinary action. Smoking outside of a TRCA building is restricted to areas that are not used
by the public and not an area where food is delivered or prepared to be served.
In the past, clients could request that a private function in an enclosed room could be
designated a smoking area with the approval of the site supervisor. This new policy eliminates
that option. Clients and visitors shall be subject to the same "smoke free" policy and such
penalties as local government smoking by -laws may allow.
In a situation where an employee believes that there is significant second hand smoke in a
TRCA facility, that employee may refuse to enter such an enclosed space.
In addition, our employees are encouraged to quit smoking and are provided with resources to
assist him or her in efforts to do so.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: February 16, 2004
RES. #C7/04 - PUBLIC COMPLAINT POLICY
To have a process to allow members of the public to lodge a complaint
with Toronto and Region Conservation Authority (TRCA) staff and have
that complaint acted upon in a fair and equitable way. This is part of our
strategy to be a more transparent, open and accountable organization.
Moved by:
Seconded by:
Bill O'Donnell
Frank Di Giorgio
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Toronto and Region
Conservation Authority Public Complaint Policy be approved and staff be trained to
respond to public complaints and comments about our staff, volunteers, members and
our communications.
CARRIED
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RATIONALE
The Public Complaint Policy
From time to time, members of the public may wish to make a complaint concerning:
1. the behaviour of a TRCA employee;
2. the content or image of a TRCA communications article, web page, print or other
advertisement or any communications of a public nature;
3. the behaviour of Authority members or volunteers;
4. the comments made in a public area between two employees;
5. - the actions of TRCA staff at meetings, on the phone, in e-mails or other discussion sites
while conducting TRCA work.
Customer Service staff may receive complaints about employees and they should redirect
either the call or the written message of the complaint to the employees immediate supervisor
ensuring the confidentiality of the situation. In some TRCA facilities, these complaints can be
made in written form through "comment cards" given to the customer during a visit to a public
program. For other TRCA clients, customers, or members of the general public (the
complainant), the complaint process as it relates to an employee or other representative of the
TRCA would consist of the following:
The complainant identifies to the site supervisor, the manager or other designated person in
charge, that he or she is dissatisfied with the employee(s) behaviour. In the event a person of
authority is not available at the time or the point of contact, the TRCA employee receiving the
complaint is to redirect the complainant to the person in charge or record the complaint,
including the complainant contact information, and have the appropriate manager or
supervisor call or send a letter to the complainant.
In response to a complaint, the TRCA representative (management, supervisory staff or
employee) shall:
1. offer to accept a written and signed complaint from the complainant;
2. offer to write down all comments made by the complainant;
3. record after the fact details from the incident relating to the complaint and others
involved.
The TRCA representative shall endeavor to include the details of the situation, the time and
place of the incident, the name(s) of the people involved, including the complainant, the
employee(s) and witnesses, if available.
The written complaint must be sent to the employees supervisor and the supervisor must send
a copy to the employee. The immediate supervisor will meet with the employee to discuss the
incident and determine the appropriate course of action, if any, is required to address the
complaint. The employee to whom the complaint was registered has the right to respond in
writing to their supervisor outlining his or her opinions and observations of what happened,
relating any additional facts, and providing, if available, corroborated statements. The
complainant would receive a letter or call from the supervisor addressing the issues, and if
appropriate, defining the action taken.
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If the supervisor thinks that the employee(s) have acted in an unsafe, discriminatory or
inflammatory way, in contravention of the TRCA Code of Conduct, the situation will be referred
to the Chief Administrative Officer (CAO) and the HR Manager for further investigation, and if
necessary, disciplinary action.
Any disciplinary action taken with an employee is strictly confidential and no discussion can
occur that compromises the confidentiality of employee information.
If the complainant is not satisfied with the response or actions taken by TRCA staff to address
his or her complaint, a written request can be filed with the CAO or Authority board to review
the complaint. TRCA information requested by the complainant, will be made available subject
to compliance with the Municipal Freedom of Information and Protection of Privacy Act.
If an employee has a complaint against a member of the public due to inappropriate behaviour
towards themselves, a fellow employee or other representatives of the TRCA, the employee
must put his or her comments in writing, including details of the incident, the names of the
people involved, including witnesses, and the impact on the employee(s) and others. If there is
an apparent threat to the employee, the supervisor may respond to the person posing the
threat, with a warning, a request to leave or by contacting police.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: February 16, 2004
RES. #C8/04 - POLICY AND PROCEDURES TO SUPPORT FREEDOM OF
INFORMATION AND PRIVACY ACTS
Creation of freedom of information and privacy policy and procedures for
the Toronto and Region Conservation Authority (TRCA) and The
Conservation Foundation of Greater Toronto (CFGT).
Moved by:
Seconded by:
Bill O'Donnell
Frank Di Giorgio
THE BOARD RECOMMENDS TO THE AUTHORITY THAT The Freedom of Information and
Privacy Policy and Procedures be approved;
AND FURTHER THAT Jim Dillane, Director, Finance and Business Development be
approved as the Freedom of Information Co- ordinator and Privacy Officer for the Toronto
and Region Conservation Authority.
CARRIED
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BACKGROUND
The federal government implemented the Personal Information Protection and Electronic
Documents Act on January 1, 2004 which defines the handling of donor or customer
information and other activities conducted by the CFGT. To ensure that both TRCA and CFGT
follow the highest standards in freedom of information and personal privacy, the attached
policy and procedures is proposed to be compliant with both Acts.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: February 23, 2004
Attachments: 1
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Attachment 1
THE TORONTO AND REGION CONSERVATION AUTHORITY AND THE CONSERVATION
FOUNDATION OF GREATER TORONTO POLICY AND PROCEDURES TO SUPPORT
FREEDOM OF INFORMATION AND PRIVACY ACTS
The Approach
The Toronto and Region Conservation Authority (TRCA) and The Conservation Foundation of
Greater Toronto (CFGT) will be compliant with both the Municipal Freedom of Information and
Privacy Act and the Federal Personal Information Protection and Electronic Documents Act
where applicable. The reason is that the two organizations are integral to the operations and
mandate of the other. Many resources are shared between the two organizations including
people, policies and procedures.
The Guiding Principles of the Freedom of Information and the Privacy Policy and
Procedures
The policy and procedures are based on the following guiding principles:
1. Transparency
TRCA and CFGT are proud of our accomplishments and will ensure public scrutiny of our
products and programs, governance and processes.
2. Customer /Client/Donor Service
We will treat our customers, clients and donors with good and empathetic service, respecting
to their wishes for privacy as well as their need for information and quality product delivery.
3. Accountability
We will ensure that CFGT and TRCA will protect the personal information of all our
stakeholders, partners and staff through organization wide processes and policies for
compliance.
4. Business Excellence
We will keep accurate, complete and up to date personal information necessary to fulfill the
purposes for which it was acquired and is to be used.
5. Accessibility balanced with Safeguards
Employees and other individuals will have open access to personal information about
themselves. This information will be safeguarded appropriately to ensure access by third
parties is highly limited. All individuals have the right to challenge the accuracy and
completeness of all information we maintain, and to have it amended when necessary.
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For simplicity, the policies and procedures have been divided into three sections:
1. The Employee's Right to Privacy
2. Freedom of Information for All People Requesting Access to TRCA and /or CFGT
information.
3. The Collection, Recording and Storage of Individual Customer Personal Information.
1. The Employee's Right to Privacy
An employee has the right to have disclosure of his or her private information limited to people
in and outside of TRCA and CFGT and only with his or her consent.
An employee has the right to access his or her personal information held by TRCA or CFGT.
This policy will outline the various rules and procedures that are in place to enable an
employee's right to privacy is respected.
For the purpose of this section all policies and procedures apply to all personal information for
employees, volunteers and members of TRCA and CFGT.
Definitions
Personal Information
Personal information means recorded information (by paper, film or electronic methods) about
an identifiable individual including:
• Information on race, national or ethnic origin, colour, religion, age, sex, sexual
orientation or marital or family status of the individual.
• Information on education, medical, psychiatric, psychological, criminal or
employment history of the individual or information relating to financial transactions
in which the individual has been involved.
• Any identifying number, symbol or other particular marker assigned to the individual
eg. Social Insurance Number.
• The address, telephone number, fingerprints or blood type of the individual.
• The personal opinions or views of the individual except if they relate to another
individual.
• Correspondence sent to TRCA or CFGT by the individual that is implicitly or
explicitly of a private or confidential nature, and replies to the correspondence that
would reveal the contents of the original correspondence.
• The views or opinions expressed by another individual about the subject individual.
• The individual's name if it appears with other personal information relating to the
individual or where the disclosure of the name would reveal other personal
information about the individual.
Record of Personal Information
A record of personal information that is capable of being retrieved using the employee's name,
identifiable symbol or number, can include:
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• Correspondence, a memorandum, a book, a plan, a map, a drawing, a diagram, a
pictorial or graphic work, a photograph, a film, a microfilm, a sound recording, a
videotape, a machine readable record, any other documentary material, regardless
of physical form or characteristics and any copy thereof.
• Subject to the regulations, any record that is capable of being produced from a
machine readable record under the control of an institution by means of computer
hardware and software or any other information storage equipment and technical
expertise normally used by the institution (document).
The following outlines what personal information, if released, would constitute an invasion of an
employee's privacy:
• Medical, psychiatric, psychological history, diagnosis, condition, treatment or
evaluation.
• Records that are identifiable as part of an investigation into a possible violation of
the law.
• Related to eligibility for social service or welfare benefits.
• Related to educational or employment history.
• Related to tax returns.
• Related to an employee's finances, income, assets, liabilities or other financial
transactions.
• Personal recommendations, evaluations, job references or performance
evaluations.
• Related to the employee's racial or ethnic origin, sexual orientation or religious or
political beliefs or associations.
Other considerations on whether employee personal information would be disclosed include
circumstances like:
• The information is highly sensitive.
• The information was given in confidence by the employee.
• The information may be inaccurate or misleading.
• The disclosure of the information could unfairly damage the employee's reputation.
• The information could unfairly expose the employee to harm.
• The information is relevant to determine an individual's rights.
• The information can be used for informed choices, eg. benefit packages, etc..
Limitations
The job classification, salary range and benefits, or employment responsibilities of an individual
who is or was an employee of TRCA or the CFGT and financial or other contractual details for
personal services between the employee and TRCA or the CFGT are not considered an
invasion of personal privacy.
There are a limited number of situations when TRCA staff would access and disclose employee
personal information without the consent of the employee. These situations include:
• The disclosure is made to an employee of TRCA or the CFGT who needs the record
to perform his or her duties eg Payroll Supervisor, HR Manager.
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• The disclosure is to a law enforcement agency to aid an investigation.
• For the health and safety of the individual.
• Compassionate circumstances to contact next of kin in an emergency.
• By order of the Minister or Privacy Commissioner.
The Handling of All Employee or Potential Employee Information Procedural Details.
1. Dental or Medical Claims, Request for OMERS Information
All forms must be submitted by the employee directly to the insurance or pension company.
All blank forms will be available through either the Payroll or Human Resources (HR) group but
all private medical, dental or financial information must be submitted directly by the employee.
If there is further correspondence or verbal communication about the file, the employee must
contact the insurance or financial institution directly. HR staff will be available to assist if, and
only if, the employee provides written consent to do so. Any information on claims should be
stored in a sealed envelope with the employee's name and the PRIVATE designation on the
front.
2. Doctor's Certificates
When an employee has been absent due to illness and a doctor's certificate is needed, the
employee should provide the certificate directly to the designated HR staff only. The certificate
should only include the expected return to work date and any functional limitations that the
individual has that would be directly related to a bonafide job requirement eg unable to lift 25
pounds. All doctor's certificates will be stored in the centralized Personnel Records file in a
sealed envelope with the employee's name, the PRIVATE designation and who has access to
the information (the employee, the HR staff, the Chief Administrative Officer (CAO)).
3. The Manager's Files on Employees
The manager will keep only personal information on their employees that relates to
performance on the job within a one year period and such information must be locked in a
secure file or only accessible through a password if stored electronically. Performance
evaluations, personal information such as complaints, etc. must be sent to the Centralized
Personnel Files in Head Office where storage or disposal will be carried out by the HR staff and
the employee.
4. Police Reference Checks and Highway Driver License Records Checks
The use of Police Reference Checks is limited only to those employees who work with children
under 16 years of age. Currently the access to the Police Reference Check information is
limited to the HR staff and the CAO as well as the employee. This policy will remain in place as '
this is considered a situation where the public good outweighs the individual's right to privacy.
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The Ministry of Transportation of Ontario (MTO) Driver License Records Checks will continue to
be performed where the employee is transporting members of the public or other employees
with the use of TRCA fleet or other rental vehicles and that this transportation function is a
bonafide job requirement and the Driver License Records Check is in the public interest. The
information will only be available to the HR staff, the CAO and the fleet supervisor, as well as
the employee.
All information is stored in the Central Personnel File in a sealed envelope with the employee's
name, the PRIVATE designation and the access identified by title (CAO, Employee and HR
manager).
5. Benefit Selection, Income Tax, Timesheets, Absentee monitoring, Record of Employment,
Severance Packages, WSIB Claims and other financial information.
All benefit information will be shared only with the Payroll staff and only for the purposes of
ensuring the proper deductions are in place. In addition, timesheet information will be used
only to determine the wage treatment, the absent days (and reason for absence) and to
determine the correct electronic transfer of information to the employee's financial institution.
The access to information is limited to the employee, the Payroll staff and the HR staff.
Managers /supervisors will have access to timesheets that they have signed. The Record of
Employment (ROE) and Severance information will only be available from Payroll or HR staff to
government agencies in compliance with regulations, eg. Employment Insurance Act and the
Workplace Safety and Insurance Act. All WSIB, ROE and Severance information will be stored
in a sealed envelope with access defined and with the PRIVATE designation.
6. Employee Personal Telephone Numbers, Addresses and Next of Kin
The employee personal telephone numbers, addresses and next of kin will be maintained in his
or her Personnel record for use in emergencies or for forwarding information or last pay
cheques. For use of the employee's home phone number, the employee will provide consent
either verbally or in written format to the Co- ordinator Event Planning for inclusion in the annual
TRCA Senior Staff Directory.
The next of kin information will be maintained in the employee's Personnel file and be
accessible only during an emergency that threatens the life, health or security of the individual
or for compassionate reasons. The information will be in a sealed envelope with the PRIVATE
designation and accessible only by the HR staff, the CAO and the employee.
7. Employee Centralized Personnel Records
All employee records will be stored in Head Office with a two key system only accessible by
the HR staff, the Payroll Staff and the CAO.
8. Employee or Potential Employee Resumes, Covering Letters, Statement of Employment
Interest or Personal Interviews.
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If an employee submits his or her resume for consideration of a job position, that resume can
only be used for the purposes of applying for that position and no others. The resume will be
shared only with the hiring manager, the HR staff and the interview panel members.
When the resumes have been reviewed by the hiring manager and a selection has been made
for personal interviews, the hiring manager must return all resumes to HR. The selected
possible candidates are called and interviews established. All interviewee names, interview
dates and resumes will remain confidential and only released to the hiring manager, HR staff
and the interview panel. References can only be checked with the signed or emailed
agreement of the potential candidate.
Upon completion of the interviewing, all copies of resumes, interview notes and other materials
must be returned to HR staff and no copies stored by the hiring manager. The hiring manager
cannot recommend an individual for another position that the individual has not applied for
unless the manager has the individual's consent to do.
All resumes will be stored in a locked cabinet, except for the successful candidates where the
resume will be stored in the Central Personnel File in a sealed envelope, accessible only by the
employee, the HR staff and the hiring manager.
All unsolicited resumes will not be read and destroyed.
9. All Electronic Personal Information
All electronic personal information stored by another employee must be with the consent of the
first employee. This includes personal phone numbers, addresses and other information
previously stated stored in personal computers (pc), on servers, in palm pilots or other
devices, in voice mails, emails, internet and other interconnecting devices. In response to an
employee request, all such information and information sources must be made available.
10. Other Employee Information
WSIB claims and other absenteeism data and insurance costs will be monitored by HR staff,
but reports will only be issued with non - identifiable performance information for use by the
management of TRCA and the CFGT for financial and other business planning purposes. For
information on complaints by an individual(s) against an employee or vice versa, the complaint,
the investigation and the outcome will remain confidential and only be released to the CAO, HR
Manager and the employee. The exception is if there is information that contains statements
by others who are identified. In that case the information is not released to the employee.
11. Release of Employee Information to a Law Enforcement Agency
All employee information will be released to an law enforcement agency to aid an investigation
or comply with a court order.
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Retention Schedule of Personal Information
Information
Purpose
Storage Date
Renewal
Date
Erase Date
Resumes,
applications,
covering letters
etc
Recruiting
Application date
Immediately for unsolicited
resumes, one year for
un- interviewed applications
and 10 years for
interviewed applicants.
Benefits, Tax
forms, financial
institutions or
credit forms
Deduction calculations,
transfer of funds and
credit compliance.
Application date
When change
in status
25 years
Doctor's
Certificate
Accommodation and
early return to work
programs.
Upon receipt
None
One year or until
accommodation period
ends.
Performance
Evaluations
Performance
management
Yearly upon
completion and sign
off
Yearly
One year or at the
discretion of the HR
Manager.
Next of kin
Emergencies
At the time of hire
Employee
discretion
During employment period
Police
Reference
Checks
Highway Traffic
Act Records
For use with
employees or
volunteers who work
with children
For use with
employees
transporting others
At the time of hire or
move to position
working with children
At the time of hire or
move to position
transporting others.
Every 3 years
Every 3 years.
When employee no longer
works with children
When the employee no
longer is transporting
others.
Dental, medical
or WSIB
For use by the
employee for employer
based benefits
At the discretion of the
employee
At the discretion of the
employee
Other
employee and
or identifiable
Electronic
Information
For day to day use by
internal TRCA and /or
Foundation Staff
Project management
dates
Duration of
project or
program
One year after program or
project end.
Manager's
Personnel Files
Performance
management
January
Yearly
December transfer to
Central Personnel file or
erase.
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The Employee Process to Request Access to Personal Information
An employee may request in writing, that he or she wants access to all his or her personal
information currently being stored by TRCA or the CFGT to the HR manager. The employee
request form (See Appendix One) will ask for detail and the HR Manager will provide the
information within 30 days of the request. The employee has the opportunity to challenge the
accuracy and completeness of the information and request that the information be amended.
If the employee wishes to issue a complaint about the process, the employee will submit the
complaint, in writing to the CAO of the CFGT or TRCA.
Employees will be trained on the Freedom of Information (FOI) and Privacy policy in their initial
orientation and at staff meetings.
2. Freedom of Information for All People Requesting Access to TRCA and /or CFGT
information.
The Right to Access Information
Every person has a right to access records or parts of general records in custody of TRCA or
CFGT unless the Chief Administrative Officer or head or FOI designate is of the opinion on
reasonable grounds that the request for access is "frivolous or vexatious ", or access to the
record falls under exemptions defined in the FOI and Privacy Act legislation and regulations,
such as records subject to rights of privacy.
The CAO is under an obligation to disclose any information to the public or a person affected
not withstanding the Act, if he or she has reasonable and probable grounds to believe that it is
in the public interest to do so and the record reveals a grave environmental, health or safety
hazard to the public.
Notice of Release
If a record is going to be released, the CAO is required to inform the individuals involved that
the record is to be released beforehand. The Notice of Release is required to include the
stated intention to release the record, the contents of the record and provide an opportunity for
the person related to the record, to discuss with the CAO why some or all parts of the record
should not be disclosed. (See Appendix Two).
Access to Information Examples:
• Factual material.
• Statistical surveys.
• Report by a valuator after the "deal" has closed.
• An environmental impact statement.
• Report on TRCA or CFGT performance.
• Feasibility studies for projects or programs of TRCA.
• The results of a field study before policy proposal.
• A final plan or proposal for a TRCA program.
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• Reports on particular TRCA issues either carried out internally or with external assistance.
• The reasons for a final decision.
• Reports from another organization where the organization has consented to disclosure.
• Compelling circumstances affecting the health and safety of an individual, and when
disclosed, the individual is advised in writing.
Exemptions
Exemptions are situations where the CAO is not obligated to provide access to information or
even confirm that a record exists. These exemptions include:
• Deliberations of an Authority, Executive Committee or advisory board meeting
where the statute authorizes that the meeting be held in the absence of the public or
"in camera ".
• Recommendations that reveal advice of an officer or employee of TRCA or CFGT or
a consultant retained by TRCA or CFGT.
• Records that disclosure of which would interfere with a law enforcement matter, an
investigation thereof, reveal investigative techniques or procedures, reveal a
confidential source of information or reveal law enforcement intelligence.
• Records that disclosure of which would endanger the life or physical safety of a
person, would deprive a person of a fair trial or reveal a confiscated record by a
peace officer.
• Records that disclosure of which would facilitate escape of a person under lawful
detention, jeopardize the security of a detention centre or facilitate the commission
of an unlawful act.
• Records that disclosure of which would endanger a security system or the security
of a building or vehicle.
• Records prepared by TRCA for the enforcement of regulations under our
jurisdiction, or if disclosed would be an offense under an Act of Parliament.
• Law enforcement records that would expose the author of the record who has been
quoted or paraphrased in a record to civil liability or contains information on an
individual under the supervision or control of a correctional authority.
• The record was provided to TRCA or CFGT in confidence by the Government of
Canada, the Government of Ontario, other provinces or territories, the government
of a foreign country or state, an agency of a government or an international
organization of states.
• Records that reveal a trade secret or scientific, technical, commercial, financial or
labour relations information supplied in confidence either internally or by a third
party that could:
1. Prejudice a competitive position /economic interest, interfere with a contract
or negotiations including plans, instructions, etc.
2. Result in similar information not being given to TRCA or CFGT that is in the
public interest to do so.
3. Result in undue loss or gain to a person.
4. Reveal information from a mediation, labour relations or other dispute report.
5. Deprive an employee of priority of publication.
6. Reveal plans to personnel or administration yet to be operationalised.
7. Reveal questions used in an educational examination.
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8. Reveal information covered by Solicitor - client privilege.
9. Reveal information that is already in, or will be in, the public domain in 90
days.
How to Request Information From TRCA or CFGT
The requester needs to send a letter to one of the CAO, FOI Co- ordinator, Privacy Officer or
Chair of the TRCA or CFGT outlining in detail what information he or she wants and stating that
this is an FOI request.
The CAO will have the request date stamped and determine if TRCA or CFGT has the
information. If another institution has the information or is of greater interest , the CAO has 15
days to forward the request to the other institution and advise the requester. (See Appendix
Three).
Once it is determined that TRCA or CFGT has the information, the CAO has 30 days to respond
either giving access or deny it with explanation. The CAO advises the requester before delivery
that a fee applies that reflects the cost of retrieval of the information and then sends the invoice
at the time of the information delivery. That time can be extended when there is a large or
complexirequest. The CAO must also advise other persons before the 30 days who may be
affected by the disclosure of information.
Any person who believes that the disclosure of the information should be denied in full or in
part has 20 days to make his or her case to the CAO.
Any Refusal of Access must be sent to the requester by the CAO with an explanation and with
reference to the related provisions of the Act.
TRCA or CFGT is required on an annual basis to report the number, nature and fees collected
from FOI requests to the appropriate Privacy Commissioner.
Penalties
Any person who contravenes this policy may be subject to a fine up to $10,000.
Role of the Privacy Officer
The Privacy Officer is the designate for the Chief Administration Officer in managing the
requests for information under the Municipal Freedom of Information Act and the Personal
Information Protection and Electronic Act. Compliance with the two acts requires that:
The Privacy Officer:
1. Review the Acts with staff and ensure that employees understand the requirements
under the Acts.
2. Manage the handling of all requests in a timely way and follow the Acts' guidelines and
regulations.
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3. Act as a single point of contact for the requester, to limit confusion and unnecessary
delay.
4. Ensure that TRCA and CFGT remain compliant in their policies and procedures with the
regulations in the Acts.
5. Review and report all requests under the Acts on an annual basis to the appropriate
Privacy Commissioner.
6. Act as a neutral party in the collection and reporting of information in compliance with
the Acts.
7. Identify the appropriate exemptions of disclosure of information and the rationale to all
parties.
8. Act as a mediator in any situation where there has been a request to not disclose by
another party.
9. Assist the requester in better defining his or her request for information.
3. The Collection, Recording and Storage of Individual Customer Personal Information
Consent by an individual is required for the collection of personal information about that
individual and the subsequent use or disclosure of that information. The purpose of the
collection of data must be well articulated. For example, the personal information may be used
to send information to the customer on new products or events. Consent cannot be obtained
through deception. For example, the collection of personal information in a survey or for a
contest cannot be used for other activities. The customer or client does not have to give
consent if the information is collected for purpose of determining suitability for an honour or
has made other arrangements to give consent, eg. via an agent, or the information is being
collected for law enforcement purposes.
For example a person may consent to be a club member to receive a product, such as a
Conservation Journeys pass. That consent does not allow TRCA to use that information in a
CFGT fundraising program unless that use has been agreed to by the individual.
TRCA cannot obtain consent to the collection of personal information to receive one product
and subsequently permit it to be used for the promotion of another.
TRCA or CFGT is not in the business of selling client lists or personal information to others. In
providing our services and products, we may need to disclose the personal information we
collect to affiliates, partners, successors or other service providers or agents who perform
various functions for us (such as auditors, advertising agencies, etc.).
If TRCA purchases a customer list from another source, it is expected that the source
organization has obtained consent before disclosing personal information.
Obtaining Consent
There are 4 ways to obtain consent from an individual:
1. A signature on an application form may be used. The signature is either of the customer
or someone acting as his or her agent.
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2. A "checkoff" box may be used to allow individuals to request that their names and
addresses not be given to other organizations. Consent is assumed if the box is not
checked.
3. Consent may be given orally when information is collected over the telephone.
4. Consent may be given at the time that the person purchases the product or service with
input into a database, eg. Vision.
An individual may withdraw consent at any time, subject to any legal or contractual restrictions.
Limiting Use
Personal information can only be retained for the time needed to fulfill the purposes. For
example, if a customer has not purchased a membership from TRCA for 5 years or more, the
information will be destroyed, erased or made anonymous.
The Website
The following information will be placed on the TRCA and CFGT web site:
"Conservation Foundation Donors and Toronto and Region Conservation Customers
Within our website, you may be asked to provide personal information about yourself.
We will collect this information only when you voluntarily provide it and this information
will be strictly confidential.
We may collect personal information like email addresses for registration on our mailing
lists or for eligibility on a contest, survey, promotion, advice on future events or special
offers. Personal information may be requested for purposes of donations to either
TRCA or to The Conservation Foundation of Greater Toronto in our secure website
location that uses industry standard encryption technology. The personal information
will be used only for the purposes identified. We discourage you from sending any
sensitive or personal financial information like credit card information, via a regular
email.
Site Traffic Monitoring
During every visit to our website, we will collect non - identifiable information by tracking
Internet Protocol (IP) addresses on an aggregate basis. IP addresses do not track
personal information about you but do allow us to monitor how our website is being
used. This information is shared with our website providers to assist in improving our
website.
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"Cookies"
When a user interacts with our website, "session cookies" are used to collect
information anonymously and to track user patterns. They do not collect personal
information, only a numeric identifier and the data collected is only available during the
active session. We use this anonymous information to improve our website and provide
seamless navigation.
Customer Complaints or Concerns
We have developed policies and procedures to respond to individual complaints and
questions relating to privacy and the collection of personal customer information. If you
have questions or concerns about your personal information, please contact us at:
Toronto and Region Conservation Authority or Conservation Foundation of Greater
Toronto
Attn: HR Manager
5 Shoreham Drive
Downsview, Ontario
M3N 1S4
416- 661 -6600
416- 661 -6898 fax
privacy(trca.on.ca
We will investigate and attempt to resolve all complaints. We will respond to your
inquiry within 30 days of the request. Please be advised that there will be a reasonable
cost associated with your request."
Retention Schedule of Donor, Client, Partner(s) or Customer Information
Information
Purpose
Storage
Renewal
Erase
Donor Name and
Addresses
Solicitation
Raisers Edge
Database
Annual
(See Appendix
Four)
No activity in 3 years or
request to delete by
donor
Contact manager
Facilitate
communications with
key TRCA and
Foundation
Stakeholders
Lotus Notes
Annual
(See appendix
Four)
Business contact
information indefinite,
personal information
every 3 years with no
activity
Customer information
in Booking System eg.
Vision
Booking products,
promotional
information and
campaigns
Various
Annual (See
Appendix
Four)
No activity in 3 years.
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Development Services
Regulatory processes
and permits,
evaluations and
hearings and other
environmental
processes
Central file
25 years
Member lists for
Watershed Councils
and other volunteer
organizations
Consent must be
acquired by the
Volunteer group.
Web site
Aggregate tracking
and collection only
Statement will be on
Web site on use of
cookies
Ad hoc customer lists
Promotional and
educational literature
and maps etc
Within individual
Business unit
databases
Annually
Consent to be part of
all promotional
literature (See
Appendix Four)
Email Newsletters
Promotional and
educational
information
Communications
prime
Monthly
Consent to be part of
all email messages
(See Appendix Four)
Donor or volunteer
Celebration
Awards and
recognition
Consent not needed
-
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Appendix 1
Employee Request for Access to all Personal Information - Request Form
The Employee Name
Title
Request Details
1. Description of the request.
2. The duration of time (eg. All information from 2000 to 2003).
3. Sources of the Request. Please note that for information held by a third party, eg. OMERS,
the information must be requested by the employee directly to the third party organization.
4. The Consent of the Employee to Collect the Information:
I, (name of employee) consent to allow the TRCA HR
Manager to collect my personal information on my behalf.
5. Date of the request.
Please submit to the HR Manager for further action. Upon receiving the request, the receipt
date will be written on the request.
Toronto and Region Conservation or Conservation Foundation
Attn: HR Manager
5 Shoreham Drive
Downsview, Ontario
M3N 1S4
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Appendix 2
Notice of Release
Chief Administrative Officer, FOI Co- ordinator or Privacy Officer Letterhead
Date
Name and Address(s) of Interested Parties
Re: Release of Information Under the Municipal Freedom of Information and Privacy
Act or the Personal Information Protection and Electronic Documents Act.
Dear
The CFGT or TRCA is in receipt of a request for information from . In complying
with this request, the following information is planned for release on (date of
release).
Detail listing of all information including dates, times, participants etc.
If you are aware of any reason why any of this information should not be released at the
planned release date, please submit in writing, by (20 days from request
receipt date) what your concerns are and if possible the appropriate exemption from disclosure
under the two Acts. If we have not heard from you by (20 days date) we
will assume that the information will be disclosed to (the requester)
without further delay.
Mr. Brian Denney
Chief Administrative Officer
Toronto and Region Conservation or Conservation Foundation
5 Shoreham Drive
Downsview, Ontario
M3N 1S4
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Appendix 3
Name
Dear
Re: Request for Information from The Toronto and Region Conservation Authority or
The Conservation Foundation of Greater Toronto
We are in receipt of your request for information under the Municipal Freedom of Information
and Protection of Privacy Act and the Personal Information Protection and Electronic
Documents Act.
The date the request was received at our offices
Based on the nature of your request, we are processing it in the following manner.
• We are collecting the information requested and will forward to you in the next 30 days.
• We have transferred your request to another organization of greater interest that is in a
better position to answer fully your request or is the originator of the information.
• We require further information to process your request. We cannot proceed unless you
provide the following clarifications:
• There will be a fee of $ based on collection, photocopying and delivery costs to
our organization. If your choice is to come to our offices to receive the information, the
delivery charge will be waived.
• We deny access and /or deny the existence of such records based on the following:
Exemptions in the Municipal Freedom of Information and Protection
of Privacy Act (Part 1 Exceptions 6, 7, 8. 8.1,9, 10, 11, 12, 13, 14)
The request is frivolous or vexatious.
If we require additional time to meet your request, we will advise you in writing before the
expiry of the 30 day period.
If you have any questions or concerns, please contact me at 416- 661 -6600 ext or at my email
address of privacyofficer@trca.on.ca.
Toronto and Region Conservation or Conservation Foundation
Attn: Privacy Officer
5 Shoreham Drive
Downsview, Ontario
M3N 1S4
cc. The Privacy Commissioner
Brian Denney, CAO, Toronto and Region Conservation Authority and The Conservation
Foundation of Greater Toronto
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Appendix 4
Statement of Customer Consent
1. For all customer promotional materials, this statement must appear:
"I do not wish to remain on a mailing list for any future promotional or product
information by either paper or electronic means and I do not wish to have my name and
address shared with other organizations. (Please "r the box at the left of this
statement)."
2. For all customer personal email Information from TRCA or CFGT including all
e- newsletters, promotional messages and voicemails, this message must appear:
"If you do not wish to receive further electronic messages of a promotional or
informational nature, please send an email message identifying the email address you
wish to delete and the purpose of the email message, eg. newsletters, and we will
discontinue sending that material to you."
3. For all customers calling into the Customer Service telephone system, this message
must be played to callers:
"If you do not want to receive future information on new products, changes in pricing
and special promotions please advise and your name, address and telephone number
will be deleted from any future mailing lists (both paper, film and electronic versions).
4. For Contact Manager
All inactive information will be deleted immediately.
All new personal accounts will be asked:
"You will be on our Contact Manager database as an important individual for the
success of TRCA and /or CFGT. If you wish that your personal information be removed,
please contact the TRCA and CFGT Privacy Officer at 416 - 661 -6600 ext or at email
privacyofficerPtrca.on.ca.
The following information is not personal in nature and can remain on the database: the
name, title and business contact information of an employee of an organization."
33
5. For CFGT Statements on Literature
"The Conservation Foundation of Greater Toronto respects your privacy. We protect
your personal information and adhere to all legislative requirements with respect to
protecting privacy. We do not rent, sell or trade our mailing lists. The information you
provide will be used to deliver services and to keep you informed and up to date on the
activities of the foundation, including programs, services, special events, funding needs,
opportunities to volunteer or to donate, open houses and more through periodic
contacts. If at any time you wish to be removed from any of these contacts simply
contact us by phone at 416- 661 -6600 ext or via email at privacyofficerOtrca.on.ca and
we will gladly accommodate your request."
34
SECTION IV - ITEMS FOR THE INFORMATION OF ANOTHER BOARD
RES. #C9/04 -
Moved by:
Seconded by:
ACCOUNTS RECEIVABLE STATUS REPORT
February 17, 2004. Staff report on Accounts Receivables
February 17, 2004
Bill O'Donnell
Frank Di Giorgio
IT IS RECOMMENDED THAT the report on accounts receivable of the Toronto and Region
Conservation Authority (TRCA), as of February 17, 2003, be received.
CARRIED
BACKGROUND
At Meeting #3/91, the members requested that for each of its meetings staff report on the
status of the TRCA's receivables.
RATIONALE
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $7,942 in accumulated interest arrears on invoices outstanding for
more than 30 days.
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
(Excluding Municipal Levy and MNR Grant - As at February 17, 2004)
35
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS AND
SCHOOL BOARDS
188,108
7,620
4,809
1,162
201,699
14.5%
GOVERNMENT
211,596
110,200
9,926
125,751
457,473
33.0%
CORPORATE,
INDIVIDUAL AND
COMMUNITY
GROUPS
226,128
89,575
360,477
51,457
727,637
52.5%
TOTAL
625,832
207,395
375,212
178,370
1,386,809
100.0%
% OF TOTAL
45.1%
15.0%
27.1%
12.8%
100.0%
35
Items in excess of $1,000.00 included in the 90- plus -days column, are listed in the following
chart:
CLIENT
NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
Choirs Ontario
19,534.00
7,078.10
2,184.17
547.02
235
172
Amounts owed re: summer music
camps at Albion Hills and Lake St.
George Field Centres. Group is
waiting for provincial funding before
they can pay TRCA. There is a
great deal of uncertainty as to the
amount that may eventually be
recovered due to the company's
recent financial difficulties.
Ministry of the
Environment
(MOE)
125,000.00
n \a
151
Quarterly installment due under
Remedial Action Plan (RAP)
Memorandum of Understanding
(MOU)
Metrus
(1473092
Ontario Ltd.)
4,000.00
182.71
95
Outstanding planning fees.
-
Sherman
Brown Dryer
Karol
1,650.00
75.37
119
Outstanding planning fees.
Weston
Consulting
3,700.00
169.02
107
Outstanding planning fees.
First Pro
Shopping
Centres Ltd.
1,650.00
101.25
137
Outstanding planning fees.
Robertson
Gaze
Associates
Inc.
4,621.56
584.59
249
For planting materials. Company
has advised that it is insolvent and
cannot make payment. Staff will
refer this item for collection.
TOTALS
167,233.66
3,844.13
The amount due from Robertson Gaze Associates Inc. of $4,621.56 is doubtful and may be
referred for collection. The company has indicated in writing that it is insolvent and has
discontinued operations. Recently, staff have not been able to contact the principals. A search
of the public record by Gardiner Roberts LLP indicates the company is not formally in
bankruptcy. Because of this, TRCA cannot be placed on a "creditor's list" as was requested by
the board at the last meeting. With the last report, staff recommended this item be written off.
However, the board resolved that before completely giving up on this account, the use of a
collection agency is to be considered. Staff will consult a collection agency.
36
With respect to the amount due from Choirs Ontario (a non -share Ontario corporation),
$26,612.10, there is concern that this receivable may also be uncollectible. Staff have had a
number of discussions with this group and although it is expecting funding from the Ontario
Ministry of Culture, there may not be enough funds to satisfy all of the creditors. Further,
discussions with ministry officials now lead staff to doubt whether the grant will, in fact, be paid.
A decision on funding is expected by mid March. If the ministry grant is not paid, the file will be
placed with a collection agency. By way of background, the TRCA Education Section has had
a 10 -year history with this company. There has never been a problem with collection until this
year, although each year TRCA has had to wait for the company to receive its Culture grant
before receiving payment in full.
It is difficult to assess at this time whether the amounts due from developers or their agents for
planning services are collectible. The amount due from MOE under the RAP MOU is certainly
collectible.
At the last meeting of the board, staff were asked to look into the possibility of hiring a
collection agency to help with the more difficult items. TRCA has not used a collection agency
for many years, primarily because the need has not been great and also because the agencies
that have been used have not proven to be very effective. Staff have now contacted the
Canadian National Exhibition (CNE), who are recommending the firm it has engaged for this
purpose. Given the higher volumes associated with our new billing procedures for planning
and permitting fees to developers, it may be appropriate to revisit the decision to hire a
collection agency. Staff will contact the firm hired by the CNE.
At the last board meeting, staff were also asked to report back on amounts written off in prior
years. In 2003, 5 items were written off for a total of $961.00; in 2002, 5 items for a total of
$2,048.49; in 2002, 3 items for a total of $1,830.99. The last major item written off occurred in
1997, in the amount of $5,891.00 which was due from the Ontario Native Alliance. The Director,
Finance and Business Development is authorized to approve write offs for individual amounts
less than $2,500. Amounts over this threshold must be referred to the Executive Committee.
At the last meeting, the Board also asked for a report on TRCA's billing practices. This report
will be provided at a future meeting.
Receivable balances, as reported on each of the previous reports to the advisory board, after
1999, are presented on the following page:
37
DATE
Total $
90 -Plus $
February 17, 2004
1,386,809
178,370
January 7, 2004
1,064,464
45,382
November 2, 2003
951,999
101,194
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27, 2001
371,985
17,153
May 25, 2001
1,132,443
44,810
March 26, 2001
621,560
167,094
December 30, 2000
1,014,021
67,981
September 06, 2000
596,536
47,728
March 19, 2000
869,266
100,758
February 15, 2000
1,007,850
42,952
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: February 20, 2004
TERMINATION
ON MOTION, the meeting terminated at 9:15 a.m., on March 5, 2004.
David Barrow
Chair
/ks
Brian Denney
Secretary- Treasurer
c.
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #2/04
April 16, 2004
The Business Excellence Advisory Board Meeting #2/04, was held in the South Theatre,
on Friday, April 16, 2004. The Chair David Barrow, called the meeting to order at 9:05
a.m.
PRESENT
David Barrow
Dick O'Brien
Bill O'Donnell
Maja Prentice
REGRETS
Bas Balkissoon
Frank Di Giorgio
Bill Fisch
Rob Ford
Peter Milczyn
RES. #C10/04 -
Moved by:
Seconded by:
THAT the Minutes
MINUTES
Bill O'Donnell
Dick O'Brien
of Meeting #1/04, held on March 5, 2004, be approved.
PRESENTATIONS
Chair
Chair, Authority
Member
Member
Member
Member
Member
Member
Member
CARRIED
(a) A presentation by Jim Dillane, Director, Finance and Business Development in regards
to item 7.2 - 2004 Budget - Operating and Capital.
(b) A presentation by Kevin Travers, Senior Manager, KPMG, speaking in regards to item
7.1 - Audited Financial Statements - 2003.
39
RES. #C11 /04 - PRESENTATIONS
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THAT above -noted presentations (a) and (b) be heard and received.
CARRIED
CORRESPONDENCE
(a) An email dated April 13, 2004 from Robert Appelbe, in regards to "After the Hurricane ".
RES. #C12 /04 - CORRESPONDENCE
Moved by:
Seconded by:
Bill O'Donnell
Maja Prentice
THAT above -noted correspondence (a) be received.
CARRIED
40
CORRESPONDENCE (A)
Robert Appelbe <rapinc @sympatico.ca> on 04/13/2004 07:43:42 AM
To:
Deanne Rodrigue /MTRCA @MTRCA, Catherine MacEwen /MTRCA @MTRCA, Kathy
Stranks /MTRCA @MTRCA
cc: Ron Haney <rhaney @dgcodc.ca >, Marian Hebb <mhebb @sympatico.ca>
Subject: "After The Hurricane"
Without Prejudice
Dear Deanne,
I am writing to you to express my shock and disbelief to your phone call late on Thursday April 8th, 2004.
I did submit to the Toronto & Region Conservation Authority (TRCA) in good faith and in confidence my
script treatment, overview and preliminary budget for a half -hour documentary on Hurricane Hazel. I also
included my resume. This submission was not based on any original script idea from the TRCA, nor
were any protocols given me to prepare this submission. The script treatment, overview and budget were
wholly'my original idea and in no way was controlled by TRCA.
I further agreed to supply you with "letters of reference" from Steve Simons, Peter Henton and Andre van
Heerden, and I believe they have all e- mailed these to you. At your request, I also supplied you with copies
of some Canadian films I have worked on.
My submission, including the budget of $125,000, was approved by your Executive Board and since this
project had been brought to you and you had not originated this project, there was no necessity to put this
project out for tender. My clear understanding from both you and Kathy Stranks was that your Executive
Board had approved this as my project and mine alone, and you were instructed to facilitate just that. You
had even asked me to prepare an agreement between my company and TRCA as you had no experience
with such agreements. I did so with the expectation that you would negotiate this agreement swiftly and in
good faith.
In spite of your growing negative attitude towards me, I continued to work in good faith and added a
wonderful director, Alan Erlich, to the project (I attach his resume for your information). The addition of
Alan would have certainly helped in securing a television network sale. I re- worked the budget flatting out
my own fees regardless of how long this project would take and loosing the budget item "corporate
overhead ", to still bring the project in for the same budget of $125,000. I also forwarded this revised
budget (now in Excel format) to you. I also made calls to a cameraman, Branimir Ruzic and to an editor,
Michael Doherty, both of whom expressed a strong interest for my project.
41
You kept ignoring my requests to negotiate the agreement with me, and worse, you have deliberately
made no attempt to negotiate with me. I have now discovered why, as you took my concept and
proceeded to go elsewhere to obtain other quotes, contrary to the direction given you by your Executive
Board. I might also add using my submission approved by your Executive Board to inspire you to obtain
other quotes is tantamount to plagiarism and is totally unacceptable and possibly illegal.
You also expressed rudely to me that your lawyers thought that some budget items were too high, namely
my producer's fees during the research and scripting phase. I am curious with regard to their qualifications
to make such a judgement. Two thousand dollars per week for a producer is hardly an exorbitant fee
considering I am also the production manager, assistant director and production accountant, and
considering six weeks is probably the minimum the research and scripting will take, I can only say my fees
are well well below industry standards.
You then telephoned me, as previously mentioned, to inform me that, according to you, I was no longer
awarded this film, and when I asked you for an explanation you told me in a dismissive manner you were
about to go into a meeting and did not have time to discuss this any further. I am wondering what sole
authority you have to over -ride an Executive Board directive.
I then telephoned Kathy Stranks who in turn referred this matter to Catherine MacEwen, your immediate
supervisor. Catherine called me late Thursday afternoon, and she has promised to look further into this
matter, and especially into the wording from the Executive Board minutes indicating my project had their
full approval. If this is fact, and I have been led to believe so, then we have a major problem that I am
hopeful Catherine and I will work out, as your decision has obviously caused me great embarrassment
and harm.
I also request that the entire Executive Board be sent a copy of this e-mail.
I will look forward to hearing from Catherine as soon as possible.
Yours Sincerely,
Robert Appelbe
1
- attl.htmI La - Alan Erlich -new res. 2 pager
42
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C13/04 - AUDITED FINANCIAL STATEMENTS - 2003
The 2003 audited financial statements are presented for the Board's
approval and recommendation to the Authority.
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the transfer of funds into and
from reserves during 2003, as outlined in Schedule 8, Continuity of Reserves, of the
financial statements, be approved;
AND FURTHER THAT the 2003 audited financial statements, as presented, be approved,
signed by the Chair and Secretary- Treasurer of the Authority, and distributed to each
member municipality and the Minister of Natural Resources, in accordance with
subsection 38 (3) of the Conservation Authorities Act.
CARRIED
BACKGROUND
The financial statements of the Toronto and Region Conservation Authority (TRCA) for 2003 are
presented for approval. The accounting firm of KPMG LLP, has completed its audit and has
included with the financial statements an unqualified auditor's report, dated March 5, 2004.
This year, for the first time, the auditors have also prepared an "Audit Findings Report",
presented as Attachment #2. This report has evolved out of new auditing standards dealing
with auditor communication with those having oversight responsibility for financial statements.
A representative from KPMG LLP will be in attendance to present the audit findings report as
well as the auditor's report on the 2003 financial statements.
Also on the agenda is staffs 2003 Year -End Financial Progress Report, wherein some of the
more significant variances from budget are discussed.
RATIONALE
Deficit position:
The TRCA achieved a surplus of $275,066 for the year, reducing the deficit as of December 31,
2003 to $475,395. (At the end of 2000, the deficit stood at $1,299,380, exceeding the current
balance by approximately $824,000.)
The deficit position in recent years occurred, for the most part, as a result of unfunded
expenditures on the Living Machine project at Kortright and land purchases. Staff can now
report that the expenditures associated with the Living Machine building have been totally
funded and that the remaining deficit of $475,395 is attributable solely to unfunded land
acquisition costs over the last several years, including $85,237 from 2003. The 2004 budget
identifies a capital surplus of $100,000, which together with anticipated land sales, will continue
the trend of deficit reduction.
43
As noted on the statement of financial position (the balance sheet), the TRCA has enjoyed
sufficient cash flow and has not had to borrow funds to finance the deficit.
Reserves:
At Authority Meeting #9/03, held on November 28, 2003, Resolution #A254/03 in regards to
Future Reserves Policy approved the establishment of a new operational reserve. One of the
key features of the new reserves policy is the latitude provided to individual business units in
terms of moving funds to and from reserves. In 2003, the operating contingency reserve
balance grew from $871,667 to $962,927, an improvement of $91,260. As noted in the report,
staff have set a target of $2.5 million for operating reserves. This target was deemed sufficient
to protect the TRCA from severe, prolonged impairment of revenue sources. During the 2004
final budget compilation process, staff had given consideration for the allocation of interest to
reserve balances. In the end, this strategy did not prove feasible given all of the other
pressures that had to be accommodated. Staff will continue to pursue other opportunities to
build up reserves.
Schedule 8, "Continuity of Reserves ", provides a summary of the status of reserves as of
December 31, 2003. As indicated in the report, balances from a number of reserves totaling
$871,667 were transferred to the newly established operating reserves. On schedule 8, this
amount is included under the column labeled, "Appropriations (to) from" together with the
other transfers into and from reserves during the year. The balance of the revenue sharing
policy reserve was used for the retrofit of the Kortright visitors centre, as required under the
Minister's approval.
Summary:
Given the circumstances surrounding SARS and the drop in tourism related business which
adversely affected campgrounds and Black Creek Pioneer Village, the members were advised
that TRCA might incur losses approaching $500,000 in 2003. However, mitigating actions
including position gapping and other expenditure curtailment, cost recoveries from Toronto
Waterfront Revitalization Corporation, unanticipated revenues from top soil relocation projects,
and the introduction of a new fee structure in Development Services section made it possible to
achieve a significant reduction in the accumulated deficit, as well as a modest improvement in
reserve balances.
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232; Jim Dlllane, extension 6292
Date: April 05, 2004
Attachments: 2
44
Attachment 1
Financial Statements of
TORONTO AND REGION
CONSERVATION AUTHORITY
Year ended December 31, 2003
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Financial Statements
Year ended December 31 2003
Auditors' Report
Statement of Financial Position ...... ......... ...... . ......... ....... .......... ............ ............. ........ ..... ............ ..... .. ..... 1
Statement of Financial Activities and Deficit 2
Statement of Changes in Financial Position ...... ..... ...... ........... ................. ............3
Notes to Financial Statements ........ ............ ............ ........ ..... ............ ..... ................ ......... ................ ....... .4
Schedule 1 - Expenditures and Revenue -
Watershed Management and Health Monitoring 10
Schedule 2 - Expenditures and Revenue -
Environmental Advisory Services ........ .... ... ......, . ... . 11
Schedule 3 - Expenditures and Revenue -
Watershed Stewardship 12
Schedule 4 - Expenditures and Revenue-
Conservation Land Management, Development and Acquisition.... ..... . 13
Schedule 5- Expenditures and Revenue -
Conservation and Education Programming ....... ...... . 14
Schedule 6- Expenditures and Revenue -
Corporate Services .. .... ....
Schedule 7 - Expenditures -
Vehicle and Equipment 16
Schedule 8 - Conlmity of ReselYes .... _ .. _ 17
46
AUDITORS' REPORT
To the Members of the Toronto and Region
Conservation Authority
We have audited the statement of financial position of the Toronto and Region Conservation Authority
as at December 31. 2003 and the statements of financial activities and deficit and changes in
financial position for the year then ended These financial statements are -the responsibility of the
Authority's management. Our responsibility is to express an opinion on these financial statements
based on our audit
We conducted our audit in accordance with Canadian generally accepted auditing standards. Those
standards require that we plan and perform an audit to obtain reasonable assurance whether the
financial statements are free of material misstatement An audit includes examining, on a test basis,
evidence supporting the amounts and disclosures in the financial statements An audit also includes
assessing the accounting principles used and significant estimates made by management, as well as
evaluating the overall financial statement presentation
In our opinion, these financial statements present fairly, in all material respects the financial position
of the Authority as at December 31, 2003 and the results of its operations and the changes in its
financial position for the year then ended in accordance with Canadian generally accepted
accounting principles.
DRAFT
Chartered Accountants
Toronto Canada
March 5, 2004
47
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Statement of Financial Position
December 31, 2003, with comparative figures for 2002
2003
2002
Assets
Financial assets:
Cash and cash equivalents
Marketable securities
Accounts receivable
Resale inventory
Other assets:
Prepaid expenses
$ 4,630,510
5,972,541
4,854,192
595,897
16.053,140
277,802
$ 7,170,177
3,946,392
2,297,135
569 236
13,982,940
222,304
$ 16,330,942
$ 14,205,244
Liabilities
Accounts payable and accrued liabilities
Deferred revenue:
Municipal levies
Capital and special projects
Vacation +a and sick leave entitlements note 1
$ 4,478,847 $ 2,797,796
Fund Balances
Reserves (Schedule 8)
Deficit
5,441,231 6,035,708
4,659,567 3,824,119
1,215,911 1.090,452
15, 795,556 13,748,075
Amounts to be funded in future years
Contingent liabilities and commitments (note 6)
2,226,692
(475,395)
1,751 ,297
1.215,911)
535,386
2,210,949
(750,461)
1,460,488
1,003,319
457,169
$ 16,330,942
$ 14,205,244
See accompanying notes to financial statements_
On behalf of the Authority:
Chair
Secretary - Treasurer
48
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Statement of Financial Activities and Deficit
Year ended December 31, 2003, with comparative figures for 2002
2003
Bud. et
2003
Actual
Expenditures (Schedules 1 to 7):
Watershed management and
health monitoring
Environmental advisory services
Watershed stewardship
Conservation land management,
development and acquisition
Conservation and education
programming
Corporate services
Vehicle and equipment, net of
usage charged
Increase in vacation pay and
sick leave entitlements
Increase in non - financial assets
$ 6,770,400
1,918,200
7,140,200
16,994, 800
11,890,700
4,101,900
100,000
$ 5,585,189
2,142,279
5,448,776
9.414,330
Revenue:
Municipal.
Levies
Other
Government grants:
MNR transfer payments
Provincial - other
Federal
Authority-generated:
User fees, sales and admissions
Contract services
Interest income
Proceeds from sale of properties
The Conservation Foundation 01
Greater Toronto
Donations and fundraising
Facility and property rentals
Canada Post Corporation agreement
Toronto Waterfront Revitalization Corporation
Sales and property tax refunds
Sundry
48,916,200
23,079.40O
1,646,900
845,800
1,996,900
510,000
9,044,400
791,800
300.000
650,000
1,274,000
2,103,000
1,974,4.00
80,000
3,300,000
55,000
553,200
48,204,800
Increase (decrease) in net financial assets
Increase in non - financial assets
Increase in amounts to be funded in future ears
Increase in fund balance
Appropriations from (to) reserves
(711.400)
11,314,155
4,073,014
33,328
212.592
55.498
38,279.161
17.938,773
881,313
845,753
1,484, 291
788,874
8,701,344
1,048,646
364,839
12,675
1,3713,319
454,192
1,478,331
7883
2,286,1 63
123,167
507,317
38,301,880
Deficit, beginning of year
49
22,719
55,498
212.592
290,609
2002
Actual
$ 5,347,803
1.678,053
4,658,695
12,032,995
9,760,898
3,757,400
38.139
192,612
77,312
37,543,907
15,597, 599
3,152,998
845,753
2,331,100
495,698
8.346,873
977,639
303,447
140,486
1,754,324
1,203,543
1,469,796
10,194
366,116
806,295
37,801,861
811,400 (15,743)
100,000 275,066
(750,461)
(750,461)
257,954
77,312
192,612
527,878
(197,831)
330,047
(1,080,508)
Deficit, end or veer $ (650.4611
5 !475.3951
s r7'n dR11
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Statement of Changes in Financial Position
Year ended December 31, 2003, with comparative figures for 2002
2003 200:
Cash and cash equivalents provided by (used in).
Operating activities.
Excess of revenue over expenditures
Change in non -cash working capital
Increase in non - financial assets
Investing activities:
Proceeds on maturities of marketable securities
Purchase of marketable securities
S 22,719
(591,735)
55,498
(513,518)
1,496,394
(3,522,543)
$ 257,95.
1,753,52'
77,31:
2,088,78;
Increase (decrease) in cash and cash equivalents
Cash and cash equivalents, beginning of year
2,159,41t
(3,496,39:
__2,43,1.1.9J__(1:
Cash and cash equivalents, end of year
See accompanying notes to financial statements.
50
(2,539,667) 751,81;
7,170,177 6,415,361
$ 4,630,510 $ 7,170,17i
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFTNotes to Financial Statements
Year ended December 31, 2003
The Toronto and Region Conservation Authority (the Authority) is established under the
Conservation Authorities Act of Ontario to further the conservation, restoration, development and
management of natural resources other than gas ail, coal and minerals far the nine watersheds
Mthin its area of jurisdiction. The watersheds include areas in the City of Toronto the Regions of
Durham, Peel and York, and the Tovdnship of Adjala- Tosorontio and Town of Mono.
1. Significant accounting policies:
The financial statements of the Authority are prepared by management in accordance with
generally accepted accounting principles for organizations operating in the local govemment
sector as-recommended by the Public Sector Accounting Board of The Canadian Institute of
Chartered Accountants. Significant aspects of the accounting policies adapted by the Authority
are aSfallows.
(a) Basis of accounting'
Revenue and expenditures are recorded on the accrual basis. whereby'they are reflected
in the accounts in the year in *filch they have been earned and incurred, respechvety,
v nether or not such transactions have been settled by the receipt or payment of money
(b) Cash and cash equivalents.
The Authority considers deposits in banks certificates of deposit and short-term
investments with original maturities of 90 days or less as cash and cash equivalents.
(c) Capital assets
Capital expenditures are reported on the statement of financial activities in the year
incurred.
(d) Reserves:
Reserves for future expenditures and contingencies are established as required at the
discretion of the members of the Authority. Increases or decreases in these reserves are
made by appropriations to arfrom operations
51
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFTNotes to Financial Statements (continued)
Year ended December3l, 2003
1. Significant accounting policies (continued):
(e) Govemment transfers.
Government transfers are recognized in the financial statements as revenue in the period
in which events giving rise to the transfer occur, providing the transfers are authorized, any
eligibility criteria have been met and reasonable estimates of the amounts can be made
(f) Deferred revenue:
The Authority receives certain amounts•prihcipally from other public sector bodies. the
proceeds of which may only be -used in the conduct' of certain prograrrms or completion of
specific work. Further, certain user charges and fees are collected but for which the
related services have'yet to be performed. These amounts are recognized as revenue in
the fiscal year the related expenditures are incurred or services performed.
(g), Trust funds:
Trust funds administered by the Toronto and Reg_ ion Conservation Authonty are not
included in these financial statements
(h). Use of estimates.
The preparation of financial statements in conformity with Canadian generally accepted
accounting principles requires management make estimates and assumptions that affect
the - reported arriounts of assets and liabilities• and disclosure of contingent assets and
liabilities at the date,of the financial statements and the reported amounts of revenue and
expenditures during the year. Actual results Could differ from those estimates.
(i) Vacation pay and sick leave entitlements:
Vacation credits gamed_ but not taken .and sick leave benefit entitlements are accrued as
earned.
52
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFTNotes to Financial Statements (continued)
Year ended December 31 :2003
2. Trust Funds:
The Authority administers funds on behalf of the Rouge.Park Alliance amounting to $577 348
(2002 - $376,528). As such balances are held in trust by the Authority.for- -the benefit of others.
they are not presented as part of the Authority's financial position or 'financial activities
. Reserve for funds held under provincial revenues haring policy:
Revenue generated from the sale of properties -may be held in a reserve created under the
Ministry of Natural Resources' policy for the disposition of Authority -owned properties. The
Ministry reserves the right to, direct the purpose to which the provincial share of funds may be
applied onto request a refund., The proceeds on the sale of properties are attributed to the
province and the member municipalities on the basis of their original contribution when the
properties-were acquired. The - reserve balance must always be maintained in proportion to the
original contribution by the province and the Authority represented by the member
municipalities. The Authority iscpetmitted to withdraw the municipal share of the reserve
provided that the corresponding provincial share, is either matched by other sources of funding
or returned to the province.. lnterest.at prevailing market rates must beimputed on the unspent
balance if any) of the reserve.
The changes of the reserve in 2003 and 2002 are based upon the following transactions
recorded in-operations:
2003• 2002
Reserve balance, beginning of year $' 50;000" $ 50.000
Net proceeds from sale of properties 12,675 140 486
62,6 75 190 ;486
Applications.
Living-City Centre at Kortright 50,000 -
Greenspace acquisition 12,675 120 246
Etobicoke Motel Strip waterfront roject - '20 240
62;675 140466
Reserve balance end of year $ - $ 50 000
53
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFTNotes to Financial Statements (continued)
Year ended December 31. 2003
4. Financial instruments:
The Authority's financial instruments include cash, marketable securities, accounts receivable,
accounts payable and accrued liabilities, the sick leave benefit plan accrual, deferred revenue,
security deposits and vacation pay.
The fair values of cash, accounts receivable, accounts payable and accrued liabilities, deferred
revenue and vacation pay approximate their carrying values because of their expected
short-term maturity and treatment on normal trade terms.
The Authority's short-term deposits as at December 31 2003 consisted primarily of money
market products. Further information on .these investments is as serout below.
Weighted average
Term to maturity, Market value Face value rate of interest
Less than one year
Less than seven years
3,382:236 3 :274,166
3,000 095', 2,698375
3 66%
4 32%
$ 8,382 331 $ 5,972 :541
The sick leave entitlements liability is recorded at the amount required to settle this liability and
is fully funded at the financial statement date The ultimate date of settlement is not
determined. No further benefits can be earned under this program as it was discontinued at
December 31, 1980.
5. Pension agreements:
The Authority makes contributions to the Ontario Municipal Employees Retirement .System
COMER'S"), which is a multi - employer plan: on behalf of full -time members of staff and eligible
part:time staff. The plan is a defined benefit pension plan, which specifies the amount of the
retirement benefit to be received by the employees based-on the length of service and rates of
pay.
The temporary contribution holiday which existed for alt active employees and participating
employers ended in 2003. This contribution holiday has - caused the.Ievel of contributions for
2002 and 2003 to be Tess than normally required Contributions made by the Authority to
OMERS for 2003 were S292.766 (2002 - nil).
54
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFTNotes -to Financial Statements (continued)
Year ended December 31, 2003
B. Contingent liabilities and commitments:
(a) Legal actions and claims:
The Authority has received statements of claim as defendant under various legal actions
resulting from its involvement in Iand,purchases_ fatalities, personal injuries and flooding an
or adjacent to its properties. The Authority maintains insurance coverage against such
risks and has notified its insurers of the legal actions and claims It is not possible at this
time to determine the outcome of these claims and, therefore. no provision has been made
in these financial statements.
(b) As part of same agreements entered inta by the Authority, sites purchased are required to
be remediated. Any unpaid costs associated with these activities have not been reflected
in these financial statements as any costs would be reimbursed through contributions'as
required underthe agreements
(c) The Authority has completed transactions in order to acquire lands, the most significant of
Mich is the Etobicoke Motel Strip Waterfront Park Project, title to which has been obtained
through expropriations_ Funding for the Etobicoke Motel Strip Waterfront Park Project is
committed by the City of Toronto and the Province of Ontario. No amount has been
recorded in the financial statements for the outstanding commitments, pending the result of
the compensation process
7. Budget figures - 2003:
The 2003 budget figures included in these financial statements are those adopted by the
Authority on,April 25,.2003. The budget figures are unaudited.
55
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Notes to Financial Statements (continued)
Year ended December 31. 2003
8. Public Sector Salary Disclosure Act:
In accordance with the Public Sector Salary Disclosure Act, the following is a disclosure of
employees who have been paid an annual salary of $100,000 or more for the 2003 calendar
year
Brian Denney, Chief Administrative Officer and Secretary- Treasurer of the Authority, eamed a
salary of $117,738, including taxable benefits of $596.
James Dillane, Director, Finance and Business Development, earned a salary of S102,964,
including taxable benefits of $519
Theodore Fauteux, Executive Director, The Conservation Foundation of Greater Toronto,
earned a salary of $103,083, including taxable benefits of 9589.
9. Comparative figures:
Certain comparative figures have been reclassified to conform with the financial statement
presentation adopted in the year.
56
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT schedule 1 - Expenditures and Revenue - Watershed Management and Health Monitoring
Year ended December 31, 2003, tiwith.comparative figures for 2002
2003
Budget
2003
Actual
2002
Actual
Expenditures.
Watershed strategies S 1.435 900
Resource inventory and environmental
monitoring 671 800
Flood forecasting and warning 206.300
Flood control structures, operations
and maintenance 109 400
2,423.400
Capital and other projects and studies:
Regional monitoring study 857.800
Other monitoring projects —
Water management projects 1,316 400
Lower Pan flood control 800 000
Terrestrial Natural Heritage.study 400 :000
Floodplain mapping 407.200
Groundwater strategies 565 6D0
6.770 400
Revenue.
Municipal.
Levies
Other
Government grants.
MNR transfer payments
Provincial - other
Federal
Authority - generated:
Resource monitoring fees
Contract services
The Conservation Foundation of
Greater Toronto
Taronta.Waterfront Revitaliza_tian
Donations and fundraising
Sundry
4,205 893
25`.000
549 907
77.500
67,500
1,500
586,000
Corporation 800.000
390.000
67 100
6,770.400
$ 1.532 293
959.170
182.602
118 784
2,792 829
617.949
117,171
754.853
246 323
515,361
201 985
338 718
5585,189,
2,944 590
87.938
549 907
166,223
334.167
33
221 815
586'909
285 036
432.346
166.068
5,755.032
$ 1,318,704
1 154,194
169,433
97,406
2,739,737
460,852
38,513
811,829
69,197
390,277
272,770
764,628
5,347,803
2 298;245
67,526
482,453
689,743
112,789
2,291
178,763
721,830
350,939
196,295
5.096,864
Deficit priorto reserve allocations S — $ 169 843 $ 2250,939)
57
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Schedule 2 - Expenditures and Revenue - Environmental Advisory Services
Year ended December 31, 2003, with comparative figures for 2002
2003 2003 2002
Budget Actual Actual
Expenditures;
Municipal/public plan input and review S 867,800 $ 914,051 $ 716,000
Development plan input and review 1,050,400 1,228,228 962,053
1,918,200 2,142,279 1,678,053
Revenue:
Municipal:
Levies 947,807 947,807 802,719
Other - 2,538 40,000
Government grants:
MNR transfer payments 178,893 178,893 245,680
Provincial - other 15,000 20,020 42,057
Federal 15,000 12,587 2,846
Authority - generated
Regulation administration fees 696,500 794,159 561,523
The Conservation Foundation
of Greater Toronto 65,000 15.000 -
1,918,200 1,971,004 1,694,825
Surplus (deficithprior to reserve allocations $ - $ (171,275) $ 16,772
58
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Schedule 3 - Expenditures and Revenue - Watershed Stewardship
Year ended December 31, 2003. with comparative figures for 2002
2003 2003 2002
Budget Actual Actual
Expenditures:
Watershed stewardship $ 1,646,100 $ 1,586,138 S 1,331,209
Capital and other projects and studies:
Erosion control and slope
stabilization project 1,865,400 1,278,345 1,204,587
Brickworks regeneration project - 27,297 20.508
Toronto Remedial Action Plan 2,025.800 1,720,721 1,275,279
Peel Natural Heritage project 616,600 337,058 336.342
York Natural Heritage project 486,300 440,589 478.688
Nursery relocation 500,000 58,628 12,082
7.140.200 5,448,776 4,658,695
Revenue:
Municipal:
Levies 4,305.800 3,164,161 2,860,359
Othor 388,900 576,145 290,554
Government grants:
Provincial - other 257,850 295,$40 182,164
Federal 310,850 240,371 257,534
Authority - generated:
Contract services 791,800 826,831 800,875
Tipping fees 172,834 12,082
Interest 1,330 1.091
The Conservation Foundation of
Greater Toronto 332,700 269,557 133,170
Donations and fundraising .- 147 284
Sundry 252,300 118.685 397,150
6,640,200 5,665,681 4,935,264
SurplusLdeficit }prior to reserve allocations $ (500,000 $ 216,905 $ 276,569
59
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFTScheduie 4 - Expenditures and Revenue - Conservation Land Management,
Development and Acquisition
Year ended December 31, 2003, with comparative figures for 2002
2003
Budget
2003
Actual
2002
Actual
Expenditures:
Conservation lend management:
Property services
CA land management
Black Creek Pioneer Village
infrastructure
Rental properties
$ 1,389,100
535,900
Capital and other projects and studies:
Greenspace acquisition
Rouge River Natural Areas Acquisition
Project
waterfront development
Port Union development
Mimico Linear Park
Etobicake Motel Strip waterfront project
Conservation area development
Conservation education development
Living City Centre at Kortright -
infrastructure
Peel Campground Improvements
Peel Washroom Upgrades!
Planning
Drinking Water System Upgrades
slack Creek Pioneer Village
RetrofitlAttractions Project
Arsenal Lands project
Centre for sustainabilit
Revenue:
Municipal:
Levies
Other
Government grants.
MNR transfer payments
Provincial - other
Federal
Authority- generated:
Rental properties
Tipping fees
Interest
Proceeds from sale of properties
The Conservation Foundation of
Greater Toronto
Toronto Waterfront Revitalization
Corporation
Donations and fundraising
Canada Post Corporation agreement
Sales and property tax refunds
Sundry
60
1,344,200
3,269.200
2.500.000
1,000,000
2,826,300
3,026,000
550,000
1,630,200
233,700
125,000
100,000
503,600
146,000
114,800
750,000
220,000
16.994,800
$ 1,199,669
481,245
7,243,300
1,233,000
117,000
1,325,100
10,000
1,974,400
100,000
550,000
100,000
2.500, 000
1,605,000
80,000
55,000
102,000
17,094,800
991.887
2,672,701
370.020
321,956
2,406,098
1,009,954
170,236
626,843
176,842
133,898
62,697
291.884
144,252
165,985
662,318
3,228
195,418
9,414,330
4,441,850
190,952
116,953
700,970
46,100
1,478,331
339,484
17,152
12,675
113.525
2,021,127
4,000 825,000
7.883 10,194
62,317 366.116
155,816 149 958
9,709,135 12,476,705
$ 1,072,105
534,480
868,000
853,550
3.328,135
1,510,197
3,352,304
2,228,027
304,364
137,787
276,603
41,665
46,377
622,435
10,446
174,655
12,032,995
4,810,193
2,745,513
1,208,987
94,198
1469,796
275.200
17,359
140,486
363,705
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Schedule 5 - Expenditures and Revenue - Conservation and Education Programming
Year ended December 31, 2003, with comparative figures for2002
2003
Budget
2003
Actual
2002
Actual
Expenditures:
Conservation land programming:
Conservation areas
Conservation /Heritage education
programming:
Black Greek Pioneer Village
Kortright Centre for Conservation
Conservation Field Centres
Education Outreach
Conservation Education Management
Marketrn•
S 2,723,100 $ 2,627,776 $ 2.663,871
Revenue:
Municipal:
Levies
Other
Government grants:
Provincial - other
Federal
Authority - generated:
Conservation areas
Black Creek Pioneer Village
Kortright Centre
Conservation Field Centres
The Conservation Foundation of
Greater Toronto
Donations and fundraising
Sundry
fi, inrlrL,
5,060,600 4,643,103 3,677,541
1,478, 000 1569,338 1,557,354
1,707, 300 1,613,161 1,589,102
378,000 353,991 111,171
207,600 164,370 161,859
336,100 _ 342.416 —
11,890,700 11,314,155 9,760,898
2,784,100
321,450
106,650
2,783,400
3,001,500
1,063,700
1,397,800
190,300
108,000
121,800
11,878,700
I'14 DAn
2,748,385
21,000
251,438
129,189
2,654,291
2,386,312
997,336
1,356,895
393,328
17,699
49,328
11,005,201
Art ')^167
1,824,630
9,405
208,149
27,309
2,649,466
2,577,545
983,924
1,284,852
120,574
27,320
45,137
9,758,311
Ar A'1`7
Surplus (deficit) prior to reserve allocations
61
$ (12,000 $
(308,954) $ (2,587)
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT Schedule 6 - Expenditures and Revenue - Corporate Services
Year ended December 31, 2003, with comparative figures for 2002
2003 2003 2002
Budget Actual Actual
Expenditures:
Corporate management $ 874,300 $ 795,249 $ 887,265
Office services 697,400 669,972 695,998
Financial services 637,700 629,904 564,408
Human resources 357,400 337,421 285,889
Information technology 341,400 422,015 200,902
Corporate communications 513,700 456,484 450,627
Fundraising - - 415,045
Recoveries from Programs (350,000) (398,970) (299,107)
3,071,900 2,912,075 3,201,027
Capital and other projects and studies:
Administrative office 640,000
Information Technology Acq Project 390,000
4,101,900
781,525 396,194
379,414 160,179
4,073,014 3,757,400
Revenue:
Municipal:
Lewes 3,592,500 3,691,980 3,003,453
Other 2,740
Government grants:
MNR transfer payments - - 1 17,620
Provincial - other - 50,000 -
Federal - 26,460 1,022
Authority-generated:
Interest 300,000 346,357 284,997
The Conservation Foundation of
Greater Toronto - - 415,045
Sundry 10,000 17,440 17,755
Sales and property tax rebate - 60,850 -
3,902,500 4,195,827 3,839,692
Surplus (deficit)prior to reserve allocations $ (199,400) $ 122,813 $ 82,492
T. 1J4.1.1t1 J.VJJ.UOL
62
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFTSchedule 7 - Expenditures - Vehicle and Equipment
Year ended December 31, 2003, with comparative figures for 2002
2003
Budget
2003
Actual
2002
Actual
Expenditures.
Operations:
Fuel, maintenance and repairs
Other overhead
Capital:
Purchase of equipmentand machinery
Purchase of vehicles
Proceeds on disposals or trade -in
$ 320,600
43,500
364,100
140,000
289,000
(52,500)
376,500
$ 363,447
41,081
404,528
Net expenditures
Recovery of expenditures by charges
based on usage
740,600
(640,600)
$ 296,149
37,945
334,094
126,893 154,277
216,858 257,201
(22,378) (60,771)
321,373 350,707
725,901 684,801
(692,573) (646,662)
$ 38,139
Surplus deficit
$ 100,000 $ 33,328
63
TORONTO AND REGION CONSERVATION AUTHORITY
DRAFT schedule 8 - Continuity of Reserves
Year ended December 31. 2003 with comparative figures for 2002
2003 Reserves
Balance,
December 31,
2002
Appropriations
from (to)
deficit
Balance,
December 31,
2003
Vehicle and equipment
Food service equipment
Major office equipment
Recreation development and restoration
Major maintenance
Lakefill quality control
Tree donation program
Special projects
Funds held under provincial revenue -
sharing policy
Operating Contingency
$ 446,792
23,784
31,061
306,075
225,910
284,837
38;146
804,342
50,000
$ (33 328)
(23,784)
(31 061)
(306 075)
(225.910)
(284 937)
(3,514)
11 325
(50,000)
962 927
$ 2,210;949
$ 15,743
S 413464
34,634
815 667
962 927
5 2,26.692
2002 Reserves,
Balance_,
December 31,
-2001
Appropriations
from «o)
deficit
Balance,
December 31,
2002
Vehicle and equipment
Food service equipment
Major office equipment
Recreation development and restoration
Major maintenance
Lakefill quality control
Tree. donation program
Special projects
Funds held under provincial revenue -
sharing policy
$ 484,931
19,966
31,061
306,0 75
225;910
X375,242
31 ;5,68
488,363
50,000
$ (38,139)
3.818
(90 405)
8,580
315 979
S 446.792
23.784
31 061
306,075
225 910
294 837
38.148
804 342
50.000
$ 2,013,118
$ 197.931
S 2,210.949
64
Attachment 2
nservation Authority
Toronto and Region
t
0
CC
N
VI
C
Ti
Z
gt
Year ended December 31,.
65
( Contents
- Responsibility of esternef avditors, management, and the Board of Directors
- Audit scope and audit ppinian
tmdependence
Summaryofout audit
it Audit higfilights and findings
Appentitces
The matters raised in this and of er reports are by-products of the financial statement audit ate are
only those matters that have comet* out' attention arising from our audit, and that we believe need
to be brought favour attentiOn. They are net comprehensive tenor) *f all the matters arising, and
in particuiaf, we cannot be herd responsible for reporting alt risks in your business or all internal
conttot weaknesses.
This report is confidential and in en rdote1y for the use of the ward of Directors, Management and
others within1orvnto and Region Conservation Authority (the 'Authority') with respect to carrying
out and discbarging their responsibilities to review and recommend to the Board of Directors
whether The financial statements of the Authority for December 31, 2003 be approved and should not
be used for any other purposes. No responsibility, for toss or damages teeny), to any third party is
accepted as this roport has not been prepared for, and is not intended for, any other purpose.
F Key Responsibilities regarding Financial Statement Reporting
a •
• •
a a
a a
a
Management
Prepare financial its. and notes, in
ac crd r t with Cared= GAAP
DC [gu4 implement and maul= Il effective inn anal
control over financial Ong prod
Adopt and apply sound accounting principles and
apply sound judgment in preparing arcauntinc
estrmstes and &gamines. catdait e d m the financial
statements
Mackie ie to external auditors any fraud or
suspected fraud and arty illegal acts or possibly
illegal acts
Assess impact of misstatements disemcnad dining
the audit on fair presentation ofthefinancial
staternents and mew all traterial adjustments
Business Excell me Advisory Comm filed Board
External Auditors
■ $e codependent and communicate independence
in accordance with Cana dual professional
rcquirenrnts
• C4ndurt $n audit in accordance with Canada
GAAS
• Express an opinion an the financial statetncits
bawd an the audit
• Communicate wady with the Bid
and M = n@
• Pruritic oversight challenge and intimate = roan at the Top"
• atace tie control environment and reporting, process and etl,CCILT ale can mail
improvement
▪ Review annual financial atatcnnnta
Meet with management. and external auditors to discuss financial s ements and
ettractivestess of internal controls
I Audit Scope and Auk Opinion
w We have completed cur audit ttffie Author is December 31, 2003 r'mancial statements, and this reran
n
sett; Ott. int the haftSi haft for albetnKrOn at the X1 4 renetink, our $igttificant fmc atigsand ether matrtrs
wheat we bakers" should be br usht to your attention,
▪ Qw aide MOO Will be ittued WitriC tr. to ta"ti4t1, tilted Nte;+utt 5, 2)941, deed will it gate that the
frnmunelstatements present fairly, in all rnateriarespects, the financial position, results of motions and
cash flows oldie Authority in accordance with C;anad'ian generally accepted accounting principles
(Canadian GAAF ,
2 Our audit of the ftnancials% was perfcctued, in accordance rdat ce with Canadian generally accepted
andithigstandardi Podia& GAS), to obtain reasonable, rather than at solute, assurance whether the
Atimeitit et Ilea of .it tariaimisstatimi wbeth t tanked by fratrdor error,
w The Board should be aware that there is a. risk that troatri 1 errors, fraud, and othr ilkpl acts may exist
M4)11011 not be delectedbYfet eter■tpetiOtTbed its €iodated *it') Canadian OMS us Amok of Wit
factors es: the erstt:res of anted, evidence. much ° wb'relt es persuasir , rather [hen =elusive, and is based
ca ttlevse of t tittx, the inherent lixnitaticns of internal centtel; and the characteristics cif fraud.
Audit Scope and Audit Opinion =minim'
■
An audit mdudes examining Ott a test basis, evidence supporting the amounts and disclosures in the
financial statements, assassing the accounting principles used and theft applicatic nand si niffcant
estimates made by management, evaluating the overall financial statement prcntation,, making specific
enquiries ofmanagement, and obtaining a supporting representation letter from management concerning
the effectiveness of internal control and the representations embodied in the ftnrftuiat statements, including
tLatiote therel 0.
▪ fa planning an audit; we consider internal controls to determine the nature, extent and timing of our audit
j ' ?dures; Bowe no. Audit does not include_ examining Cate cffeilive.gtess t►f utt rcu'tl cvsttxul atul tiQes
not provide assurance on the Authority's internal controls
1 Ind ape edance
We Mir =Qtat weitta objective within thr tn+ mittR of the Ru* of PtofecFionnt Conduct 1 Cede of ethic-5
of the Incubate (t,atteced itrocuntants of Ontario,
■ Tirx¢arcnarelt+tionshiPsthat.ln rxtr profyszionn (jntrneasr, rnati reAsixtably he thno&htrn he. -t on raw
indei eo Bence its your suitors.
ae Chtr nu3era dtauae fetter provideri in the ,Ajj' nut( erkiwce$ all of these atxnre Pews. We itornfinn thy-,
since the date of this testa that, we reumiu objective, the has been no;tante in the ttehati hips ekscribe4
tbottforomenticnod latee and we At* act pre -sally aurarc. of fey relationship car non -nudst services that
would Asir cur inci rend tce kr purposes of trFurasing as ci°y°n co the financial state n.mts.
• Seeportls row cur omtinued indopon,dcnac
— Wer ccunitunicade with the Board, at lent annually, w tthrF relating to our u.ullrr i kn .
V Annual. independence drelaratrcxt p1Otetz tCe11 Farmers, manager& and aa:1 Cnnatla.
O — Pi e -a •rnvsclItytdirx+nlr tent+ yee. nrtdlimne =r=urniInE>tt- reri9itsrzvu:rt,
■
Summary of our Audit
I Audit Foam
• Rtaetaee —Ameming cir plereties. , es:if:twos, mid
2ccur t soflt'fimic:pattesi and(th7revenuethresug
rev Or c;uixtslxxedeu4aawl i jicmicuts, Liu it
1ta�K.
•
J,...".1 01(lrOVet1)0 60§,briltt 40140.1 a& Ieddefart d
tormo teOtglated to externally unposed rc atinas‘
end that tie itniroMO. ere recosnize Kbs the
,,Anaspmd`cn ; expendinees tut incurred.
«
Expenses — Allt:cat maim,/ r?f expetcr to insure
prisiiar» Prrf'i ttril H a +rt31'11= tuuea:rx,?erl is+triliti -hc
I
Stakut of Au
• Churl etrxl ail f teen crack
• tad crecds i records aced inlisrenuftbarccuircd
• 1111 ce'topicatitlt Pon trinigtratern awl toff
▪ Rer+eivad apprtptitie mattagemeai ttitetwritations
▪ No r!i �arreetttenrf, "Orb- marq+gement . ten tint raved
dffcce'nces of ova]
Deliverables
• Audit olnun cm muncittl stet vats
• ilituinuncicAttturts ac hrtzinciat fdlttrauuat nttc rand
di�clra •re
• Report 1130111 RNA in4lkidiogltviipoltdowle titre
Performance improtremmnt Observations
•No r+. ttficard internal rcatttm]lyrasluncsscs wear idea—flied
Pont the a relit
'Management represented no internal word deficiencies
Summary of Audit Approach
t,
General approach
— KPMtperrotmedaBtrsitiessMeasurerneutProcessauditF withnmadified 'substiantiveapprotaach.
Materiality and audit risk
— Materiality is typically assessed 10,,5% of total expestcfitures.This threshold ptovides a basis for the
evaluation of missia(eme s and their effect on the financial atatenterns,. lu evaluating all potential
discrepancies, assessed both the quantitative and qualitative aapc is of each entry to assess their
potential impact on the financial statements,
▪ Relioni m oft itttrrual coutroI
— Monovalent has aclatowledged that it is resp i siib1, for the implementation and opcmalwtt of
accounting and internal control &y totals. KAMQ is performed control testing to obtain assurance over
the operation of the inumal controls.
Significant Audit Findings
i Dtfrrrtd Rbv&Thte
The reported amount of deferred roue (including both deferred revenue arising from crntfributions from
Municipal Levies midi/left arising fruit funds held 5pecafitxnlly fix ztpitat and special projects.) bas
incre cs eti wltett compared to the prior year q10,100.796 VS. 39.859.5271 This change is. largely a result
of the timing of th; unit-flying projects. For example, if a prof; t is delayed as a result of togtstrrs fa say,
gs+fftng in ono period, defrredrevertue would rdzely rice in that period F►S restricted c nteihutiont are
reported as deferred revenue until tlrc related expenditures arc inclined, Conversely, in periods when the
level of poled activity is increased, cleared revaruc would be expected to decrease.
The arrange ale the expenditures related to projects manifests itself within the financial statements by
leading to increased cask tns€ eased deferred raerttie and expenditures which are less than the budgeted
amount.
1 Qualitative Aspects of Financial Statement Reporting -
Significant Accountkig Policies
A c c o u n t i n g po1des a n d their method oft p iratioo a r e disclosed in note 1 ' the financial statements and we
saumcuiersl as fallow.:
• Asa public sector dr aliion, the Authority's financial statements me prepared by management in xcardancz with
fienettlly accepted woo mint principles tot orltanit s4ons rperstizta in the local gavvthllient sector as ttacumended
by the Public Sector AeeouutinS Baud of The Canadian institute of M attetea Accountants.
• Capital expenditures ate reported on. the statement of financial activities in the period incurred.
a Reserves for tenure expenefitures and cantirtyendts tie estr+b!iihed as required at the diaaettan of the Board of
Directors. 1At re weS tM' Charts io dIM rtiCtvec Hie triode by trpproPitaunm ton hem ape ons-
• Goverment tranitets are tecoattized in the financial staements as revenue in the period in w'hitb events itiitatrifs
to the trattges'eatit.previdint die imagist at authorized. any eli tbtiity criteria have beet tnet. and reasonable
estimates of ffientrtounts can be mace.
or no Authority receives ;night =cents frernpublie secrer bodies and other organizations, the proceeds of afti:h
may only 4+e welts tl4eccnd let of certain programs a completion of swift:: work. untried,, certain uses din t:_rs
led tors tree collected buy for wok the rile secstres have yet to be pedcrmecl. Tend amounts n retatognized as
revenge in the &eat_, year the related expenditures are inrerred et cervices performed.
• The ton of tin octal its In Oil tor ty with Canndlert CAMP roc_ni'res rsmrr g mentto evoke estirnmt
and mambas thatattert the *vetted .moues of assets ec4liabilities and disclosure of contin gat mete rand
hnhtiitiaa at the dated the financial statements, and the reparhxt amounts-of rtvenuec and expenses adding tha year.
Actual remits could tx$'er front these estimates.
• Ito changes inselectionccrppticetiot tofsignificantpolir during the yew_
Qualitative Aspects of Financial Statement Reporting
Management Judgments and Accounting Estimates
n y_ ideo's °
and
fps tweed
43n't's beat
These
re
inherantty subjective
red ate subject to
regular review by
management.
Quality of accounting estimates - discussion
Qua II+ Asper of Financial Statement Repartin
Misst ments and Audit Adjustments
nogernew And reed in the tinanolat tements. There ara no
Other Matters Arising from the Audit
• F1AKIttleltt acts
— Uuting the muse of ow auda, w detesto'd no fraudulent acts Ct suspected fralt&1eiu acts.
— Management has also ptovidc4 us with a written representation as to their undctstandiug of any
fraudulent rids.
it Illegal pets
— During the oourse,of our audit, we detected no illegal ads orpossibly inept acts,
Martamtettt has also provided us with a written representation as to their understanding of any
illegal or possibly illegal acts.
a Significant infernal control wealmesses
— Wo did not identify any signifie mL waitress is the internal control s■steaus that need to be !Nought
to war attention. and therefore it<rvc not issued a natnagemeau letter.
Other Matters Arising from the Audit continued
■
Related party framer—ions
— Management has also provided us with written representation that there were no significant related
party transactions Melt were not in the normal course of operations .
u No difficulties encountered in performing the audit..
w Na disagreements. with Managettrent, ttifiether or not r esolred.
tt No consuhationa by Management with rather accountants.
■ No major issues & mussed that influence audit appointment.
Impact of New Professional Standards — Public Sector (Local Government)
Developments in Canadian public sector professional standards affecting future year's financial statements.
New standard or project
Key aspects
impact
Crovetmnent reporting model
(Local G o v e r n m e n t s )
the purpcse dr tt iS Mira S tn. revie7r and update the local
govemmentrepoetirtg model w t h Olt aim of re8u in r dm dirlrrestZl•a
beta= senior and local g wn:nod report)*
The 3rstmeeting of this task force was March : ?+i4. It will likely take
tome Om for Uret* t Tors to complete to w a& stn exposure dean i3
ffralk i aemegitnn ina0
T 13prejecusa *aeatinteresttotocalgcvenments
surd i6 e x p c d r A t o address L o r a a: aaroundng f r
[sdiruAroc urn and attar tazgjbre ca 1b xnek.
}1nttnctal Summit
D1Sttr9sltln Mid MAIMS
To provide. /pad' for theprep raG4n aut presentation afnrivtdil
gateman dfscttsdon and analysis in an snug repent
Stsurnerse erltecon neteled Praaicair5 vide,
moral psliana to encairace and asle7.public
sti`dor pi61, [t�errcaivrl t noteLug ra'.ry.
etf`0[lfYatidti ife'40e1[r EfOttlL'ridBLM'j'.
Tile atitu art salt erSAB'a firraStatattrnt of Itertonnided Pratare
and was *proved at the Much 21e34 meeting,
Llabf utleg, Cbntiitgettief *lid
Commitments
To delioft tiobIHV mitiii ' 1latOtirs. arut -44 trt+rAlsd ttiptic+rla
and provide. rtx+ogniutta, neattremr11 and disclosure voidance vheee
appropriate:,.
An exPosneedrants-excected In Cite summer or 2004.
R l r*pectcd Outdate pcp 4 wfti drAnn
camps liabilltiesin a sinew =otter to the
existing definition In CICA3_90. Upon adoption
1301 goYfrotiultlywill peed 13 'Ilk W emit
accounting for 4mwYlgertrles and accrue
cotwngencies Rfirrelikelyani deterreinable,
Government Transfers
To witdc resoamn dationsaithtt:cpectta the accooneng ffr the,
nee nlitioo or pryema tut trellasrecesar tw4is Lewin thing gas'enetariitil
and martins /even:men .
An wsaoeistes dra was Alprtird s li►e march 2314 mein?, An
expecure draft Is expe cted rnlate2 ')04.
Thlz prcjeaaeose petnOpally as a remit dirws In
the atz94nti g t* >rdrtetdns gown:lima artd .t
such der Impact Is exgecwd for senior
go Vital grdato !stewed. loc
governments wilt need to estvate their =rent
(t[iie3 against the rcomrnstdaticetk
It fmpact of New Professional Standards — Public Sector (Local Government)
4
Developments in Canadian public sector professional standards affecting future year's financial statements,.
'-'•> ,,' +44' .4
' '-11., I- ' `4" i-...4;-'7--„.0„, „
GAAP Merlin:by
Y dettne OenerallyticcepreiticcoislibsPrindpkg Riaittl for the
publietersoe srat a dopt semi* * o& appNisch to that et the
Aotoontin g Standards Board C3ertion 110 — CICala Handbook))
Moine* draft apptated at Muth 23C4 meth*
Lecit severnmem is- Mied so review and
evahniewbethet thearamariting policies bang
appitedbor been derived frac' generally
accepted or/mailing principle-' (PdA Kw***
being Ole Fumy source). Wintry make
-would-no longer pawl* *Itsett trirstwe to
Oil rend,
Retilhet$ Projtct
Ihs objeetrren to &id to the. eenceptraal humph& and compleseress or
d* PM Sandbank by molding additional guidance on the nthirea ct
nap whew revenuet. Lk expected to be completed In oaniunctI On
With aa Intenudiottal Feder:dim of AeCoUlatanis Public Seen( Committee
project menus similar naked matter:
The-project hasbeen approved and It expected to commence sheer
PdAn's Assolateshavebeen asked to review and respand to the MAC-
PgC manta%
VI; prof= La at a pre-It:tasty nage and as sada
InFiteetvstiOna would he %wall! AM
Segment Steitortlug Prhject
To establith nhainCe roti?covutsistitftlazetka lbw t the rePtatibte
*arum eta pablio meter entity.; act-1111e%.
The project pcOposial hat beenaptroved and tbe hitt4414 ... mratitt;
fa sehned Mt AF112034,
.
Ilia (waled Et at a ptehnary start and at Aida
any ohsesvationa woulA be ceeulative.
PittratIninCe It eportihr
?TWO
-To estatibiaheatc pattietples and choractertstles of peril:mance
nougat;
The pr*popont has beenappoired and the initial tr...k fbrce meeting
ts. Ishodnle4 for Arta 204,
)
The guidance that voill emerge treat INS project
sbo old he ',scald to Wad govenauents Illat Via
US iltligelltellt Of expand a pedoemante eeporeig
kiAppendlx - Independence letter
KPMG trip
Cttetebred Aceattntents
°nu is Carporato C Orl P
41ri0YArlge- 3000:. Si tr32r
Notch Itark, ON M:4 243
TaIcpion (4101228 ,71);,'0
Tdtotax 410 [228 7123
WI" Yrxll y Oa
April 1 ft, 2tt(14
Toronto and legion Caatsetva loo Authority
Dear Autiority Members:
We have been engaged tomtit Mt con undated fitmwiai ctatetnetttt of the Toronto and Region Comenriaion
At only, Cthe Authority") far rite year ending De cetnNt31,2003.
Canadian genenilty accepted auditing standards (CICA Haulbook Section 5751, Communications mil:, Those
Having Oversight Responsibility for the Financial Reporr1n Process (HI3 5751)), require that we communicate at
least annually with you regarding all rel;ttian4iips between the Authority and us that, in our pmfeststotil judgment,
may reiscnabty be ttutu8bt to bear on our indepen(lAttee. In detenninin8 which relationships to report, there
standards requites us to consider relevant Lutes and related interpretations prescribed by the appropriate provincial
institntWordre acid applicable legislation, covering suit matters as:
Appendix -Independence letter (continued)
a) belling a financial interest, dater directly orindirectiy, in a client;
b� hctding a position, either ditect1y ar iudireedy, that gives the right or responaibility to exert significant influence
over the ficmna4or accounting pttficie4 of acJient;
c) personal or business relationships of immediate family, close relatives, partners or retied partners, either directly
or indirectly, with a client;
d} economic dependence on a client; and
e) provision of services in additionto the audit engagement.
We are act awaze of any relationships between_ the Authority oral us that. in atir gbfessinnal judgment, may reasonably be
thought to bear on our independence which have occurred from March 1, 2003 to April IC 2004.
GAAS rewires that we coati= oar independence to the Audit Committee. However, since the Rules of Professional Conduct
of the Institute of Chartered Accountants of Ontario deal with the concept of independence in terms of objectivity, our
confttrttat%o r is tO be and in (hat context, Accordingly, we hereby confirm that we are objective with respect to the Authority
within the meaning of the Rules of Professional Conduct of the Institute of Chartered Accountants of Ontario as of
April 16, 2Q04.
This report is intended solely for the use of the members of the Authority, and management, and should not be used
for any other purposes.
We look forward to discussing with you the matters addressed in this letter as well as other matters that may be of interest to
your at our upcoming mtaee ing. We will beer red to answer any questions you may have regarding our independence al welt
as other matters.
Yours truly,
ielehtlf,6 14,
Charts Accountants
RES. #C14/04 - 2004 BUDGET - OPERATING AND CAPITAL
2004 Budget, Operating and Capital recommended for approval.
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT WHEREAS the Conservation
Authorities Act (CA Act) provides that a conservation authority, in establishing its annual
levy, shall have the power to determine the proportion of total benefit of any project
afforded to all participating municipalities that is afforded to each of them,
THEREFORE LET IT BE RESOLVED THAT, subject to such regulations under the CA Act
as may be approved by the Lieutenant- Governor -in- Council:
(i) all participating municipalities be designated as benefiting for all projects included
in the 2004 Operating Budget;
(ii) Toronto and Region Conservation Authority's (TRCA) share of the cost of the
programs included in the 2004 Operating Budget shall be raised from all
participating municipalities as part of the General Levy;
(iii) the 2004 General Levy be apportioned to the participating municipalities in the
proportion that the modified current value assessment of the whole is under the
jurisdiction of the TRCA, unless otherwise provided in the levy or a project;
(iv) the appropriate TRCA officials be directed to advise the participating municipalities,
pursuant to the Conservation Authorities Act and the regulations made thereunder,
to levy the said municipalities the amount of the General Levy set forth in the 2004
Operating Budget, and to levy the said municipalities the amount of the Capital Levy
set forth in the 2004 Capital Budget and in the approved projects of the TRCA;
THAT, subject to finalization of the participating municipalities' apportioned levy
amounts, the 2004 Operating and Capital Budget, and all projects therein, be adopted;
THAT staff be authorized to amend the 2004 Operating and Capital Budget to reflect
actual 2004 provincial grant allocations in order to determine the amount of matching
levy governed by regulation;
THAT except where statutory or regulatory requirements provide otherwise, staff be
authorized to enter into agreements with private sector or government agencies for the
undertaking of projects which are of benefit to the TRCA and funded by a sponsor;
AND FURTHER THAT, as required by Ontario Regulations 139/96 and 231/97, this
recommendation and the accompanying budget document, including the schedule of
matching and non - matching levies, be approved by recorded vote.
CARRIED
83
BACKGROUND
Approval of the Operating and Capital Budgets each year is part of the Authority's financial
management and business planning process.
The 2004 Operating and Capital Budget is submitted for consideration of the Authority. On
April 16, 2004, staff will make a presentation explaining the major issues identified as part of the
2004 budget process.
Municipal Approval Status
As the Members are aware, staff prepare preliminary estimates in the summer and fall of each
year for submission to the Authority's municipal funding partners. Staff meet with municipal
staff as required by the budget processes followed by each major participating municipality.
Presentations are made to municipal finance staff and the Committees and Councils of the
funding partners as required.
In the fall of 2003, the Authority approved an operating levy increase guideline of 10 %,
reflecting the need to address salary and wage pressures as well as the reintroduction of
OMERS premiums. The following summarizes the status of the discussions and submissions
as of April 6th, 2004
City of Toronto
The capital budget levy as reported in the TRCA budget has been approved by the City Budget
Advisory Committee (BAC) for submission to the Policy and Finance Committee and Council.
The operating budget levy as shown in the TRCA budget has not been approved. BAC has
questioned why the City pays a CVA proportionate share of property taxes on lands outside the
City when the City exempts all TRCA lands in the City from property taxes. The amount in
question is $238,000. Staff has discussed this issue with Regional finance staff and advised
the City that the issue is complicated and cannot be resolved in time for the 2004 budget. Staff
has advised the BAC that we are willing to work toward resolution of this for 2005. Discussion
with the City continues.
Regional Municipality of Peel
The capital and operating funding included in the TRCA Budget has been approved by
Regional Council.
Regional Municipality of York
The capital and operating funding included in the TRCA Budget has been approved by
Regional Council.
Regional Municipality of Durham
The operating funding for the TRCA and the other four Durham Region CA's has been
approved by Durham Finance Committee for submission to Council. TRCA and two other
Authorities have been asked to reduce their capital budget request by a further $250,000,
TRCA's share of which is $100,000. This will be considered at Regional Council on April 14th.
84
Durham Finance Committee has considered a request for special one time only funding for a
major land acquisition in the Town of Ajax. Staff understands that Finance Committee will be
recommending to Council that this project be funded up to $500,000 over 2 years subject to
TRCA finding the necessary matching funds.
Township of Adjala - Tosorontio
The Township has been advised of the TRCA's levy request. In the past, the Township has not
requested a meeting with the Authority concerning the levy.
Town of Mono
The Town has been advised of the TRCA's levy request. In the past, the Township has not
requested a meeting with the Authority concerning the levy.
Provincial Legislation
By regulation, the TRCA has provided 30 days written notice to its member municipalities of the
date of the meeting at which the Authority will approve the municipal levy. At the April 30th
Authority meeting, a recorded vote on the budget recommendation including the non - matching
municipal levy is required. The weighted voting procedure prescribed by regulation will be
used.
Summary
It is anticipated that by April 30th, when the Authority considers the 2004 Budget, the
remaining budget issues with the City and Durham Region will be resolved.
Attached is a summary of the 2004 operating budget by major business unit. The Provincial
funding which is matched with levy has not been confirmed but is unlikely to change in any
material way.
The capital budget summary illustrates only the municipal levy portion of the budget by source
and major project headings. Details of the matching funding and total capital project
expenditures will be presented on April 16th.
Report prepared by: Jim Dillane, 416- 667 -6292
For Information contact: Jim Dillane, 416- 667 -6292, Rocco Sgambelluri, ext 5232
Date: February 10, 2004
Attachments: 1
85
Attachment 1
C AND REGION "N.^
onservation
for The Living City
2004 FINAL OPERATING BUDGET
AND CAPITAL REQUEST SUMMARY
As submitted to the Business Excellence Advisory Board
April 16, 2004
86
07- Apr -2004
Gross Expenditures
Page 1
2004 Operating Budget
Toronto and Region Conservation Authority
2004 Final Operating Budget
Page 2003 2003 2004
Reference Budget Actual Budget % Cho $ Cho
Expenditures by Functional Units
Finance and Business Development Division
Administration
Rental Properties
Central Services
Property Sevices
Black Creek Pioneer MIlage
Food Services
Watershed Management Division
WM Divisional Management / BUS
Development Services
Watershed Strategies
Resource Science
Op & Marnt of Dams /Structures
Environmental Services
Enforcement
Conservation Areas
Kortnght Centre for Conservation
Office of the CAO
Conservation Field Centres Summary
Corporate Management
Corporate Secretanat
Human Resources
Customer Services
Communications
Marketing
Living Crty Centre Programs
V&E
Expenditure total
Funding Sources
Authority Generated
All Other
E Reserve
Page
Page
Page
Page
Page
Page
7
8
9
10
11
12
Page 13
Page 14
Page 15
Page 16
Page 17
Page 18
Page 19
Page 20
Page 21
Page 22
Page 23
Page 23
Page 23
Page 23
Page 23
Page 23
Page 24
1,326.500
1,067,400
276,800
1,323,700
3.974.700
1.085,900
1.322.916
660,227
331,660
1.237.372
3,777.614
868,772
1.787.200
1.195,300
313,300
1,404,400
4,123,200
976.300
34 73%
11 98%
13 19%
6 10%
3 74%
-10 09%
460.700
127.900
36,500
80.700
148,500
(109,600)
9.055,000 8.198.561 9.799,700 8 22% 744.700
245.300
1,327,200
1,435,900
1,131,000
196,900
1,615,200
346.900
3.259,000
1.478.000
161.127
1.420.647
1,104.293
1,369,723
194,061
1,609,487
343,607
3,109,021
1,569,338
206,500
1,927,000
1,390.900
1,801,400
342,800
1,604,100
451.700
3,494,800
1.342,300
-15 82%
45 19%
-3 13%
59 27%
74 10%
-0 69%
3021%
7 24%
-9 18%
(38,800)
599,800
(45,000)
670,400
145,900
(11.100)
104,800
235,800
(135,700)
11,035,400 10,881,305 12,561,500 13 83% 1,526,100
1.914,900
336,400
292.600
357,400
211.600
513.700
124,500
220,000
1.777.532
364.791
269,303
337,421
227,487
456,484
114,955
195.418
2.111.800
443,500
323,200
366,100
247,400
717,300
1.007,600
10 28%
31 84%
1046%
243%
16 92%
39 63%
-100 00%
358 00%
108,90D
107,100
30,600
8,700
35.800
203,600
(124,500)
787.600
3,971.100 3,743,391 5.216,900 3137% 1.245.800
Page 25 100,000 30.045
-100 00% (100,000)
24,161,500 22,853,303 27.578,100 1414% 3.416.600
12,053,400 11,048,906 13,220,000 9 68% 1,166,600
2,751,700 2.557,957 4.260,700 54 84% 1.509.000
100.000 30.045
-100 00% (100.000)
Revenue total 14,90873,634,908 17,480,700 17 28% 2,575,800
IADJALA-TOSORONTI
'DURHAM
coORONTO
(MONO
IPEEL
(YORK
:LEVIES ON HAND
LEVY
EXCLUDING
TAX ADJ
$
TORONTO AND REGION CONSERVATION AUTHORITY
APPORTIONMENT OF 2004 BUDGET LEVIES
GENERAL PROGRAMS & CAPITAL PROJECTS SUMMARY
2004 GENERAL LEVY — 2004 ' • 211114
685
274,887
6,240,710
765
979,931
1,620,172
9,117,150
TAX
ADJUST
$
TOTAL CAPITAL GRANITE
GENERAL. PROJECTS TOTAL
LEVY LEVY LEVY
ROUGE.
PARK
•
' BBB 80 • .765 a
13,485 2.01072. 895,358 1.183,7311 3124
8.241710 5,926.726 12,187,138,
• 788 88 883
82,769 1,082,700 2,975,657 4,038,387
38,196 1,658,358. 1,695,892 3:389,2S0
134,450 2.251B1111 ' 11,493,800 211;745,41111
3,087,700'• 3,1187300
7.1.814
B
11,135
113,. 413)
1 03,503
2003
OPERATING
LEVY INCL
TAX ADJUST
$
629
264.874
Page 2
Operating
Change
04/03
$
56 8.9%
2003
GRAND
TOTAL
LEVY
$
703
23.498 8.9% 788.547
5.660,202 580,508 10.3% 12,112,713
688
995,356
77 11.2%
769
67.344 6.0% 3.165,807
1,488,851 169.517 11.4% 2,724.761
8,410.600 841.000 10.0% 18,793.300
4,237,900
9,117,150 134,450 8,281,888. 14,581,500 23,.033,3 DO 183,888
8,410,600 841,000 10.0% 23,031,200
TORONTO AND REGION CONSERVATION AUTHORITY
APPORTIONMENT OF 2004 BUDGET: CAPITAL AND PROJECT LEVIES
ADJALA- TOTAL
PROJECT & TOSO- LEVY
MUNICIPALITY RONTIO DURHAM TORONTO MONO PEEL YORK INVOICED
$ $ $ $ $ $ $
50,000 50,000 19,300 119,300
FGREENSPACE LAND ACQ.
Page 3
WATERFRONT
BREGENERATION PROJ.
210,700 1,355,000 1,565.700
(PORT UNION WTRFR. 0
FETOB. MOTEL STRIP 0
NALLEY AND SHORELINE
EREGENERATION
1,615,000 1,615,000
E EMEDIAL ACTION PLANS 1,788,000 500,000 300,000 2,588,000
03 TITHER WATER PROJECTS 258,000 901,400 600,000 1.759.400
1STEWARDSHIPjEDUCATION 135,000 175,000 310,000
LFLOODPLAIN MAPPING 85,000 195,000 150,000 430.000
[REGIONAL MONITORING
50,000 200,000 200,000 450.000
FGROUNDWATER STRATEGIES
100,000 100,000 100,000 300,000
ETERRESTRIAL NATURAL HERITAGE 25,000
75,000 50,000 150,000
INFRASTRUCTURE
23 9,045 205,351 25 32,245 53,312 300.000
DTHER PUBLIC USE RETRO. 100,000 416,400 516,400
FDRINKING WATER UPGRADES 250,000 90,000 340.000
(INFO. TECHNOLOGY ACQ.
23 9,045 205,350 25 32,245 53,312 300,000
/MAJOR FACILITIES RETROFIT 34 13,568 308,025 38 48,367 79,968 450.000
BCPV DEVELOPMENT & RETROFIT 300,000 300.000
)2004 TOTAL 80 895,358 5,926,726 88 2,975,657 1,695,892 11,493,800
)2003 COMPARATIVES 74 523,673 6,452,511 81 2.218,651 1,235,910 10.430.900
LEVIES TOTAL
ON LEVY
HAND BUDGET
254,000 373,300
150,900 1,716,600
0
511,700 511,700
618,200 2,233,200
485,700 3,073,700
0 1.759,400
80,000 390.000
234,600 664,600
278,300 728.300
247,600 547,600
0 150.000
300.000
211,700 728,100
0 340.000
15,000 315,000
0 450,000
0 300,000
3,087,700 14.581,500
4,237,900 14,668,800
Page 4
TORONTO AND REGION CONSERVATION AUTHORITY
APPORTIONMENT OF 2004 LEVIES
MATCHING* AND NON - MATCHING FORMAT
UADJALA- TOSORONTIO
R URHAM
IRORONTO
ONONO
'EIEEL
(RORK
OPERATING LEVY
MATCHING'JON- MATCHING TOTAL
CAPITAL LEVY
MATCHING =JON- MATCHIN(
TOTAL
LEVY
$ $ $
64 621 685
25,501 262,871 288,372
578,952 5,661,758 6,240,710
71 694 765
90,908 971,792 1,062,700
150,304 1,508,064 1,658,368
$ s
80
895,358
5,926,726
88
2,975,657
1,695,892
$
765
1,183,730
12,167,436
853
4,038,357
3,354,260
845,800 8,405,800 9,251,600
0 11,493,800
20,745,400
a:Based on preliminary estimates of provincial funding
THE TORONTO AND REGION CONSERVATION AUTHORITY
BASIS OF APPORTIONMENT - MUNICIPAL LEVY - 2004
(BASED ON 2003 FOR 2004 MODIFIED CURRENT VALUE ASSESSMENT FIGURES']
MUNICIPALITY
Page 5
CURRENT % OF CURRENT TOTAL POPULATION
VALUE MUNICIP- VALUE POPULATION IN
ASSESSMENT ALITYIN ASSESSMENT AUTHORITY**
AUTHORITY IN WATERSHED
$(0006 $(000's)
Township of Adjala- Tosorontio 902,844 4 36,114 10,082 403
Durham, Regional Municipality of 17,346,290 * 14,483,720 178,269 149,512
City of Toronto 328,821,776 100 328,821,776 2,481,494 2,481,494
Mono Township 806,026 5 40,301 6,922 346
Peel, Regional Municipality of 121,272,671 51,632,400 988,948 435,112
York, Regional Municipality of 93,381,802 85,366,553 603,375 540,757
562,531,408 480,380,864 4,269,090 3,607,624
ANALYSIS OF REGIONAL MUNICIPALITIES
Durham, Regional Municipality of
Ajax, Town of 6,631,295 86 5,702,914 73,753 63,428
Pickering, Town of 8,874,943 95 8,431,196 87,139 82,782
Uxbridge Township 1,840,051 19 349,610 17,377 3,302
17,346,290 14,483,720 178,269 149,512
Peel, Regional Municipality of
Brampton, City 34,107,909 63 21,487,982 325,428 205,020
Mississauga, City of 80,891,827 33 26,694,303 612,925 202,265
Caledon, Town of 6,272,935 55 3,450,114 50,595 27,827
121,272,671 51,632,400 988,948 435,112
York, Regional Municipality of
Aurora, Town of 4,874,424 4 194,977 40,167 1,607
Markham, Town of 30,706,273 100 30,706,273 208,615 208,615
Richmond Hill, Town of 18,036,654 99 17,856,287 132,030 130,710
Vaughan, Town of 34,137,317 100 34,137,317 182,022 182,022
Whitchurch-Stouffville, Town of 3,025,566 43 1,300,994 22,008 9,463
King Township 2,601,569 45 1,170,706 18,533 8,340
93,381,802 85,366,553 603,375 ' 540,757
'As provided by the Ministry of Municipal Affairs
*Based on 2001 Census data from Statistics Canada web -site
91
MUNICIPALITY
Page 6
THE TORONTO AND REGION CONSERVATION AUTHORITY
2004 LEVY APPORTIONMENT
MODIFIED GENERAL 2004
CURRENT VALUE LEVY LEVY
ASSESSMENT PROPORTIONATE
IN WATERSHED FACTOR FACTOR
ADJALA-TOSORONTIO
DURHAM.
Ajax 5,702,914
Pickering 8,431,196
Uxbridge 349,610
CITY OF TORONTO
MONO
PEEL
Brampton 21,487,982
Mississauga 26,694,303
Caledon 3,450,114
YORK
Aurora 194,977
Markham 30,706,273
Richmond 17,856,287
Vaughan 34,137,317
Whitchurch - Stouffville 1,300,994
King 1,170,706
$(000's)
36,114 0.00752% 0.00757%
14,483,720 3.01505% 2.99051%
328,821,776 68.45022% 69.44172%
40,301 0.00839% 0.00822%
51,632,400 10.74822% 10.73187%
85,366,553 17.77060% 16.82011%
480,380.864 100.00000 % 100.00000 %
92
DIVISION:
ACTIVITY:
Gross Expenditure
Toronto and Region Conservation Authority
2004 Operating Budget
Finance and Business Development
Administration
Expenditures expressed as
Financial Services
Office Services
Information Technology
GIS
Project Surcharge
Expenditure total
Funding Sources:
Authority Generated
Reserves
Provincial
Revenue total
Net Expenditures
Page 7
2003 2003 2004
Budget Actuals Budget % Cho. $ Chg.
program tasks/components:
637,700 629,904
697,400 669,968
155,800 174,604
185,600 247,410
(350,000) (398,970)
768,700 20.5% 131,000
886,100 27.1% 188,700
309,600 98.7% 153,800
222,800 20.0% 37,200
(400,000) 14 3% (50,000)
1,326,500 1,322,916 1,787,200 34.7% 460,700
300,000 351,301 366,000 0.22 66,000
30,000 466 18,000 -40.0% (12,000)
52,740 50,000 50,000
330,000 404,508 434,000 31.5% 104,000
996.500 918.408 1.353200 35.8 %1 356,700
93
DIVISION:
ACTIVITY:
Gross Expenditures
Expenditures expressed
Basic Rentals
ORC Rentals
Special Agreements
Expenditure total
Funding Sources:
Authority Generated
All Other
Revenue total
Toronto and Region Conservation Authority
2004 Operating Budget
Finance and Business Development
Rental Properties
Page 8
2003 2003 2004
Budget Actuals Budget % Chg. $ Chg,
as program tasks /components:
510,500 566,414
455,000 3,017
101,900 90,796
567,100
517,500
110,700
11.1%
13.7%
8.6%
56,600
62,500
8,800
1,067,400 660,227 1,195,300 12.0% 127,900
1,974,400 1,484,501 2,114,100 7.1% 139,700
2,500 5,000
5,000
1,974,400 1,487,001 2,119,100 7.3% 144,700
Net Expenditures (907.000) (826.774) (923.800) 1.9 %I
94
(16,800j
TORONTO AND REGION CONSERVATION AUTHORITY
2004 Operating Budget
Finance and Business Development
Central Services
DIVISION:
ACTIVITY:
Gross Expenditures
Expenditures expressed as program
Central Services
Expenditure total
Funding Sources:
Authority Generated
All Other
Type 3
Revenue total
Net Expenditures
Page 9
2003 2003 2004
Budget Actuals Budget % Chq. $ Chq.
tasks /components:
276,800 331,660 313,300 13.2% 36,500
276,800 331,660 313,300 13.2°i 36,500
276.800 331.660 313.300 13.2%
95
36,500
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Finance and Business Development Page 10
ACTIVITY: Property & Taxes
Gross Expenditures
2003 2003 2004
Budget Actuals Budget % Chg. $ Chg_
Expenditures expressed as program tasks /components:
Property Services 546,800 502,967 582,000 6.4% 35,200
CLM (Taxes & Insurance) 776,900 734,405 822,400 5.9% 45,500
Expenditure total
Funding Sources:
Authority Generated
All Other
Revenue total
Net Expenditures
1,323,700 1,237,372 1,404,400 6.1% 80,700
55,000 62,317 55,000
55,000 62,317 55,000
1.268.700 1,175,055 1.349.400 10.3 %j
96
80,700
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Finance and Business Development Page 11
ACTIVITY: Black Creek Pioneer Village
Gross Expenditure
2003 2003 2004
Budget Actuals Budget % Chq. $ Chq.
Expenditures expressed as program tasks /components:
Culture & Tourism Grant
Program Management 252,800 228,116 249,100 -1.5% (3,700)
Curatorial 215,300 289,687 270,800 25.8% 55,500
Photography 89
Interpretative Programming 1,199,900 1,155,162 1,244,600 3.7% 44,700
Special Events 188,700 193,011 76,300 -59.6% (112,400)
Heritage Education 251,000 228,060 246,000 -2.0% (5,000)
Building Maintenance 930,200 869,174 960,800 3.3% 30,600
Admissions 90,000 90,672 126,600 40.7% 36,600
Giftshop 407,600 343,554 411,600 1.0% 4,000
Marketing and Sponsorships 439,200 380,089 537,400 22.4% 98,200
Expenditure total 3.974.700 3.777.614 4.123,200 3.7% 148.500
Funding Sources:
Authority Generated 1,913,600 1,503,861 1,858,200 -2.9% (55,400)
Other 372,000 224,671 392,500 5.5% 20,500
CFGT 165,811 -
Revenue total
Not Fvnonilitnrac
2,285,600 1,894,343 2,250,700 -1.5% (34,900)
1 RRq 1 nn 1 RR' 771 1 R77 gill] 7 9% 1 R4 411(1
1.000.100 Y .000.CTY 1 .O: C.000 T.C�`.a 1 00. 100
97
Gross Expenditures
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Finance and Business Development Page 12
ACTIVITY: Food Services
2003 2003 2004
Budget Actuals Budget % Chg. $ Chg;
Expenditures expressed as program tasks /components:
Weddings: Sales Costs & Revenue 53,500 276,035 300,600 461.9% 247,100
Corporate Events: Sales Costs /Revenue 70,700 418,636 435,900 516.5% 365,200
Banquet Costs & Internal Functions 749,400 (1,192) 73,300 -90.2% (676,100)
Visitor Services 212,300 175,292 166,500 -21.6% (45,800)
Equipment
Expenditure total
Funding Sources:
Authority Generated
All Other
Type 3
Revenue total ,
Nat Firnant i im eo:
1,085,900 868,772 976,300 -10.1% (109,600)
1,085,900 882,643 1,050,200 -3.3% (35,700)
1,085,900 882,643 1,050,200 -3.3% (35,700)
98
!11 8711 (7 1 4201 n.1 qnm
i1o.o��♦ , o.000� ero.000i
Gross Expenditures
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Watershed Management Page 13
ACTIVITY: WM Divisional Management / EMS
2003 2003 2004
Budget Actuals Budget % Chq. $ Chq.
Expenditures expressed as program tasks /components:
Divisional Management 165,900 95,899 155,300 10.0% (10,600)
Environmental Management Syster 79,400 65,228 51,200 10.2% (28,200)
Expenditure total
Funding Sources:
Authority Generated
All Other
Type 3
Revenue total
Nat Fvnanditllro
245,300 161,127 206,500 10.1% (38,800)
7,368
89,400 65,228 - 100.0% (89,400)
89,400 72,596
- 100.0% (89,400)
155.222 nn .'2i ?25.522
99
7'3 70
TO.C.`o
5g. 5g2
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Watershed Management Page 14
ACTIVITY: Development Services
2003 2003 2004
Gross Expenditure Budget Actuals Budget % Chg. $ Chg.
Expenditures expressed as program tasks /components:
Planning Services 570,100 557,306 655,000 14.9% 84,900
Regulation Services 498,400 473,663 612,300 22.9% 113,900
Solicitor/Realtor Enquiries 40,900 54,213 46,400 13.4% 5,500
Policy, Research and Special Projr 217,800 77,128 267,200 22.7% 49,400
Hearings 258,337 175,000 175,000
Enviromental Assessment 171,100 171,100
Expenditure total 1,327,200 1,420,647 1,927,000 45.2% 599,800
Funding Sources:
Authority Generated
All Other
Type 3
Revenue total
Nat Fynanrliti,rac
690,000 794,154 1,764,800 155.8% 1,074,800
95,000 38,077 130,000 36.8% 35,000
785,000 832,230 1,894,800 141.4% 1,109,800
'47 Inn 'RR 417 �9 9nn -G4 1 % r'1 tl 1111111
c 1C_eoo coo_ 11 . OC_COO 0 $.1 �`J IG1 0.000'
100
DIVISION:
ACTIVITY:
Gross Expenditure
Toronto and Region Conservation Authority
2004 Operating Budget
Watershed Management
Watershed Strategies
Expenditures expressed as program
Don River
Humber River
Rouge River
Highland Creek
Etobicoke - Mimico Creek
Duffins Creek
Oak Ridges Moraine
Sustainable Communities
Portion funded from Capital
Expenditure total
Funding Sources:
Authority Generated
All Other
Revenue total
Page 15
2003 2003 2004
Budget Actuals Budget % Chg. $ Chg.
tasks /components:
245,600 229,132 211,800 -13.8% (33,800)
264,600 236,683 279,400 5.6% 14,800
390,000 400,000 2.6% 10,000
38,200 24,240 37,800 -1.0% (400)
248,900 217,070 269,300 8.2% 20,400
270,200 199,370 251,600 -6.9% (18,600)
154,400 105,648 153,500 -0.6% (900)
93,100 92,151 - 100.0% (93,100)
(269,100) (212,500) -21.0% 56,600
1,435,900 1,104,293 1,390,900 -3.1% (45,000)
898,100 713,414
731,800 -18.5% (166,300)
898,100 713,414 731,800 -18.5% (166,300)
Net Expenditures 537,800 390.880 659.100 22.6% 121,300
101
DIVISION:
ACTIVITY:
Gross Expenditure
Toronto and Region Conservation Authority
2004 Operating Budget
Watershed Management
Resource Science
Expenditures expressed as program
Program Management
Conservation Land Planning
Archaeology
Special Projects
Natural Heritage
Water Management
Flood Forecasting & Warning
Expenditure total
Funding Sources:
Authority Generated
All Other
Type 3
Revenue total
Not FYnpnrdit11rPC
,I_a Cw��•.JIa�•--
Page 16
2003 2003 2004
Budget Actuals Budget % Chg. $ Chg.
tasks /components:
157,200 167,527
92,200 88,105
50,000 198,191
45,157
253,888
616,855
247,600
520,400
63,600
226,300
97,800
110,200
100,000
359,200
686,900
221,000
44.0% 69,100
6.1% 5,600
120.4% 60,200
100,000
45.1% 111,600
32.0% 166,500
247.5% 157,400
1,131,000 1,369,723 1,801,400 59.3% 670,400
200,393
60,000 63,818 335,200 458.7% 275,200
60,000 264,211 335,200 458.7% 275,200
1 1171 nnn 1 111G G17 1 411 9011
1 .07.1 .000 1.1 00.01 0 1. 100.000
102
1F qo�
00.0•`0
1qq 9nn
ooC.Coo
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Watershed Management Page 17
ACTIVITY: Op. & Maint. of Dams/Structures
Gross Expenditure
2003 2003 2004
Budget Actuals Budget % Chg. $ Chg.
Expenditures expressed as program tasks /components:
Operation & Maintenance of Dams,
Channels and Water Control
Structures 196,900 194,061 342,800 74.1% 145,900
Expenditure total 196,900 194,061 342,800 74.1% 145,900
Funding Sources:
Authority Generated -
AU Other 65,000 65,000
Revenue total
Nat Fvnan slits woe
65,000 65,000
1 Qs Qnn
103
977,nnn
n` C
13n ann
DIVISION:
ACTIVITY:
Gross Expenditure
Toronto and Region Conservation Authority
2004 Operating Budget
Watershed Management
Environmental Services
Expenditures expressed as program
Program Management
Plant Propagation
Planting and Special Projects
Asian Longhorned Beetle
Expend
Funding Sources:
Type 1: Authority Generated
Type 2: All Other
Type 3
Revenue total
Nat Ficnanclifiira¢
Page 18
2003 2003 2004
Budget Actuals Budget % Chg. $ hg
C.
tasks/components:
222,400 204,376 272,100 22.3% 49,700
372,800 433,864 381,200 2.3% 8,400
1,020,000 862,689 533,900 -47.7% (486,100)
108,557 416,900 416,900
1,615,200 1,609,487 1,604,100 -0.7% (11,100)
741,800 851,570 628,400 -15.3% (113,400)
651,700 683,291 1,010,100 55.0% 358,400
1,393,500 1,534,862 1,638,500 17.6% 245,000
221 71111
ee +.:.-oo
74 69'
a.occ
104
rq4 4nn1 -11 5 2% f95F 1 nnl
io a. aao� Y 1 G.Gwa reco.l oo'
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Watershed Management Page 19
ACTIVITY: Enforcement
2003 2003 2004
Gross Expenditure Budget Actuals Budget % Chg. $ Chq.
Expenditures expressed as program tasks /components:
Enforcement 326,900 332,721 431,700 32.1% 104,800
Legal 20,000 10,887 20,000
Expenditure total 346,900 343,607 451,700 30.2% 104,800
Funding Sources:
Authority Generated 10,000 5 - 100.0% (10,000)
All Other
Type 3
Revenue total 10,000 5 - 100.0% (10,000)
Nat Fvnantliturac iifi QM 14� 609 451 700 7Q 4% 114 Ann
ff�• C.�����dl����� 000.000 O 10_000 1011.0O 00. l 11 1.000
105
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Watershed Management Page 20
ACTIVITY: Conservation Areas
Gross Expenditures
2003 2003 2004
Budget Actual Budget % Chg. $ Chg_,
Expenditures expressed as program tasks /components:
General Operations 472,400 437,346 587,900 24.4% 115,500
West Zone
WEST ZONE ADMIN 85,200 122,079 121,000 42.0% 35,800
Albion Hills 547,800 533,338 577,800 5.5% 30,000
Glen Hefty 216,100 130,013 222,800 3.1 % 6,700
Indian Line 413,200 341,971 427,400 3.4% 14,200
Boyd 199,400 199,997 209,500 5.1% 10,100
Heart Lake 267,500 184,209 268,800 0.5% 1,300
East Zone
EAST ZONE ADMIN
Bruce's Mill
Petticoat Creek
82,700 140,789 93,900 13.5% 11,200
347,000 471,615 332,200 -4.3% (14,800)
328,800 286,077 340,800 3.6% 12,000
Land Management
East Zone: 133,500 106,928 138,000 3.4% 4,500
West Zone: 140,400 135,271 149,700 6.6% 9,300
MAJOR MAINTENANCE 25,000 19,387 25,000
Expenditure total
3,259,000 3,109,021 3,494,800 7.2% 235,800
Funding Sources:
Authority Generated 2,788,400 2,654,206 2,829,600 1.5% 41,200
Other 29,655
CFGT 16,800 7,798 -100.0% (16,800)
Revenue total
Net Expenditures
2,805,200 2,691,659 2,829,600 0.9% 24,400
453,800 417,362 665,200 53.274 211,400
106
TORONTO AND REGION CONSERVATION AUTHORITY
2004 OPERATING BUDGET - FINAL BUDGET
DIVISION: Watershed Management Page 21
GROUP:
ACTIVITY: Kortright Centre for Conservation
2003 2003 2004
BUDGET Actual BUDGET % CHG. $ CHG.
GROSS EXPENDITURES:
ADMINISTRATION 151,800 118,500 -21.9% (33,300)
GROUNDS 114,400 543,190 125,800 10.0% 11,400
BUILDINGS 145,900 164,300 12.6% 18,400
GENERAL PROGRAM 77,200 63,600 -17.6% (13,600)
DAY USE 38,550 38,550
PUBLIC PROGRAMS 186,700 784,172 37,750 -79.8% (148,950)
EDUCATION PROGRAMS 305,200 287,800 -5.7% (17,400)
CAFE 73,600 74,900 1.8% 1,300
GIFT SHOP 68,900 75,800 10.0% 6,900
PUBLIC MAPLE SYRUP 227,800 210,801 233,600 2.5% 5,800
ALL OTHER PROGRAMS 126,500 31,175 121,700 -3.8% (4,800)
1,478,000 1,569,338 1,342,300 (135,700)
FUNDING SOURCES:
User fees by program Component:
ADMINISTRATION
GROUNDS 43
BUILDINGS
GENERAL PROGRAM
DAY USE 70,000 70,000
PUBLIC PROGRAMS 120,500 737,990 146,000 21.2% 25,500
EDUCATION PROGRAMS 357,700 390,700 9.2% 33,000
CAFE 63,300 60,300 -4.7% (3,000)
GIFT SHOP 75,000 82,000 9.3% 7,000
PUBLIC MAPLE SYRUP 187,800 248,267 292,100 55.5% 104,300
ALL OTHER PROGRAMS 259,400 11,878 57,000 -78.0% (202,400)
CFGT 51,500 69,073 121,500 135.9% 70,000
Other (Federal etc.) 14,090
NET EXPENDITURES
►
1 rT rV111 .1. 1 111T1 Wit 1-f\
1,115,200 1,081,341 1,219,600 1.3% 104,400
362.800 487.997 122.7inn 00
nnn mania •F% 7 nn7 1 nn
-31.5% (114,300)
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Office of the CAO
ACTIVITY: Conservation Field Centres Summary
Gross Expenditure
Expenditures expressed as program
Program Management
Education Support Services
Albion Hills
Garemont
Lake St George
Expenditure total
Funding Sources:
Type 1: Authority Generated
Type 2: All Other
Type 3
Revenue total
Nat Firnanditurac
2003 2003
2004 2004
Page 22
Budget Actuals Prelim. Budget % Chg. $ Chg.
tasks /components:
94,600
123,900
637,400
494,000
565,000
92,743
71,627
607,474
440,533
565,155
111,100 111,100 17.4%
187,300 217,600 75.6%
650,700 649,600 1.9%
537,400 517,200 4.7%
612,500 616,300 9.1%
16,500
93,700
12,200
23,200
51,300
1,914,900 1,777,532 2,099,000 2,111,800 10.3% 196,900
1,340,600 1,256,199 1,474,300 1,340,600
267,200 231,907 223,000 394,000 47.5% 126,800
1,607,800 1,488,105 1,697,300 1,734,600 7.9% 126,800
1117 1 nn 7R4 47R
00:.1 00 000. •00
108
4n1 Inn 177 7nn
101 .T00 OTL'.COO
79 R%
00.0.4
711.112g n
DIVISION:
ACTIVITY:
Gross Expenditure
Expenditures expressed as program
Corporate Management
Corporate Secretariat
Human Resources
Customer Services
Communications
Marketing
Expenditure total
Funding Sources:
Type 1: Authority Generated
Type 2: All Other
Type 3
Revenue total
Net j:xoendjtures
2004 Operating Budget
Office of the CAO
CAO Programs
Page 23
2003 2003 2004
Budget Actuals Budget % Chq. $ Chq.
tasks /components:
336,400 364,791 443,500 31.8% 107,100
292,600 269,303 323,200 10.5% 30,600
357,400 337,421 366,100 2.4% 8,700
211,600 227,487 247,400 16.9% 35,800
513,700 456,484 717,300 39.6% 203,600
124,500 114,955 -100.0% (124,500)
1,836,200 1,770,442 2,097,500 14.2% 261,300
90,000 211 115,000 27.8% 25,000
90,000 211 115,000 27.8% 25,000
1:Z15:UQQ 1:zZQ:Za1 1:2#12: QQ 1 5N1
109
Toronto and Region Conservation Authority
2004 Operating Budget
DIVISION: Office of the CAO Page 24
ACTIVITY: Living City Centre at Kortright
Gross Expenditure
2003 2003 2004
Budget Actuals Budget % Cho_ $ Chg.
Expenditures expressed as program tasks/components:
Kortright for Sustainable Living 270,000 195,418 1,007,600 273.19%
Portion funded from Capital (50,000) - 100.00%
737,600
50,000
Expenditure total 220,000 195,418 1,007,600 358.00% 787,600
Funding Sources:
Authority Generated
All Other
Type 3
220,000 195,418 1,007,600 358.00% 787,600
Revenue total 220,000 195,418 1,007,600 358.00% 787,600
Nat Firnanditi,rae
110
Gross Expenditure
TORONTO AND REGION CONSERVATION AUTHORITY
2004 Operating Budget
DIVISION: Finance and Business Development Page 25
ACTIVITY: Vehicle & Equipment
2003 2003 2004
Budget Actuals Budget % Chg. $ Chg:
Expenditures expressed as program tasks /components:
Fuel, Maintenance & Repairs 364,100 404,528 396,100 9% 32,000
Vehicle Purchases - New 100,000 -100% (100,000)
Vehicle Purchases - Replacement 189,000 216,858 213,700 13% 24,700
Equipment Purchases - New 3,000 29,402 4,500 50% 1,500
Equipment Purchases - Replacement 137,000 97,490 110,000 -20% (27,000)
Proceeds On Disposal (52,500) (22,378) (36,100) -31% 16,400
Internal Recoveries -V & E (640,600) (692,573) (688,200) 7% (47,600)
Food Equipment (Net of recoveries) (3,283)
Expenditure total
Funding Sources:
Type 1: Authority Generated
Type 2: All Other
Type 3
Revenue total
Nat FYnpnt1itllrP
100,000 30,045 -100% (100,000)
100,000 30,045 -100% (100,000)
100,000 30,045 -100% (100,000)
'AR
111
RES. #C15/04 - LEASE OF ADDITIONAL OFFICE SPACE
To Enter into a lease for a five -year term, with Parc Downsview Park Inc.
and Her Majesty The Queen in Right of Canada Represented Herein By
The Ministry of National Defence, for office space located at 70 Canuck
Avenue, City of Toronto.
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Toronto and Region
Conservation Authority (TRCA) enter into a lease with Parc Downsview Park Inc.
(Downsview Park) and Her Majesty The Queen in Right of Canada Represented Herein By
The Department of National Defence (DND), for office space located at 70 Canuck
Avenue, City of Toronto;
THAT the term of the lease be for 60 months (five years);
THAT the payment be $8.50 per useable square foot for the first 12 months and $14.50
per useable square foot for the remaining 48 months, paid on a monthly basis inclusive
of all real estate taxes, maintenance and utilities exclusive of hydro.
THAT the agreement be subject to the other terms and conditions of the lease being
satisfactory to the TRCA staff and solicitors;
AND FURTHER THAT the appropriate TRCA officials be authorized and directed to
execute all necessary documents.
CARRIED
BACKGROUND
At Meeting #1/04, January 30, 2004, the Authority adopted Resolution #A24/04 as follows:
THAT approval in principle be granted for TRCA to enter into a lease of office space with
Downsview Park, subject to terms and conditions satisfactory to TRCA and its solicitors
and subject to availability of funding;
AND FURTHER THAT staff of TRCA be directed to conduct the negotiations for the lease
and report to the Business Excellence Advisory Board at such time as a lease in final
form can be recommended to the Authority.
It is proposed to rent approximately 9,600 square feet from Downsview Park at $8.50 per
usable square foot for the first 12 months, beginning July 1, 2004, and $14.50 per useable
square foot the remaining four years, to accommodate 30 to 40 staff. The rental fee includes all
real estate taxes, repairs, maintenance, security, parking and all utilities excluding hydro.
The TRCA is responsible for installation of data and communications cabling, furniture and
non - structural interior alterations and improvements at its own expense. The estimated costs
are as follows:
112
office furniture $70,000
cabling and telecommunications connections $10,000
interior alterations $12,000
moving $10,000
RATIONALE
Downsview Park is a federally- mandated corporation which is charged with development of the
600+ acre Downsview Park (Park) site. The Park mandate, includes a commitment to
sustainable development and TRCA is working with Park staff and supporters in a number of
areas. Park representatives believe that there is a role for TRCA in the long term development
of the site. As TRCA is contemplating its own long term office requirements, the opportunity to
be part of the Downsview Park sustainable development initiative is very attractive. The TRCA
staff task force on long term office accommodation will be reporting on possible solutions to
the TRCA long term office needs later in 2004. Downsview Park will be one of the options for
consideration.
Staff have determined that over the next 5 years, to properly accommodate existing and future
staff needs, between 9,000 and 12,000 square feet will be needed in terms of office space,
meeting rooms and storage facilities. This reflects some staff growth and a significant increase
in space to accommodate volunteers and community outreach opportunities. The immediate
need for space is about 9,600 square feet to enable staff to be removed from the office trailer at
head office, to house the growing community outreach volunteer program and to bring
together in one location certain business units. Relocation of staff from head office will enable
the remaining space to be used more effectively to serve the public. Also, the needs of the
Conservation Foundation can be accommodated.
Downsview Park has proposed that TRCA assume about 9,600 square feet of space at 70
Canuck Avenue, office space recently vacated by DND. Renting office space will alleviate the
overcrowding and provide the additional office space at below market rent.
In the long term, Downsview Park seeks TRCA as a participant in the sustainable development
of the Park in terms of mutual program development and delivery, and as a participant in a
sustainable office complex.
FINANCIAL DETAILS
Funds for the rental payments and set up costs has been allocated for in the proposed 2004
budget.
Report prepared by: Ron Dewell, extension 5245
For Information contact: Jim Dlllane extension 6292, Ron Dewell, extension 5245
Date: April 5, 2004
113
RES. #C16/04 - THE CORPORATION OF THE TOWN OF CALEDON
Request for Use of Toronto and Region Conservation Authority (TRCA)
Lands for Soccer Fields
North of Bolton, Humber River Watershed, CFN 24551. Receipt of a
request from the Corporation of the Town of Caledon to consider the use
of several parcels of TRCA lands for the development of both indoor and
outdoor soccer facilities north of Bolton in the Town of Caledon, and to
outline the requirements of such future arrangements.
Moved by:
Seconded by:
Maja Prentice
Dick O'Brien
THE BOARD RECOMMENDS TO THE AUTHORITY THAT WHEREAS The Toronto and
Region Conservation Authority (TRCA) is in receipt of a request from the Corporation of
the Town of Caledon to consider the use of several parcels of TRCA lands for the
development of a regional scale indoor and outdoor soccer facility north of Bolton;
THEREFORE LET IT BE RESOLVED THAT staff be directed to explore the potential use of
TRCA properties, north of Bolton, for a regional scale indoor and outdoor soccer facility
on the following basis:
a) TRCA receives market value rent/purchase for the use of the subject lands;
b) the Town of Caledon agrees to phase out the existing soccer fields on the valley floor
in Edelweiss Park and naturalize the area;
c) green technologies be incorporated into the design of the soccer facilities;
d) the objectives of the Terrestrial Natural Heritage Strategy be met;
e) the use of the most northerly proposed site be subject to the finalization of the
preferred route of the Bolton bypass; and
f) the Regional Municipality of Peel agrees with the proposal;
AND FURTHER THAT the Corporation of the Town of Caledon be so advised.
CARRIED
BACKGROUND
In 1984, the TRCA entered into a management agreement with the Town of Caledon for various
parcels of TRCA lands in the Bolton area of the Town of Caledon. One of the parcels included
in this agreement was TRCA land at Edelweiss Park. Under this agreement the town continued
the tennis court use which existed at the time the property was acquired by TRCA and
constructed soccer fields.
114
In the 1990's the town experienced growth in the number of players participating in soccer in
Bolton and surrounding area. The town approached TRCA for additional land to
accommodate their requirement for additional soccer fields. On September 1, 1998, TRCA
added a 6 -acre parcel of land on the north side of Glasgow Road to the existing management
agreement for use by the town as soccer fields. This parcel has since been named the Jack
Garrett Soccer Park. At Executive Meeting #3/02, held on April 5, 2002, the Authority agreed to
the Town of Caledon entering into a sublicense with the Bolton Wanderers' Soccer Club for the
Jack Garrett Soccer Park.
In 1998, staff advised the Town of Caledon that the TRCA would not consider any further active
recreational development in the Edelweiss Park because of flood plain concerns and the long
term objective of TRCA to relocate the soccer fields and to re- naturalize the area. The
Terrestrial Natural Heritage Strategy has identified the Edelweiss Park as part of the targeted
natural system, thus adding support to the concept of regenerating the area. As an interim
solution the TRCA agreed to add the 6 acres of table land now known as Jack Garrett Soccer
Park to the management agreement with the understanding that staff would explore alternate
locations for the Edelweiss Park soccer fields. One of the alternatives discussed from time to
time has been relocating the existing Edelweiss soccer fields (approx. 8 acres) to TRCA table
lands compatible with this use and adding the new site to the management agreement. The
Edelweiss site would then be regenerated for net environmental gain.
At a meeting. on February 16, 2004, the Town of Caledon requested the TRCA to consider the
use of several parcels of TRCA lands, north of Bolton for the development of a regional indoor
and outdoor soccer facility. It is our understanding that they will require approximately 40
acres, preferably on one site and sized to address future growth and demands.
A sketch illustrating the location of the two existing sites being used for soccer fields and the
three areas that have been discussed for a potential soccer facility is attached.
RATIONALE
The scope and scale of the request the Town of Caledon has now presented is much different
from the simple relocation alternative originally being considered. While staff are prepared to
explore the use on the proposed sites subject to the appropriate technical assessment, staff
feel this proposal should only be explored further with the understanding that the Town of
Caledon agrees to phase out the soccer fields from the Edelweiss Park property and
renaturalize the area, TRCA receive market value rent/purchase, the development incorporate
green technologies, the objectives of the Terrestrial Natural Heritage Strategy be met, where
appropriate the Bolton bypass route be considered, and the Region of Peel agree with the
proposal. These are several of the major considerations but does not necessarily represent
the complete list of terms and conditions to be addressed if the town wishes to continue to
explore the soccer use on TRCA lands.
Report prepared by: Ron Dewell, extension 5245
For Information contact: Ron Dewell, extension 5245
Gary Wilkins, extension 5211
Date: March 22, 2004
Attachments: 1
115
Attachment 1
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RES. #C17/04 - ANGLING REGULATION SIGNS ON TORONTO AND REGION
CONSERVATION AUTHORITY LANDS IN THE DUFFINS AND
CARRUTHERS CREEK WATERSHEDS UPSTREAM OF HIGHWAY 7
Development of signs relating to angling regulation changes on Toronto
and Region Conservation Authority lands in the Duffins and Carruthers
Creek watersheds upstream of Highway 7.
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT as a condition of entry anglers
fishing on Toronto and Region Conservation Authority (TRCA) lands upstream of
Highway 7 in the Duffins and Carruthers Creek watersheds should abide by the proposed
angling rule changes in the Fisheries Management Plan for the Duffins Creek and
Carruthers Creek;
THAT staff prepare signs specifying the proposed angling rule changes in the Fisheries
Management Plan for the Duffins Creek and Carruthers Creek and erect these signs at
appropriate locations on TRCA property upstream of Highway 7 In the Duffins and
Carruthers Creek watersheds, at a cost not to exceed $1,500 including GST.
CARRIED
BACKGROUND
At Authority Meeting #10/03, held on January 9, 2004, Resolution #A281/03 in regards to the
Fisheries Management Plan for Duffins Creek and Carruthers Creek was approved as follows:
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Fisheries Management Plan
for Duffins Creek and Carruthers Creek, dated 2003, be approved;
THAT staff be directed to implement the Fisheries Management Plan when reviewing
documents including official plans, subwatershed studies, stormwater management
plans and permit applications dealing with alterations to watercourses;
THAT staff present the Fisheries Management Plan, in cooperation with the Ontario
Ministry of Natural Resources (OMNR) and Fisheries and Oceans Canada (DFO), to the
watershed municipalities to seek their endorsement;
THAT staff provide a report to the Business Excellence Advisory Board on the protocol
for implementing proposed changes to angling on TRCA properties upstream of .
Highway 7 and a communications plan for implementation of the Fisheries Management
Plan;
THAT staff be directed to send a letter to DFO and OMNR requesting that they implement
the recommended changes to angling regulations for the Duffins Creek and Carruthers
Creek watersheds;
117
AND FURTHER THAT staff coordinate fisheries management activities between
municipalities and other partners in cooperation with OMNR and DFO to address the
management actions as outlined, based on the priorities established in the Fisheries
Management Plan.
The Fisheries Management Plan for the Duffins Creek and Carruthers Creek was developed
jointly with the OMNR, DFO and other watershed stakeholders, including members of the
public. It contains numerous recommendations to help direct management of the fishery,
including four recommended changes to the angling regulations in both watersheds. One of
these recommended changes applies to TRCA lands upstream of Highway 7 and is as follows:
• anglers to be restricted to using only artificial bait and single barbless hooks; and
• the trout and salmon catch and possession limit for anglers with a sportfishing licence of
five in one day, be restricted to include not more than one brook and brown trout, and for
anglers with a conservation licence, the trout and salmon catch and possession limit of two
in one day, be restricted to include not more than one brook and brown trout.
Under the existing angling licencing system, OMNR offers a sportfishing licence and a
conservation licence. A sportfishing licence does not have any harvest reductions while a
conservation licence is cheaper but has reduced harvest limits. The current trout and salmon
harvest limit for anglers with a sportfishing licence is five and for anglers with a conservation
licence, the harvest limit is two. This regulation does not, however, specify how many of each
trout or salmon species makes up the harvest limit. As well, there is no restriction on the type
of bait that can be used on TRCA properties. These changes are recommended in order to
protect the resident trout population in the headwater areas from overharvest.
The locations where this would take affect include Goodwood and the Green River property
north of Highway 7 on the West Duffins Creek and Claremont and Glen Major on the East
Duffins Creek.
These changes were supported by the OMNR during the development of the fisheries
management plan, however, they are not enforceable under the Fish and Wildlife Conservation
Act.
In the long term, it is hoped that the OMNR will officially adopt these regulations for the entire
Duffins and Carruthers Creek watersheds.
DETAILS OF WORK TO BE DONE
Develop signs with Conservation Area and OMNR staff and install signs where appropriate.
It is anticipated that the OMNR will be reviewing rainbow trout fishing regulations along the
north shore of Lake Ontario later this spring. During this review, TRCA staff will also be
discussing the recommended changes to the fishing regulations outlined in the Fisheries
Management Plan for Duffins Creek and Carruthers Creek.
118
FINANCIAL DETAILS
The cost to supply and install the signs will not exceed $1,500 including GST. Funds are
available in carryover from the 2003 budget.
Report prepared by: Jon Clayton, extension 5353
For Information contact: Jon Clayton, extension 5353
Date: March 11, 2004
RES. #C18/04 -
Moved by:
Seconded by:
INDIAN LINE CAMPGROUND LOCATION SIGN
Approval of the installation of a location sign for Indian Line Campground
on Toronto and Region Conservation Authority (TRCA) property.
Maja Prentice
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the installation of a location sign
for Indian Line Campground on Toronto and Region Conservation Authority property be
approved, as a cost not to exceed $25,000 including applicable taxes.
CARRIED
BACKGROUND
Indian Line Campground is located adjacent to Highway 427 but is relatively obscure to those
passing by. Indian Line is a unique and premiere tourist destination which is located in the City
of Brampton. It is TRCA's intention to draw traffic to Indian Line Campground in order to
expand and diversify the client base resulting in increased revenue.
In 2002, the possibility of obtaining a Tourism Ontario Directional Sign (TODS) for the Finch
Avenue exit of Highway 427 was investigated. At that time it was reported that the exit was at
its limit of two TODS signs; therefore this would not be an option. In 2003 it was decided to
pursue the possibility of locating a sign on Toronto and Region Conservation Authority (TRCA)
property.
Staff recommend that a sign be located on the west side of Highway 427, north of Finch
Avenue and south of Albion Road on TRCA property. It will be situated on a rise of land just
west of the old access road to the Claireville Dam east of the reservoir. Final location will be
based on a view assessment. Plantings will be installed as required.
DETAILS OF WORK TO BE DONE
Permits from the Ministry of Transportation and City of Toronto are required prior to the
installation of the sign. A sign permit has been received from the Ministry of Transportation.
We have received a letter from the City of Toronto indicating that the permit application has
been processed. However, the following clearances are still outstanding and are required prior
to the issuance of the permit: the Owners Letter of Undertaking and a General Review
Commitment Certificate. The aforementioned documents will be submitted upon receipt of
TRCA approval.
119
FINANCIAL DETAILS
Engineer drawings were prepared for a 10' x 20' double faced, non - illuminated location sign
with the top of the sign 25 feet above ground level. The sign will include directions to Indian
Line Campground for both northbound and southbound traffic, the logo for Indian Line
Campground, the TRCA logo and the TRCA camping website address. The estimated price to
supply and install this sign will not exceed $25,000 including applicable taxes.
Report prepared by: Derek Edwards, extension 5672
For Information contact: Derek Edwards, extension 5672
Date: March 31, 2004
RES. #C19/04 - BLACK CREEK PIONEER VILLAGE MUSEUM STANDARDS
Approval of policies.. Approval of revised museum Interpretation and
Education and Exhibition policies for Black Creek Pioneer Village.
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Black Creek Pioneer Village
museum operating policies, specifically the Interpretation and Education policy and the
Exhibition policy dated April, 2004, as outlined in Attachments 1 and 2, be approved.
CARRIED
BACKGROUND
It is the responsibility of a public museum to regularly review its policies, and to revise where
appropriate. In 2001, the Authority approved Resolution #A53/01, revising Black Creek
Pioneer Village's (BCPV) Statement of Purpose, Collections Policy and Research Policy. In
2002, the Authority approved Resolution #A156/02, replacing an earlier Conservation Policy.
Staff are now bringing forward the revised Interpretation and Education (I & E) policy and the
Exhibition policy. These revised documents adequately reflect the sophistication of operation
that has developed over time, and the increased level of programming capability incorporated
in the operation.
In conformity with the Standards for Community Museums in Ontario, the Ontario Ministry of
Culture requires museums it funds to have policies, procedures and practices in place which
reflect safe, sound management and stewardship of cultural heritage.
120
RATIONALE
Interpretation and Education Policy
Interpretation and education programs are a bridge linking the community to collections and
information. Through programs BCPV provides a vast range of opportunities for people of all
ages, cultures and levels of ability to interact in meaningful ways with the heritage resources of
the Toronto and Region Conservation Authority (TRCA). I & E programs complement other
sources of learning in the community, both formal and informal. The scope of the policy
includes content, format, development, staffing, accuracy and objectivity, physical space and
resourcing.
Exhibition Policy
In the delivery of exhibitions, museums must strive for accuracy of information, relevance to the
community, effective communication, opportunities for learning and the safe display of artifacts.
The scope of the Exhibition Policy includes purpose, ethical behaviour, physical space, human
and artifact safety, research and communication, conservation, design and installation,
evaluation and resourcing.
Report prepared by: Marty Brent, extension 5403
For Information contact: Marty Brent, extension 5403
Date: April 01, 2004
Attachments: 2
t
121
Attachment 1
BLACK CREEK PIONEER VILLAGE MUSEUM STANDARDS
INTERPRETATION AND EDUCATION POLICY
Interpretation and Education are a vital part of all programs at Black Creek Pioneer Village
(BCPV). As specified in the Statement of Purpose, Black Creek Pioneer Village is "an
educational heritage institution" committed to the development of thoroughly researched,
planned and well executed programs and the provision of an enjoyable learning experience for
all participants. All Interpretation and Education programs will be designed to meet the criteria
established in the Collections, Conservation, Research and Exhibition policies for BCPV, and
will complement the goals and objectives of the Statement of Purpose. All programs will
incorporate recognized educational methodology and practices.
1. Interpretation and Education Themes Content and Format
Black Creek Pioneer Village will:
1. Create programs that follow established themes and include content consistent
with the presentation of life in South - Central Ontario in the first half of the
nineteenth century.
2. Develop themes and interpretive techniques, compatible with the Statement of
Purpose for the museum, that will interest and involve a wide variety of
community groups including special needs groups, special interest groups and
various cultural groups.
3. Develop interpretation and education programs which, when involving the use of
artifacts, strictly adhere to the guidelines set forth in the Collections Policy and
Conservation Policy. Where possible, artifacts collected specifically for
educational programs and reproductions will be employed.
4. Employ interpretation and education techniques that will include, but not be
limited to, historical interpretation, guided theme tours, demonstrations,
exhibitions, landscape & restoration techniques and written materials.
5. Develop and present a range of program themes, content, and format including;
• Public Programs
- formal (scheduled presentations, demonstrations, productions)
- informal (daily interpretation, interaction )
• Education Programs ( all ages and learning levels)
- theme tours
- hands on programs
- summer day camp ( ages 8 years - 14 years)
- special programs
122
• Exhibitions
- gallery displays (thematic, collection based)
- individual cases (theme or topic based)
- support displays for events, programs
• Special Events
- annual program of events ( thematic, topic and seasonally based)
- special activities (re- enactments, musical performances, themes, topics)
2. Development Priorities:
1. Interpretation and Education are specified as objectives of Black Creek Pioneer
Village in the Statement of Purpose. The development of Interpretation and
Education Programs shall be deemed a priority. This priority shall:
be achieved with the assistance of interpretation and demonstration by
trained
• education assistants, and historical interpreters;
• be augmented by other media as deemed appropriate;
• demonstrate a commitment to ethical behaviour;
• be supported by sound research.
2. Interpretation and Education Programs will:
• be developed for all levels of learners;
• be developed to complement Ministry of Education curricula guidelines and
• learning outcomes;
• include consultation with professional educators;
• include professional development and learning opportunities for educators;
• meet all Municipal, Provincial and Federal requirements that pertain to their
• operations undergo a regular process of program evaluation including input
• from staff, participants and educators.
3. All program development will include, as a priority, the assurance of a safe and
secure environment for all participants.
3. Staff Responsibility:
1. Staff responsible for research and program development will be trained and
qualified to undertake such activities.
2. Final approval for all Interpretation and Education programming rests with the
Manager or designate.
3. Program delivery staff will have the appropriate skills for their roles and be given
sufficient training and background information to carry out established
Information and Education programs.
123
4. All staff will exercise due diligence and adhere strictly to the TRCA Code of
Conduct during the research, development and implementation of all
interpretation and education programs.
4. Accuracy and Objectivity:
1. All Interpretation and Education Programs will be supported by sound research.
2. It is the responsibility of all staff to provide accurate, unbiased and objective
information.
3. Special Events and Exhibitions will be developed to meet the requirements of
the Statement of Purpose to provide "a vibrant, entertaining environment" and "
to supplement daily activities and involve the community in the museum ".
Special Events and Exhibits will be thematically linked, although not necessarily
limited, to representing life in the first half of the nineteenth century in South
Central Ontario. Special Events and Exhibitions may include cultural events,
performances, demonstrations, and other forms of entertainment or expression.
5. Space:
1. Black Creek Pioneer Village will provide appropriate, dedicated space for the
operation of education and interpretation programs.
2. All program space will be maintained to ensure the health and safety of staff,
participants and artifacts.
6. Budget:
1. A percentage of the budget of Black Creek Pioneer Village will be allocated
annually to cover the costs of interpretation and education programs. This may
vary from year to year. As these programs are integral to BCPVs operation, the
funds allocated will be sufficient to ensure that all programs meet the criteria set
forth in this policy.
7. Associated Policies:
1. The Interpretation and Education Policy will be used in conjunction with all other
established policies and standards approved for the operation of Black Creek
Pioneer Village.
8. Policy Review Schedule:
1. This Interpretation and Education Policy will be reviewed annually by staff and,
where necessary, revisions shall be recommended for the approval of the Board
of The Toronto and Region Conservation Authority.
124
Attachment 2
BLACK CREEK PIONEER VILLAGE MUSEUM STANDARDS
EXHIBITION POLICY
Black Creek Pioneer Village (BCPV) will create and /or house exhibitions and displays that
complement and enhance the institution, the interpretation of the museum and its purpose as
defined in its Statement of Purpose:
" Black Creek Pioneer Village has been created as a living history museum for the
purpose of preserving for present and future generations, the contributions made by the
mid - nineteenth century inhabitants of South Central Ontario ...
Black Creek Pioneer Village will collect, preserve, research, house, exhibit and interpret
those objects that help provide a graphic representation of early Ontario life....
Black Creek Pioneer Village will, in all its programs, see itself as belonging to all, as a
benefit to all, and to be enjoyed by all, w ho are interested in mid - nineteenth century
Ontario social history."
To meet this goal, the museum will employ both long -term and short term exhibits, and both
in -house and visiting collections and /or exhibits.
1. THEME:
1. The museum has an exhibition schedule comprising a mix of permanent and
temporary exhibits.
2. The themes of all exhibits will be consistent with the museum's Exhibition Policy
and the museum's "Statement of Purpose ", meeting the standard established in
the Museum's Collections Management Policy, Conservation Policy, Research
Policy, and Interpretation and Education Policy.
3. Final approval for themes and schedule rests with the Manager of Black Creek
Pioneer Village or designate.
2. SOURCE:
1. The museum has an exhibition schedule comprising a mix of in -house displays,
created through the use and interpretation of the permanent collections; visiting
and /or private collections; and traveling exhibitions from other institutions.
2. Private collections and traveling exhibitions from other institutions may be
displayed, providing that they complement the Village's themes.
125
3. Private collections and traveling exhibitions may be exhibited provided that all
appropriate terms of agreement (i.e. time, content, promotion, interpretation,
installations, security, insurance, costs, etc.) are arranged in advance to the full
satisfaction of the Manager of Black Creek Pioneer Village or designate.
4. Final approval for the source of exhibitions and content rests with the Manager
of Black Creek Pioneer Village or designate.
3. SPACE:
1. The museum has exhibition /display areas comprising a mix of restored buildings
and their environs, museum gallery, individual display cases, and outreach
off -site locations.
2. BCPV Buildings
The interior and exterior of the restored mid - nineteenth century buildings,
appropriately furnished with artifacts from the permanent collection is a major
component of BCPV's display. These areas constitute long -term displays and
will be monitored accordingly, offering regular inspection and rotation of artifacts
as required by conservation standards.
3. Visitors' Centre
• An environmentally controlled museum gallery space as well as display
cases in the Visitors' Centre, will be used to house temporary exhibitions
which enlarge upon, or complement BCPVs theme.
• Exhibitions may be changed regularly, the schedule influenced by the
requirements made by conservation standards, loan agreements,
professional expertise available, BCPV programming and budget.
4. Off -site
• Theme displays may be developed for off-site exhibition and outreach
display. Such exhibitions shall complement and enlarge upon the Village
themes or add to that of the off-site host institution without conflict to Black
Creek Pioneer Village.
• Requests for off -site exhibitions and out -reach displays shall be approved by
the Manager of Black Creek Pioneer Village or designate.
• The selection of any collection artifacts to be included in such displays shall
be made according to conservation standards and safe practice, and shall
be approved by Manager of Black Creek Pioneer Village or designate.
5. Special Programs
• In certain circumstances, exhibit areas may be used for special interest
exhibitions in support of specific programs. Such exhibitions shall be
approved by Manager of Black Creek Pioneer Village or designate;
126
4. RESEARCH & COMMUNICATION
1. Black Creek Pioneer Village will work with clearly defined objectives, consistent
with the museum's Research Policy, to create well researched, relevant,
accurate and effectively communicated exhibitions.
2. Researchers, including staff, volunteers and consultants, will be required to work
with proven understanding of research and evaluation techniques supported by
a basic understanding of the collection and artifacts that support the exhibit
theme.
3. Training and supervision will be provided as necessary.
4. All written and graphic material will be approved by the Manager of Black Creek
Pioneer Village or designate.
5. The museum is committed to ethical behavior in exhibition presentation. Sacred
objects will be appropriately handled, displayed and interpreted. Good
judgement will be used as to the inclusion of sensitive materials, respecting
rights to privacy and cultural observances.
5. CONSERVATION STANDARDS
1. The museum is committed to meet conservation standards as established in the
Conservation Policy in exhibition design, materials and use of artifacts.
2. All artifacts will be selected based on a standard of criteria covering artifact
condition and stability, artifact availability, support and mounting needs, display
environment, display furniture, public access and traffic, security by those with
the knowledge and skills of a standard that is appropriate to the professional
calibre of the museum.
3. Final selection shall be approved by Manager of Black Creek Pioneer Village or
designate.
6. EXHIBIT DESIGN, PREPARATION & INSTALLATION
1. The museum ensures that all staff (including volunteers) involved in the design,
preparation and installation of exhibits have necessary skills and training.
Release forms shall be used for work done by those other than staff.
2. The museum endeavours to provide accurate and simple wording. Exceptions
will be made for quotations or colloquial expressions used to better
communicate the theme.
3. Black Creek Pioneer Village is committed to meeting legislated requirements of
reproduction and copyright in exhibits.
127
4. Display design, including layout and content, story line and labels shall be
approved by Manager of Black Creek Pioneer Village or designate.
5. The museum will provide designated workshop areas, separate from exhibition
space, for exhibit preparation activities.
6. Preparatory work, graphic and text panel production, and display furniture shall
be produced in designated areas with appropriate tools and equipment.
7. The museum endeavours to ensure that exhibits are safe, accessible and
capable of being enjoyed by visitors of all ages and abilities through appropriate
design meeting all municipal, provincial and federal legislation including;
building codes, fire & safety codes, firearms regulations and disability
legislation. Particular attention will be paid to display level, doorway and aisle
details to accommodate wheelchair access wherever practical.
8. Exhibits involving machinery and /or tools will be staffed by only those trained to
operate such equipment safely. Safe operation includes, personal, public and
artifact safety and will not be undertaken if any are compromised.
7. COMMUNICATION & EDUCATION
1. The museum will ensure that exhibits effectively promote learning and
enjoyment as defined in the museum's statement of purpose.
2. The museum has an exhibition schedule comprising a mix of presentation forms
that will meet a range of visitor needs. Rotation of styles of interpretation and
display content will be incorporated to effectively heighten the visitor experience
and meet artifact conservation concerns.
3. The museum does not guarantee to display all artifacts donated to the
collection.
4. Acknowledgment of items on display, donations, and sponsor support will be
made through panels, labeling and /or other means appropriate to the terms of
loan, donor, or sponsor agreements.
8. EVALUATION
Exhibits will be part of a regular process of evaluation, involving visitors, staff and
others.
128
9. BUDGET
A percentage of the budget of Black Creek Pioneer Village will be allocated annually to
cover the costs of exhibition. This may vary from year to year. As exhibitions are
integral to the Village's operation, the funds allocated will be sufficient to ensure that
exhibitions meet the criteria set forth in this policy.
10. ASSOCIATED POLICIES
The Exhibition Policy will be used in conjunction with all established policies and
standards approved for the operation of Black Creek Pioneer Village.
11. POLICY REVIEW SCHEDULE
This Exhibition Policy will be reviewed annually by staff and where necessary, revisions
shall be recommended for approval of the Toronto and Region Conservation Authority.
129
RES. #C20/04 - MEMORANDUM OF UNDERSTANDING ON THE LIVING CITY
BETWEEN TORONTO AND REGION CONSERVATION AND THE
CANADIAN URBAN INSTITUTE
The Toronto and Region Conservation Authority and Canadian Urban
Institute have drafted a Memorandum of Understanding which represents
the commitment of both parties to work together to advance The Living
City program. One of the major joint projects proposed in collaboration
with CUI is the completion of The Living City Report Card.
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Chair and Chief
Administrative Officer be authorized to enter into a Memorandum of Understanding with
the Canadian Urban Institute (CUI) to advance The Living City program through projects
such as The Living City Report Card;
THAT staff continue planning for The Living City Report Card, including securing $25,000
from the Toronto Remedial Action Plan Memorandum of Understanding 2004/2005
budget or an equivalent source and embarking on further fundraising efforts with CUI for
this project;
AND FURTHER THAT staff report back to the Watershed Management Advisory Board
with progress on Toronto and Region Conservation Authority (TRCA) /CUI joint projects
where appropriate.
CARRIED
BACKGROUND
In working towards the realization of The Living City, TRCA is identifying ways to pool knowledge,
experience and expertise through effective partnerships. TRCA and CUI recognize that their programs
and core businesses are very complementary through their shared goals of sustainable communities.
CUI's interest in supporting The Living City initiatives has resulted in the creation of a draft
Memorandum of Understanding (MOU) between TRCA and CUI. The MOU has been compiled as a
letter of agreement which expresses TRCA and CUI's desire to work in partnership to increase their
individual and collective program impacts. It is understood that the Parties will act separately and
voluntarily under this MOU and that neither Party is legally bound by its signing.
The proposed TRCA and CUI MOU outlines five joint initiatives which will be undertaken in
partnership:
• The Living City Report Card;
• Toronto Museum;
• The Living City Advisory Committee;
• West Don Lands; and
• Enough Talk.
130
Upon signing the MOU, TRCA and CUI will appoint representatives to sit on a steering
committee to develop and implement the identified joint projects. The MOU between TRCA and
CUI will be in effect for one year to the.date of signing whereupon the steering committee shall
review it and make any necessary adjustments. Amendments to the MOU will be permitted with
the mutual consent of both parties through the steering committee and it can be terminated by
either Party with 30 days written notice to the other Party.
Preliminary planning has been underway for the most substantial project which will be completed
under this MOU, The Living City Report Card. This project, formerly known as the Regional Report
Card, has been renamed to reflect a focus on The Living City objectives.
At Authority Meeting #7/02, held on July 26, 2002, Resolution #A202/02 was approved as
follows:
THAT staff be directed to compile an inventory of all organizations and municipalities in the GTA
that prepare state of the environment reports or report cards on how governments, business or
industries are doing with respect to the environment;
AND FURTHER THAT staff report on the potential of joining with these organizations in the
development of one regional environmental state of the environment report.
A progress report on the formerly named Regional Report Card was brought to the September 12,
2003 Watershed Management Advisory Board (Resolution #D69/03).
The Living City Report Card will be led jointly by TRCA and CUI in conjunction with the Toronto and
Region Remedial Action Plan (RAP) Team, for which TRCA is the implementation coordinator.
Suzanne Barrett, under contract with CUI, will be the project manager for this initiative. The
involvement of other organizations will continue to be explored in the planning process.
FINANCIAL DETAILS
The Living City Report Card will be the first major joint project under the MOU and will be completed in
2004. A draft workplan for the delivery of this product has been prepared. As a RAP Team member,
TRCA will work with Environment Canada and Ministry of the Environment representatives in order to
secure $25,000 under the RAP Memorandum of Understanding (MOU) to contribute towards this
project. Other equivalent funding sources will also be investigated.
Report prepared by: Lisa Turnbull, extension 5325
For Information contact: Lisa Turnbull, extension 5325
Date: April 14, 2004
131
RES. #C21/04 - HURRICANE HAZEL
Approval in principle for production of a 30- minute documentary on
Hurricane Hazel and the resultant work of the Toronto and Region
Conservation Authority, as well, a change in company that we retain to
produce this documentary.
Moved by:
Seconded by:
Bill O'Donnell
Maja Prentice
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Harvest Television be retained to
produce a 30- minute documentary on Hurricane Hazel and the work of the Toronto and
Region Conservation Authority (TRCA) at a cost not to exceed $95,125, excluding GST,
subject to all funding being confirmed by TRCA and Harvest Television International prior
to May 31, 2004;
THAT should TRCA decide not to proceed with the project due to lack of funding
commitment from third party sources available by May 31, 2004, that TRCA will not be
responsible for any payment to Harvest Television International;
THAT approval to enter into an agreement with Harvest Television International be
subject to a contract to be negotiated to the satisfaction of TRCA staff and solicitors;
AND FURTHER THAT the appropriate TRCA officials be authorized and directed to
execute all necessary documentation required.
CARRIED
BACKGROUND
2004 is the 50th anniversary of Hurricane Hazel and TRCA staff are planning promotional
activities around the 50th anniversary including: a public event hosted by TRCA; public
plaguing at the Old Mill / Bloor Streets; and presentations led by TRCA staff on TRCA's science
/ engineering aspect of flood management and emergency preparedness of storms.
At Authority Meeting #3/04, held on March 26, 2004, Resolution #A75/04 was approved as
follows:
THAT Robert Appelbe Productions Inc. be retained to produce a 30- minute documentary
on Hurricane Hazel and the work of the Toronto and Region Conservation Authority
(TRCA) at a cost not to exceed $125,000, excluding GST, subject to all funding being
confirmed by Robert Appelbe Productions Inc. prior to May 3, 2004;
THAT should TRCA decide not to proceed with the project due to funds not being
available by May 2, 2004, Robert Appelbe Productions Inc. be reimbursed for expenses
incurred up to a maximum of $5,000;
THAT approval to enter into an agreement with Robert Appelbe Productions Inc. be
subject to a contract to be negotiated to the satisfaction of TRCA staff and solicitors;
AND FURTHER THAT the appropriate TRCA officials be authorized and directed to
execute all necessary documentation required.
132
This Hurricane Hazel documentary idea was developed by TRCA staff, who approached
different companies about it initially. Robert Appelbe's proposal came in, and following that he
submitted an agreement which was reviewed by TRCA staff and TRCA's lawyer as per
Authority direction. The agreement that was submitted by Robert Appelbe Productions Inc. was
not acceptable to TRCA and staff determined that an agreement, satisfactory to TRCA staff and
solicitor, cannot be achieved.
RATIONALE
TRCA has received a proposal from Harvest Television International in the amount of $95,125.
Harvest Television has also extended the offer to cover the initial up -front research
development expenses to bring this project to the point where a first draft script could be
prepared. As well, Harvest Television has significant experience in producing documentaries
and environmental documentaries in particular. Given that this proposal is the lowest bid
which meets TRCA's specifications, staff are recommending proceeding to negotiate an
agreement with Harvest Television.
The 50th anniversary of Hurricane Hazel presents an excellent opportunity to capture, in an
engaging way, the important work of TRCA in the area of storm / flood management and safety
measures that have been subsequently put into place by TRCA.
Staff has entered into discussions with Harvest Television in regards to the proposed
documentary as a complement to the proposed recognition events, and as a possible method
of revenue generation.
The documentary will be produced as a television grade documentary that will reflect back to
1954, where we start with our chronological account of when Hurricane Hazel hit the Toronto
area. In continuation from the introduction, the story will communicate who the TRCA is and
how they have evolved since 1957. The documentary will be produced in digital video "film
style" with professional filmmakers, employing Harvest Television International's location
production facilities. Once the script has been developed, written and approved, the initial
creative intent is to employ a host who will communicate each component of the storyline. We
envision the anchor's dialogue to be shot entirely at exterior locations that are appropriately
suited to, and will support the story.
Understanding that the project will initially be developed for release on DVD and VHS, the
TRCA presentation will be produced as a professional broadcast quality presentation, in a
format that is recognized by television stations and networks. The overall tone will be
entertaining with engaging dialogue and visuals, supported with high quality, interesting
graphics and titles, additional voice track recording, music, sound sweetening and effects, all
produced in Harvest Television International's studio facilities.
The footage will be a combination of stock footage and present day live footage. Live
interviews will be filmed in innovative ways.
Once the project is fully completed and business matters finished, the Toronto and Region
Conservation Authority will possess full and complete ownership of the documentary, including
all rights to any film clips that Harvest Television provides from it's own database.
133
The producer will arrange for and will deliver all necessary digital television videos accounted
for within the production budget, and will also arrange for and have delivered to TRCA all DVD
and VHS cassettes as required for direct sales.
The video is an excellent way to build awareness of TRCA (what we do, how we evolved and
our relevance today), and to clarify misconceptions of the effects that storms have to our
watersheds.
This entertaining and informative video promises to get the media's attention and as the topic is
hot and in the media, we believe sales of this video at our conservation parks and other
facilities will prevail.
Benefits of the Project
• Renew the focus of TRCA's relevant work;
• Recognize the issues around storm / flood management;
• Clarify any misconceptions of the effects that storms have to our watersheds;
• Revenue generating initiative;
• Open the door for potential partnerships with the media and other sponsors;
• Present The Living City messaging;
• Raise awareness of TRCA's role in the community;
• Increase donations to the Conservation Foundation.
FINANCIAL DETAILS
Upon recommendation from the Business Excellence Advisory Board to the Authority, and
development of a contract to the satisfaction of TRCA staff and solicitor, opportunities for
financial support will be explored. The producer will approach potential sponsors /
broadcasters for funding. Also, the producer will require assistance from Authority Members
and the Conservation Foundation Board of Directors to approach stakeholders / partners as
there are excellent funding opportunities with existing relationships that members have with
corporate donors and municipal, provincial and federal partners.
Funding for the documentary will come from as many federal and provincial funding agencies
as possible, and from any eligible federal and provincial production tax credits where
applicable. Television pre -sale commitments will be funded through TRCA with that money
flowing directly back to TRCA upon payment from that television company.
If TRCA is unable to get preliminary interest and potential funding commitments by May 31,
2004, TRCA will withdraw from the project. Harvest Television International is very interested in
producing this documentary and is prepared to take on the financial risk to carry out
preliminary upfront investigative research work at no financial cost or commitment from TRCA.
While this project is being developed as a 50th Anniversary presentation to be sold as a video
documentary, it will also yield many offshoot benefits. The educational benefits for schools,
libraries, websites, information kiosks and television are excellent and will yield returns on our
investment.
134
• Black Creek Pioneer Village, Kortright Centre and the conservation areas, including
campgrounds, had seen diminished revenues as a result of a number of events including
SARS, the threat of West Nile virus, the decline in value of the U.S. dollar in relation to the
Canadian dollar and the weather.
• The August electricity outage had an impact, particularly on Black Creek Pioneer Village
which was closed on the weekend of the power shortage and lost significant revenue.
Staff advised that if no further action was taken to deal with the reduced revenues and
unplanned expenditure increases, a significant deficit, possibly as high as $500,000 was likely.
Staff identified a number of actions which were taken to mitigate this potential deficit.
RATIONALE
Attached is a high level summary of actual variances from budget as of December 31, 2003.
The 2003 Audited Financial Statements are included on the agenda as a separate
communication.
The 2003 actual operating results, as compared to the 2003 budget, produced a modest
surplus of $38, 940. On page one of the attachment are variances in terms of net
expenditures. Of note are the following:
• Black Creek Pioneer Village had a revenue shortfall of almost $400,000 primarily due to the
impact of SARS and resultant the poor visitation. This was offset partially by expenditure
reductions but still resulted in a shortfall of $194,171.
• Conservation parks and campgrounds experienced similar results in which revenues were
down by $147,401 and expenditures reduced by about $59,000 leaving an overall shortfall
of $88,760.
• Gapping and deferral of watershed projects produced net under expenditures totaling
about $360,000.
• Similarly, gapping in Finance, Corporate Services, Marketing and Communications and
higher than anticipated tax rebates in Finance and Business Development offset over
expenditures resulting from the ORC land transfer not occurring and other higher than
anticipated expenditures.
• Conservation Foundation (CFGT) funding was higher than anticipated.
Page 2 of the attached report is a summary of the operating budget results for the year.
The 2003 actual capital results , as compared to the 2003 budget, produced a surplus of
$223,314:
• Land acquisition funding was not achieved and as a result very little activity occurred.
• The head office infrastructure project was overspent by $38,630 due to unbudgeted costs
for the biowall.
• A significant number of environmental projects were deferred including Toronto RAP
projects and Peel natural heritage projects.
• Groundwater studies were deferred as TRCA and municipal staff waited for provincial
clarification and regulations.
• Water Management Projects in Peel and York were unspent at year end because of the
volume of mapping work being undertaken resulting in delays in payment until work
completed satisfactorily in January /February of 2004.
136
The project will be edited to a finished length of 28 minutes 30 seconds in the event the story is
aired on television. Harvest Television will provide the Telecaster Canada certification number
as required by the CTRC for all broadcast programming and television commercials.
Potential Funding Sources:
• Sponsors: Would give a letter of credit, line of credit or cheque.
• First Position Network Sale: If it's commissioned, they would have input, and the funding
would be in the $15,000 - 25,000 range, depending on the product and what time slot it
could go into. If its an acquisition, they wouldn't have input and the funding would be in the
$2,000 - 5,000 range. (these are approximate numbers)
• TV Stations: A licensing fee of $25,000 - 30,000 is a ballpark and they would have minimal
input.
• Pre -sale from Television Networks: Licensing fee commitment. When we deliver the video
they pay us.
• Provincial /Federal Funding Agencies: Telefilm Canada, Ontario Media Development
Corporation outright investment grant.
• TRCA's List of Sponsors: Would give a letter of credit, line of credit or cheque.
• Federal / Provincial Tax credit could be approximately 20% of labour cost.
• Other sales to various markets.
Report prepared by: Deanne Rodrigue, extension 5359
For Information contact: Deanne Rodrigue, extension 5359
Date: April 13, 2004
SECTION IV - ITEMS FOR THE INFORMATION OF ANOTHER BOARD
RES. #C22/04 2003 YEAR END FINANCIAL PROGRESS REPORT
Provides information on the Toronto and Region Conservation Authority's
(TRCA) financial performance to December 31, 2003, in relation to the
2003 approved budget.
Moved by:
Seconded by:
Maja Prentice
Dick O'Brien
IT IS RECOMMENDED THAT the Financial Progress Report dated December 31, 2003, be
received.
CARRIED
BACKGROUND
In 2003, staff provided several financial progress reports which identified a number of issues
which had the potential to affect the 2003 financial performance of the Toronto and Region
Conservation Authority (TRCA) including:
135
• Erosion control projects particularly the Highland Creek weir project deferred by mutual
agreement with the City.
• Projects for Port Union and Mimico delayed due to TWRC negotiations and Humber Bay
Shores (Etobicoke Motel Strip) due to on -going litigation.
• "Other facilities retrofit" was underspent due primarily to deferral of campgrounds
expansion.
Page 3 of the attached report is a summary of the capital project spending for the year.
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: April 05, 2004
Attachments: 1
137
Attachment 1
ACTiVITY
FINANCE & BUSINESS DEVELOPMENT
Administration
Rental Properties
Greenspace Protection &Acquisition
Black Creek Pioneer Village (incl Food)
Food Services(excl. internal)
WATERSHED MANAGEMENT
Program Administration
Development Services
Watershed Strategies
Resource Science
Environmental Services
C.A. Public use & Land Management
Enforcement and Security
MARKETING AND DEVELOPMENT
Marketing
Communications
CAO'S OFFICE DIVISION
Corporate Services
Conservation Field Centres
VEHICLE & EQUIPMENT
Acquisitions and Maintenance
Program recoveries
Operating total
Levy/ Grant 4 Deficit /(Surplus)
CAPITAL
Land Projects
Admin Infrastructure
Enviro. Projects
Erosion /Flood Control
Waterfront incl. Port Union
Other Infrastructure
Capital total
Levy/ Grant & Deficit / (Surplus)
Total Deficit / (Surplus)
PROGRESS REPORT AS OF DECEMBER 31. 2003
SUMMARY OF ACTUAL VARIANCES AT DECEMBER 31.2003
Expenditures Revenue Net Expenditures
$ Over/(Under) $ Over/(Under) $ Over/(Under)
Brief Explanation
24.835 44,838 (19,801)Job reclassification, extra interest earnings.
(352,313) (487.399) 135.088 Ont. Realty Corp. rental housing not transferred
ef.
(88,329) 7.317 (93,848)Gapping and higher fax rebates.
(107,088) (391.257) 104,171 SARS and general economy impact on attendance
and film revenue.
(217,128) (203,257) (13,871) Wedding Business down.
(84,173) (18.804) (87,369)Gapping
03,447 47,230 48,217 Gapping net of unbudgefed OMB hearing costs.
Rev.up from new fees
(358.189) (209289) (148,920)+tems deferred, Less Other funding .secured.
288.723 254.211 34,512 Reclassifications more staff, Special projects
(58.552) 91,382 (140,914)Some planting projects at less than budget.
(58.841) (147.401) 88.780 SARS and economic impacts.
(3203) (9.095) 8.702
(9.571)
(57,218)
(27,388)
0
0
(59,916)
(137.388) (119,895)
(8.808)
(81,348)
(89,955)
0
(1,308.197)
(1270,191)
934
(3288,838)
130,939
(1,580,588)
(1.140.732)
(3,380,758)
(773,388)
(9,991,141)
(9,571)Gapping.
(57,216)Items deferred,
32,527 CAO search under budget net of staff shift and ads
for new staff Less related reserve $ applied
(17,874) Teachers actions affect attendance, Prog.
development deferred due to unavailable funding.
(857,317)
857,317
(3,319,450)
92,309
240,791
(508,017)
(803,411)
(426.011)
(38,940)
(47,188) Very little funding available for land Acquisition
38,830 Actual pace of work higher than budget.
(1.831,783)Actual pace of work less than budget. Some
special funding secured.
(32,715)Lowerpon Flood E.A. was delayed until final
agreement negotiated.
(2,557,345) Humber Bay Shores still in litigation, Port Union In
negotiations with TWRC.
(347,357)Nursery Relocation deferred, other projects of
different paces
(4,723,78
(5.141.80 3 36,128)
(275,068)
OPERATING:
ACTIVITY
FINANCE d BUSINESS DEVELOPMENT
Administration
RIM! Properties
Oreenspace Protection 8 Acquisition
Black Creek Pioneer Wage
Food Services (excl. internal)
WATERSHED MANAGEMENT
Program Administration
Development Services
Watershed Strategies
Resource Science
Environmental Services
C.A Pubic Use/ Land Management
Enforcement and Security
OFFICE OF THE CAO
Marketing
Communioations
Corporate Services
Conservation Field Centres
VEHICLE 6 EQUIPMENT
Acquisitions and Maintenance
Program recoveries
OPERATING SUMMARY'
TOTALS
Net Expenditures funded by:
MNR TRANSFER PAYMENTS- PROGRAM OPERATING AND
MUNICIPAL LEVY
Deficit !(Surplus)
• Net Expenditures in this document consist of the Muni
•• CFGT stands for Conservation Foundation of Greater Toronto
Page 2
THE TORONTO AND REGION CONSERVATION AUTHORITY
ipr.181134 B.EA B: PROGRESS REPORT FOR DECEMBER 31. 2003
< - -•••— --- .•••• -.- -• 2003 BUDGET
GROSS 3PERATING
EXPEND. REVENUE RESERVES CFGT
------ >
OTHER NET
REVENUE EXPEND.
<-- • ----
GROSS
EXPEND.
-- —
OPER.REV.
2003 ACTUAL TO DATE
OTHER
RESERVES REVENUE
—• —>
• NET
EXPEND.
$ $
$
i
S $
$
$
$
$
$
1602.900 300.000
80.000
1,302.000
1,887,735
351,420
488
52,740
1383,090
1.344.200 1.974.400
(030.200;
091.887
1,487,001
(405.114;
1,323.700
65400 1,268.700
1,237.371
132,317
1,176,054
3.074.700 1.915,800
370.000 1,689.100
3.777,814
1,503.881
224.871
1,883271
1.085.900 1.085,900
808,772
882.043
(13.871;
9,301.400 5.275,000
80.000
426400 3.830.500
8.603.379
4.287.251
480
277.411
3,832.439
246,300
79,400
10.000 155,800
101,127
7,308
05.228
88,631
1.327.200 800.000
85.000
30.000 642.200
1.420.647
794.154
23,077
688.417
1,856.900
421,000
897.100 637.800
1.299.711
144.649
332,181
300.880
1.081400
10.000 1.071.000
1.389.723
211,727
52,484
1.105,612
1,882.100 701,800
251.700
400.000 418,800
1603648
851,570
(3,802)
403,174
288,080
4,737,000 3,847,100
88,300
5,000 818,800
4.878,359
3,852.383
4,978
38.780
905.380
348,900 10.000
330600
343.807
6
343,002
11,255,400 6.338.900
79,400
800600
1.152.100 3.879.000
11 ,078.723
6,861,750
88,402
939,885
3,890.088
124.500
124.500
114.929
114,929
613.700
613,700
460,484
460,484
881,0000
80,000
801,000
834,212
84
834,127
1,914,900 1390,300
12,000
122400
83,500 307,100
1,777,632
1,258.199
100.733
280,428
3.414,700 1.390,300
72.000
122.000
83.500 1.740,900
3.183,157
1,250,283
100.733
1694,987
780.800
100,000
800.600
751,994
30,046
3,283
(800.000)
(880.000) (721,9481
(3.283;
100.000 0
100.000
0
0
30,046
0
30,046
0
0
24,161,500 12,005,100
311.400
928,000
1,660,600 9256,400
22,853,303
11,205,290
96.913
1.323.829
9,218.394
tOMINISTRATION
845.800
845,753
8.410,600
8,411,581
9256.400
9,257.334
(38.940
.. r c r,T 44...r,e few r...•......w..., c.......r,t:......I r:...r.r T.•••••••
139
Gapping
OMB Costs
CAPITAL 6 OTHER PROJECTS:
ACTIVITY
Page 3
THE TORONTO AND REGION CONSERVATION AUTHORITY
Apr.1604 B.E.A.B: PROGRESS REPORT FOR DECEMBER 31, 2003
4 2003 BUDGET a
GROSS OPERATING OTHER NET
EXPEND REVENUE RESERVES CFOT MUNICIPAL EXPEND.
4 2003 ACTUAL TO DATE -- - -- >
OROSS OPERATING OTHER NET
EXPEND. REVENUE RESERVES CFOT FUNDING EXPEND.
FINANCE 6 BUSINESS DEVELOPMENT
Waterfront Open Space
Oroerrspace Acquisition Project
Natural Areas Protection
Ontario Realty Corp
Administrative Office
Information technology
WATERSHED MANAGEMENT
Rehabilitation -
Toronto RAP Implementation
Peel Natural Heritage Protect
York NatuW Heritage Project
Watershed Monitoring
Potion funded from Toronto RAP
Groundwater Studies
Portion funded from Toronto RAP
Terrestrial Natural Hentag•
Portion funded from Toronto RAP
Floodplaln mapping
Portion funded from Toronto RAP
Peel Water Management
Durham Water Management
York Water Management
Water Management Cost Centres
Reversal of funding from core Projects
Stewardship Cost Centres
Reversal of funding from Dore Projects
Education Cost Centres
Reversal of funding from core Protects
Bridwoks Regeneration
Erosion Control.
City of Toronto
Flood Control:
Loeser Don Lands
Lake Ontario Waterfront Regeneration:
Toronto & Durham
Port Union Waterfront
Humber Bay Shores Project
Public Use Infrastructure Project
Other Fadlfes Retrofits
Drinking Water System Upgrades
NodrigM Living City Centre
Nursery relocation
BCPV Retrofit & Development
CAPITAL SUMMARY*
TOTALS
Net Expenditures funded by
MUNICIPAL LEVY
Capital Deficit !(Surplus)
9 9
500,000
2.500,000
1300,000
540,000
300,000
2,025.800
016.eoo
480,300
1367.900
800300)
005,600
(100,000)
475,000
(75,000)
587200
(180,000)
843.000
150,000
303,500
573,600
(573,500)
472.200
(178,000)
107,000
(113200)
1.855.400
800,000
2.876,300 100300
3.025,000
1,530200
358,700
540900
114,800
100,000
500.000
760.000
9 9
600.000
265,000
9
226.000
(100,000
150,000
040,000
300,000
1,653,300
407,300
210,400
817,800
565,600
135,000
407,200
843.000
1699,000
303,500
9
41,388 4,408
174,470
321,050
105,650
20,675
781,625
370,414 5,000
9
9 9 9
1.000
0,712
174,308
105,547
35,080
143,183
147,548
3
87,300 094,210
374,414
1,720,721 16234 47,050 335,083 1,322,346
337,058 5,810 20945 0,500 5,705 204,008
410,689 87.700 12,341 159.705 170,744
046,121
(210,000)
438,718
(100300)
504.760
(79.408)
352,507
(150,712)
23,100
445.720
107.450 4,422
170,633
122.462 700459
(210,000,
2.600 435,218
(100,000
250,301 121.000 214,408
(70,408'
352,007
(150,712:
451,810
(382,417)
117900 386,760 33.054 10,150
(131,772)
48,200 228,436 10,160 0.310
(120,381)
10.000 436,720
103,037
170,033
59,008
122,535
31,407
382.418
(382,417'
214,025
- (131,772)
177,503
(120,391)
27207 1,012 0,738 18.047
1.762200 1,278,346 7,000 15902 107.540 1,148,108
240,323 265,035 (18,713
2.038.300 2,534.046 802,284 (100,151) 6948 151.040 1,876.228
1,025.000 1,000,054 1975,646 (1360,602
815,100 020,843 313.422 313,421
358.700 200,740 2,340 1,403 286907
040,600 460,304 12,814 440,550
114,800 155,85 155985
02.507 50,000 12,007
68,028 172934 (114,200)
750900 652,318 42388 1,425
5,000 013.004
24,754,700 100,000 500,000 265,000 14,668900
14,763,569 3,179,362 (112,666) 369,443 2,026,962 9,291,064
14,668,800
14,668,800
(100,000
9,527,191
9,627,191
(236,128
TOTAL OPERATING 6 CAPITAL
48,916,200 12,105,100 811,400 1,193,000 0 23,825,200
37,616,852 14,384,552 (15,742) 1,378,310 3,340.702 18,500,467
140
11.. NEW BUSINESS
TERMINATION
ON MOTION, the meeting terminated at 10:30 a.m.., on Friday, April 16, 2004.
David Barrow
Chair
/ks
Brian Denney
Secretary- Treasurer
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #3/04
June 11, 2004
The Business Excellence Advisory Board Meeting #3/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, June 11, 2004. The Chair Maja Prentice, called
the meeting to order at 9:12 a.m.
PRESENT
Bas Balkissoon Member
Rob Ford Member
Dick O'Brien Chair, Authority
Maja Prentice Vice Chair
REGRETS
David Barrow Chair
Frank Di Giorgio Member
Bill Fisch Member
Peter Milczyn Member
Bill O'Donnell Member
RES. #C23 /04 - MINUTES
Moved by:
Seconded by:
Rob Ford
Dick O'Brien
THAT the Minutes of Meeting #2/04, held on April 16, 2004, be approved.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C24 /04 - GREENWOOD CONSERVATION AREA MANAGEMENT PLAN
Approval of Greenwood Conservation Area Management Plan.
Moved by:
Seconded by:
Bas Balkissoon
Rob Ford
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Greenwood Conservation
Area Management Plan, dated May 2004, as attached, be approved;
41
THAT staff circulate the Greenwood Conservation Area Management Plan to the Town of
Ajax, the City of Pickering and Durham Region for endorsement;
THAT staff send a letter of thanks to the members of the Greenwood Conservation Area
Management Plan Advisory Committee for their dedicated assistance with the
preparation of the management plan;
THAT the Greenwood Conservation Area Management Plan be circulated to members of
the advisory committee, the Town of Ajax, the City of Pickering and other appropriate
agencies, groups and individuals;
THAT staff prepare a report in the fall of 2004 on management plan implementation and
stewardship, including the integration with a Watershed Plan for Duffins Creek and
Carruthers Creek;
AND FURTHER THAT the Toronto and Region Conservation Authority (TRCA) and Town
of Ajax staff be directed to utilize the Management Plan (Strategy) for Public Use on
Conservation Authority Lands (1995) when considering new public uses in the
Greenwood Conservation Area (CA).
CARRIED
BACKGROUND
The Greenwood CA comprises approximately 287 hectares of greenspace on Duffins Creek,
which is located in the Town of Ajax and the City of Pickering in the Regional Municipality of
Durham. TRCA and the Town of Ajax reached agreement on the management of approximately
222 hectares of the Greenwood CA effective May 1, 1999. The agreement period was
established for one year with an option to renew by mutual consent. Starting in 1999, the Town
of Ajax immediately opened the CA for public access seven days a week and provided a
significant staff presence to maintain and improve the area. TRCA continues to manage the
remaining 61 hectares, located in the City of Pickering.
Greenwood CA's strategic location in the southern portion of the Duffins Creek watershed,
close to urban centres, makes it an important area for the provision of greenspace and natural
ecosystem processes within the surrounding urbanizing environment. As a node within the
Duffins Creek watershed, Greenwood CA provides habitat in the form of mixed upland forests,
cedar swamps, wetlands, meadows, riparian habitat and a vibrant fishery.
The property hosts a number of land uses, including recreation in the form of group picnics
and group camping, hiking and soccer fields, among others, as well as conservation, former
aggregate extraction sites and forest management programs. Each of these land uses affects
the character and ecological functioning of the CA, and must be carefully considered to ensure
the long -term sustainability of the area's natural, resource and cultural features.
42
In the portion of the Greenwood CA located within the Town of Ajax, the lands to the east of the
Duffins Creek are largely dedicated to low impact public uses and access, including picnick
areas, soccer pitches infrastructure and parking, and other facilities and amenities. This area is
home to summer YMCA camps and other group camp sites. There also exists a loop trail
whose access point is situated close to the parking lot and an access road. Thus, this portion
of the property is more developed in terms of public uses then the lands to the west of the
creek.
To the west of the creek, there is a large tract of healthy, diverse forest which provides the
habitat requirements for many species of flora and fauna, including many species of concern.
Also in this section of the CA, there exist several softwood plantations which are managed by
TRCA's Managed Forest Program. In addition, there are a variety of hiking trails which dissect
this large forested area providing access to this scenic landscape.
The Town of Ajax manages this property, under management agreement with the TRCA, and
as such manages the day -to -day operation and the maintenance and upkeep of trails, facilities
and infrastructure. Town staff also develop and coordinate programs, activities and events,
such as the yearly fall festival "Pumpkinville" and Winterfest.
The Rodar property, located in the City of Pickering, and managed by TRCA is Tess developed,
containing a small parking area, a trail system, successional meadows, plantation forests and
mature forests. This portion of the CA offers opportunities for passive public use, including
interpretive trail systems and associated programs. Once actively managed by the TRCA, the
area provided group camping opportunities for scout and guide groups in the now
regenerating meadows situated on the tablelands west of the Duffins Creek. Due to financial
constraints, this portion of the Greenwood CA property is no longer managed as an active site.
As a result, any public uses occurring at the site will be restricted to passive uses such as
access to the Trans - Canada trail and other local trails.
The TRCA initiated the preparation of a comprehensive management plan for the Greenwood
CA in the spring of 2002. At Authority Meeting #6/02, held on June 21, 2002, the TRCA
approved Resolution #A155/02 for the process for preparing a management plan for the
Greenwood CA as follows:
THAT staff be direct to assist the Town of Ajax with the development of a Greenwood
Conservation Area Management Plan;
THAT staff be directed to establish an Advisory Committee, which would include
members of the public, interested community groups, the Town of Ajax and the City of
Pickering to assist with the development of the plan and facilitate the opportunity for
public input;
THAT the management agreement with the Town of Ajax for the Greenwood
Conservation Area be renewed for one year;
AND FURTHER THAT Authority staff work with municipal staff towards consolidating
these lands and other suitable green space lands under a comprehensive management
agreement with the Town of Ajax.
43
The purpose of completing the Greenwood Conservation Area Management Plan was to
examine the lands in detail and establish an appropriate type and level of management to
ensure environmental sustainability of these lands into the future.
The plan was undertaken in three phases. Phases one and two focused on project start-up,
background reports, general management zone development and detailed plan and
recommendation development. The final phase included plan integration, finalization and
approval.
At the start of the management plan process, TRCA worked with the Town of Ajax to establish
an advisory committee consisting of representatives from the community and from stakeholder
groups. Members from the following groups participated:
• Town of Ajax
• Ajax Recreational Advisory Committee
• Ajax Environmental Advisory Committee
Heritage Ajax
Duffins Creek Watershed Task Force
TRCA
The advisory committee assisted TRCA staff in finalizing the project Terms of Reference,
determining the management zones and management'recommendations, and in developing
the Trail Plan. The committee also provided technical input and assisted with the public
consultation program regarding the management plan.
The public consultation program for this project consisted of four public meetings where the
vision statement, proposed management zones, management guidelines and
recommendations were presented. In addition, newsletters, questionnaires and comment
sheets were provided to describe the project and invite public input.
Plan Vision, Goal, Objectives and Management Principles
The vision statement, goal, objectives and management principles were developed by the
advisory committee to be consistent and integrated with a Watershed Plan for Duffins Creek
and Carruthers Creek.
Vision:
The Greenwood Conservation Area, with its unique natural features, including environmentally
significant areas, spectacular vistas, healthy and diverse forests, regenerating areas, and a
vibrant fishery, will become a model for public land stewardship. The property will be carefully
managed and monitored, using an approach which balances the ecological, social and
economic needs of the natural and human communities of the area. This approach will protect,
conserve and regenerate the ecological integrity of the area, while ensuring the long -term
sustainability of the outstanding environmental features and natural systems. Human activities
and appropriate public uses will occur in harmony with the ecosystems of the property.
44
Goal:
To protect and manage Greenwood Conservation Area with an ecosystem approach and in
consultation with the community, ensuring sustainability of the natural and cultural heritage
resources, while also encouraging a diversity of outdoor recreational and educational
experiences that are compatible with healthy watersheds, respect the unique character of the
area and which are sustainable in environmental, physical and economic terms.
Objectives:
Natural Heritage - To protect, restore and regenerate the natural ecosystems by ensuring the
health and diversity of native species, habitats, landscapes and ecological processes.
Maximize linkages and connectivity of the natural heritage features to one another and to
adjacent areas;
Cultural Heritage - To identify, protect and conserve the cultural heritage features for their
inherent value and depiction of the Tong -term human use and occupancy of the area;
Land Use - To ensure protection of the ecological integrity and cultural values of the land
through innovative planning, management and appropriate conservation, recreation and other
land uses;
Management - To manage the Greenwood CA in a manner that will ensure the achievement of
all objectives and to provide for ongoing public involvement in the management process;
Education - To promote knowledge and understanding of the natural and cultural values of the
land and water, their protection and management requirements, as well as their significance,
sensitivities and interrelationships;
Stewardship - To promote and facilitate the ongoing public involvement towards partnerships
that will foster sustainable living and will accomplish watershed management objectives, as
well as implement Management Plan recommendations;
Recreation - To provide recreational opportunities which are consistent with all other
objectives.
Management Principles
1. Conserve, protect and regenerate the ecological integrity of the area.
2. Ensure natural and cultural heritage sustainability with a cost effective approach.
3. Promote and monitor the use and enjoyment of the land ensuring minimal impact to the
natural environment by striving for a balance between natural heritage and appropriate
public uses.
4. Promote cooperation and develop awareness between all stakeholders and form
partnerships that will enhance stewardship and provide protection of the lands.
5. Promote active community involvement and develop community stewardship that will foster
an integrated approach to land use planning and implementation strategies.
6. Recognize, integrate, promote and enhance linkages between the Greenwood CA, the
Duffins Creek watershed and other natural and cultural features.
7. Utilize flexible management approaches and continually evaluate management options to
ensure the operations and existing infrastructure are both effective and appropriate.
45
8. Restore and naturalize Area of Concerns (AOC)s on the Greenwood property.
9. Utilize best practices in regards to erosion and forest management.
10. Expand public land holdings through acquisition, conservation easements, donations and
planning incentives.
11. Effectively manage public use safety issues.
12. Promote accessibility to the Greenwood CA and its various facilities, wherever possible.
Plan Description
The Greenwood Conservation Area Management Plan was based on the management zoning
approach that TRCA has used since 1997, starting with the Claireville Conservation Area
Management Plan. The management plan was developed by using an ecosystem approach
which identified and ranked the natural and cultural heritage resources for the entire property.
All of the resource information was integrated to define the management zones and determine
their boundaries and potential for public use.
A maximum total of eight management zones, which identify appropriate resource uses within
each zone, were determined for the property. The zones included Nature Reserve, Natural
Environment, Primary Restoration, Secondary Restoration, Public Use - recreation, Public Use -
lease, Public Use - park operation and Special Management Zone. Approximately 93 percent
(268 ha) of the property has been designated as Natural Reserve, Natural Environment,
Primary Restoration and Secondary Restoration Zones. Permitted resource uses in these
zones will range from no formal active use to low intensity trail and nature appreciation uses.
The final routing of all trails will be field checked to ensure environmental suitability. The
designated Public use - recreation zones were established to provide safe public access,
parking where appropriate, staging areas and trail head information as well as picnicking
areas.
Through research, analysis and consultation, detailed management recommendations and trail
plans were developed and are included in the plan. At the final meeting of the Greenwood
Conservation Area Advisory Committee, held on June 8, 2004, the committee recommended
that the management plan be sent to the TRCA for approval.
Copies of the Management Plan and a colour map of the management zones will be available
at the meeting.
RATIONALE
A management plan for the Greenwood CA was needed for the following reasons:
• Provide a framework and guidelines for the active management of the Ajax portion of
the property by the Town of Ajax;
• Integrate Duffins Creek watershed planning with land management activities and
requirements;
• Provide a framework for determining the ecological appropriateness of any proposed
active use to ensure that the integrity, diversity and sustainability of the property be
maintained;
• Provide an integrated trail plan that would ensure appropriate and safe active use while
reducing negative impacts on the environment;
• Prepare for various land use changes in the surrounding area and increased demand
on publicly accessible greenspace;
46
• Provide the Town of Ajax with a guiding document on how to manage the property over
the long term.
TRCA and Town of Ajax staff have led the development of the management plan with the
advisory committee providing input and direction into the vision, goal, objectives, management
principles, management zones, management recommendations and trail plan. The advisory
committee fully supports the management plan, and in particular the proposed trail plan and
the recommendation for the creation of a community stewardship committee to be involved
with the implementation of the plan.
The proposed management plan guidelines and recommendations have been integrated with
a Watershed Plan for the Duffins Creek and Carruthers Creek and are consistent with the
TRCA's Valley and Stream Corridor Management Program, the Strategy for Public Use of
Conservation Authority Lands, the Terrestrial Natural Heritage System Strategy, as well as the
The Living City Vision.
Individuals who have responded at the public meetings, through letters and questionnaires,
also support the proposed management plan in order to protect the significant greenspace
and only allow appropriate active use of the property. They also requested that any alterations
to the plan must be subject to a public process.
The proposed eight management zones outlined in the management plan are intended to
preserve, protect and enhance the natural, cultural and heritage resources of the area, while
directing the kinds of compatible and appropriate uses that may occur within them. The
management plan also recommends the establishment of a community stewardship committee
to undertake implementation actions with TRCA support. Significant community appreciation,
enjoyment, stewardship and sustainability of the Greenwood CA can be achieved through the
proposed management plan.
DETAILS OF WORK TO BE DONE
• Establish a longer term lease agreement with the Town of Ajax for the management of
Greenwood CA;
• TRCA and the Town will work on implementing the policy for the provision of a Dogs off
Leash area within the Greenwood CA, and will finalize a concept plan for the area with
public input;
• TRCA and the town of Ajax will establish a stewardship committee to assist with the
implementation of the management plan, future planning and specific actions to
achieve the objectives of the plan, including the Trail Plan;
• TRCA, the Town of Ajax and the stewardship committee will utilize the management
plan to assist with private land stewardship, and to respond to land use planning
documents;
• TRCA, the Town of Ajax and Durham Region will Investigate opportunities for property
acquisition as outlined in the plan;
• TRCA will send copies of the management plan, along with a thank you letter to the
members of the advisory committee. Copies of the management plan will also be sent
to the Town of Ajax, City of Pickering and Durham Region for endorsement and request
that the document be used in land use planning and other watershed management
decisions.
47
FINANCIAL DETAILS
TRCA will investigate capital funding opportunities with Durham Region for land management
issues which have been identified in the management plan, including the following restoration
work:
• Forest management;
• Plantings; and,
• Special Management Zone (invasive species research and management).
Implementation initiatives in the town of Ajax portion of the Greenwood CA will be supported
mainly by the Town, with TRCA undertaking restoration work and Trans - Canada Trail routing
through the Rodar property. Provision for restoration work and development of the
Trans - Canada trail in the Rodar portion of Greenwood CA has been included in the TRCA's
2004 budget under account numbers 109 -15 and 109 -16.
Report prepared by: Lisa Roberti, extension 5661
For Information contact: Lisa Roberti, extension 5661 or Mike Bender, extension 5287
Date: April 29, 2004
RES. #C25/04 - BRUCE'S MILL CONSERVATION AREA MASTER PLAN
Master Plan for Bruce's Mill Conservation Area (CA)
Moved by:
Seconded by:
Dick O'Brien
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be directed to develop a
Master Plan for Bruce's Mill Conservation Area (CA);
THAT an advisory committee be established, which would include one member each from
the Rouge Park staff and the Rouge Park Alliance, interested community groups,
business representatives, community residents, agency staff, municipal staff and local
and regional councillors to assist with the development of the master plan and to
facilitate the opportunity for public input;
AND FURTHER THAT the final master plan be brought to the Toronto and Region
Conservation Authority (TRCA) for approval.
CARRIED
BACKGROUND
Bruce's Mill Conservation Area (BMCA) is located in the upper reaches of the Rouge River in
the Town of Whitchurch - Stouffville, Regional Municipality of York. The Bruce's Mill study area
is approximately 118 hectares in size with 89.5 ha of natural cover comprising 52 ha of forest,
2.5 ha of wetland (1.2% of watershed total for forest and wetland combined) and 35 ha of
meadow /successional habitat.
48
BMCA hosts a variety of passive and active public use activities including hiking and
picnicking. There are also several lease agreements for activities occurring on BMCA lands,
including soccer, a driving range and agricultural uses. Additionally, the conservation area
hosts a yearly Maple Syrup festival and an annual Children's Water Festival in partnership with
York Region.
The TRCA has also entered into a long term lease arrangement with the Regional Municipality
of York (Community Safety Village of York Region) for lands situated within the Bruce's Mill
Conservation Area. The area subject to this lease consists of approximately 2 hectares of land,
all of which is table land. Access is provided via the Bruce's Mill main entrance road. The
parking lot located adjacent to the south of the leased lands will be shared by both parties.
The safety village will provide a learning centre for students from York Region, and will create
opportunities for students to participate in Bruce's Mill programs and activities, as well as
ongoing promotion of the Bruce's Mill CA.
Bruce's Mill Conservation Area functions as a significant greenspace area for local residents
and the broader region. Portions of Bruce's Mill CA have experienced an intensification of
uses, including trail use and the development of soccer fields and a driving range. There is
currently also agricultural use occurring on the Bruce's Mill CA lands, in the north -west corner
of the property. While portions of the BMCA lands may be undergoing intensification, other
areas are being actively regenerated and enhanced through changes in public use activities
and environmental practices. This includes the discontinuation of swimming, the
decommissioning of the dam and the increase in naturalizing areas and native plantings.
RATIONALE
It is an appropriate time to complete a master plan for BMCA, as there currently exists no
comprehensive plan encompassing the current and future uses for the area. Land uses within
and surrounding the park have changed significantly over the past twenty years. As a result, a
master plan is needed to provide direction for the BMCA to ensure that it can respond to the
changes in the availability of public funds and evolving concepts in conservation and
sustainability, and move the TRCA towards its goal for The Living City.
A master plan will evaluate the public uses and facilities, the proposed changes to the site and
determine appropriate management actions to ensure the long -term environmental and
economic sustainability of the area. Furthermore, a master plan will evaluate the compatibility
of these various public uses and make recommendations for the future.
Furthermore, BMCA is located in the headwaters of the Rouge River and within the boundary of
the Rouge Park. The TRCA, in partnership with the Rouge Park, are currently developing a
watershed plan for the Rouge watershed. It is therefore important to develop a master plan for
BMCA which is well integrated and aligned with the overall watershed plan.
49
Additionally, the town of Whitchurch- Stouffville has prepared a Recreation Plan to guide public
uses within the Town, and to address growing recreational needs as a result of increases in
population growth. The plan points to a shortage in the availability of recreational space within
the municipality. A master plan for BMCA can help address and compliment some of these
municipal open space needs. This provides an opportunity to develop a partnership with the
Town of Whitchurch - Stouffville, which municipal staff have acknowledged.
The master plan for BMCA will thus aim to address property management and public safety
issues, respond to future demands and growth in the region, integrate and implement Rouge
watershed plan management strategies, establish appropriate environmental protection and
restoration techniques, receive public input regarding appropriate use, development and
management of lands and create a sense of stewardship among users and adjacent land
owners.
The master plan will complement a number of TRCA initiatives, including:
• TRCA's vision for the Living City and Strategic Plan;
• The Rouge Watershed Plan (in progress); and,
• TRCA's draft Terrestrial Natural Heritage System Strategy.
The goal of the BMCA Master Plan process will be to protect, conserve and manage the
property within an ecosystem framework, and in consultation with the community ensuring
watershed health, public enjoyment and environmental sustainability.
For the master plan process, staff will modify the TRCA model for developing a management
plan that has been successfully used at Claireville, Boyd North and Glassco Park, Cold Creek
and Greenwood Conservation Area's. The master plan model will include a description and
evaluation of the property. The plan will also identify specific management zones within which
a certain type of activity may be undertaken. In addition, a detailed site development and
environmental restoration plan will be included along with design guidelines, public use market
analysis, user impact analysis and an implementation strategy.
Staff have recommended the establishment of an advisory committee to provide an integrated
approach to the development of the master plan. The committee will assist with determining
management zones and management recommendations, and provide direction and comment
on the public use development and restoration plans.
The TRCA will select and invite agency and community representatives to be members of the
advisory committee for the duration of the project. Suggested advisory committee
representatives could include:
TRCA - Authority members and staff;
Town of Whitchurch- Stouffville Councillors and staff;
Town of Markham staff;
York Region staff;
York Region Tourism representative;
Rouge Watershed Task Force members;
Rouge Park staff representative;
Rouge Park Alliance representative;
Safety Village representative;
50
Community residents;
Local Business representatives; and,
Public Interest Group representatives.
DETAILS OF WORK TO BE DONE
A project Terms of Reference will be developed by staff and it will include the scope of work
responsibilities and projected timelines. Staff will also establish an advisory committee and
compile all relevant background material on the subject lands into a background report that
will be distributed to the advisory committee.
Following the establishment of management zones, TRCA staff will hire a consultant to
undertake a public use market analysis, user impact analysis, 'green' design guidelines and an
implementation strategy.
It is anticipated that the master plan will be completed by December 2005.
FINANCIAL DETAILS
Provision for the development of the Bruce's Mill Conservation Area Master Plan has been
included in TRCA's 2004 Capital Budget under account 408 -48.
Report prepared by: Lisa Roberti, extension 5661
For Information contact: Lisa Roberti, extension 5661
Date: April 29, 2004
RES. #C26/04 -
Moved by:
Seconded by:
2004 CAPITAL DEVELOPMENT PROJECTS
Approval of the 2004 Capital Development Projects for Public Use
Infrastructure.
Rob Ford
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be directed to implement
the 2004 Capital Development Projects for Public Use Infrastructure.
CARRIED
BACKGROUND
At Authority Meeting #1/03, held on Friday, February 21, 2003, Resolution #A5/03 was
approved as follows:
THAT the Authority approve the projects for 2003 and 2004 as presented.
The projects for 2004 have been revised based on urgency and business growth. Attachment
1 identifies the specific projects by location and estimated costs.
51
The Peel Washroom Upgrades proposal was approved by the Region of Peel for funding in
2004 for washroom renovations for Albion Hills Conservation Area and Heart Lake
Conservation Area.
FINANCIAL DETAILS
Funding for these projects was approved in the 2004 Budget - Operating and Capital at
Authority Meeting #4/04, April 30, 2004. The 2004 Public Use Infrastructure capital budget
totals $351,600 which includes $300,000 from the 2004 capital development budget plus
$51,600 deferral from the 2003 capital development budget. Funding for the Peel Washroom
Upgrades totals $100,000 from the Public Use Retrofit capital budget.
Report prepared by: Derek Edwards, extension 5672
For Information contact: Derek Edwards, extension 5672
Date: May 21, 2004
Attachments: 1
52
Attachment 1
Proposed 2004 Capital Development Projects for Public Use Infrastructure
LOCATION
1 DESCRIPTION
1 ESTIMATE
ALBION HILLS C.A.
Picnic Shelter .
replace roof
5,000
Chalet Upgrades
installation of aluminum siding
8,200
Underground Storage Tank
removal of two UST to comply with regulation
15,000
Albion Hills Beach Centre Washroom
Upgrades
upgrades include installation of energy efficient
fixtures and lighting, non -slip flooring and
painting
24,250
Albion Hills Sleepy Hollow Washroom
Upgrades
upgrades include installation of energy efficient
fixtures and lighting, non -slip flooring, roof repairs
and painting
24,250
ALBION HILLS F.C.
boiler / fire code improvements
10,000
PETTICOAT CREEK C.A.
Pool Washroom Renovations
replace shower floor tiles and paint washroom
3,000
Picnic Area Washroom
upgrades to washroom interior
3,000
Pool Upgrades
pool deck and pump repairs
15,000
Picnic Shelter Roof
replace roof on two picnic shelters
10,000
Consultants Report
conduct audit of pool infrastructure
10,000
LAKE ST. GEORGE F.C.
Dorm 2 - Girls Washroom
renovate washrooms
12,610
Dorm 2 - Boys Washroom
renovate washrooms
12,610
BOYD C.A.
Refreshment Booth Roof
replace roof
8,000
Underground Storage Tank
remove two UST to comply with regulation
9,300
BRUCES MILL C.A.
Chalet Siding
installation of aluminum siding
24,000
Chalet Upgrades
upgrades to utilities and equipment
5,800
Clevis Washroom
repair retaining wall
5,000
Washroom Upgrades
install handwash unit in existing washroom
2,000
CLAREMONT F.C.
Kitchen /Dining Room Floors
resurface floors
4,850
KORTRIGHT
roof repairs for visitor centre and barn
3,000
LAKE ST. GEORGE F.C.
fire code improvements
3,100
BOYD FIELD OFFICE
water system upgrade to municipal service
67,900
GENERAL PROJECTS
200 picnic tables - frames and material
34,435
CA PLANNING
Conservation Area Master Plans
63,771
HEART LAKE C.A.
Beach Centre washroom upgrades include
installation of energy efficient fixtures, windows
and lighting, replacement of partitions, roof
repairs, non -slip flooring and painting
48,500
Contingency Fund
19,024
TOTAL
$451,600
53
RES. #C27/04 - EMPLOYEE EXPENSES POLICY
Approval of the Employee Expense Policy for Toronto and Region
Conservation Authority (TRCA) that consolidates current practices and is
consistent with municipal standards in TRCA's jurisdiction.
Moved by:
Seconded by:
Rob Ford
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Employee Expense Policy as
described in the following report dated May 25, 2004, be approved to be effective July 1,
2004.
CARRIED
BACKGROUND
There are several employee expense policies which have been in place at TRCA for some time.
This new policy was developed to address the need for greater clarity in our expense policies
and to ensure that there is sufficient detail in the application of these proposed policies to allow
consistency across all employees and all situations. As a result of this review, staff are
recommending approval of the Employee Expense Policy as outlined in Attachment 1.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: May 25, 2004
Attachments: 1
54
Attachment 1
Employee Expense Policy
Application
The employee expense policy applies to business related expenses whether expenses are
incurred personally or by use of a corporate VISA card or other transaction. The policy sets
limits on the amounts that staff may claim or spend for expenses and guidelines for
non - eligible expenses. This policy applies to all TRCA employees and volunteers. Member's
expenses are covered under their respective municipality rules.
Receipts or other "proof of purchase" in a form acceptable to the Controller must accompany
all corporate VISA transactions or requests for reimbursement of personal expenses.
1.0 Meals
• Employees may pay reasonable costs for meals for business purposes as long as the cost
per meal does not exceed the day $40 per person limit. When submitting the expense, the
employee must identify the individuals involved and the purpose of the meeting.
• Meal expenses involving only TRCA employees in occasional working meetings must be
approved in advance by the employee's Manager or Director, whenever possible.
• Alcoholic beverages shall not be purchased or reimbursed by TRCA for any reason.
• Receipts must clearly indicate the name and address of the establishment.
2.0 Personal Purchases
• No personal purchases using TRCA credit cards or credit facilities are permitted.
3.0 Vehicle Travel
• Employees shall use alternative travel replacements like conference calling and public
transit whenever possible especially when traveling to locations in Toronto. When
alternatives are not available:
• Employees shall make every effort to use TRCA vehicles when traveling on TRCA
business; when using fleet vehicles all policies and procedures must be observed
including exclusive use of ARI credit cards for fleet servicing and fuel.
• Reimbursement for use of personal vehicles shall be in accordance with the TRCA
policy and rates as approved by the Authority
• Fees for parking while on TRCA business shall be reimbursed.
• Employees who use an Authority vehicle for personal use outside of TRCA's area of
jurisdiction must pay the established per kilometer rate for that personal use.
• Employees who use their personal vehicle for business use are responsible for
ensuring that their vehicle insurance is adequate for business use.
• TRCA staff are responsible for observing all parking and traffic laws; TRCA shall not
reimburse or pay for any fines for violation of any traffic or parking laws; employees who
are charged with a traffic offense or parking violation while using a TRCA vehicle shall
advise the fleet coordinator and /or Manager, Property/Asset Management immediately.
Employees must personally pay any fines or other court costs incurred.
55
• TRCA staff are responsible for recording kilometres traveled using their personal vehicle,
while on TRCA business and may seek reimbursement based on the approved Kilometre
rate. Only travel from one business location to another is eligible for reimbursement unless
the travel is from home to work during non traditional working hours and with the approval
of the director or CAO.
• Toll charges for highway 407 when using a personal vehicle on TRCA business will be
reimbursed. A written 407 invoice is required for reimbursement. All TRCA employees are
expected to use the most cost effective route when traveling on TRCA business and only
use the 407 when other routes are not reasonably available. Employees will not be
reimbursed for 407 travel to and from home except when traveling for business purposes
on non traditional working days. The costs of transponders will not be reimbursed.
4.0 Use of Authority Vehicle for Personal Use
• The policies on the use of Authority Vehicles for Personal Use are contained in the TRCA
Policies and Procedures Manual found in the Lotus Notes database.
5.0 Conferences/Training Courses and Travel
• When attending an approved TRCA function including a conference or training course, and
if meals are not included as part of the program, an employee may charge up to $40 per
day for actual cost of personal meals per person (receipts required); meal costs in excess
of the maximum must be approved by the Chief administrative Officer.
• Expenses relating to conferences must be pre- approved by the employee's manager or
Director.
• Expenses relating to training courses must be pre- approved by the Manager, Human
Resources.
• Accommodation shall be based on best available economy room rates or conference
rates. (Employees must ask for the "government rate" to determine if it is the best rate
available)
• Travel arrangements for air, rail or bus transportation are subject to pre - approval by the
employee's Manager or Director; air /rail /bus travel shall be based on best available
economy fares; travel by other than economy class must be approved by the Chief
Administrative Officer or a Director.
• When traveling on TRCA business, reasonable costs for ground transportation, taxis,
transfers, parking, gratuities etc. will be reimbursed /paid subject to approval by the
employee's manager
• Any travel outside Canada must be approved by the Executive Committee.
• When the Chief Administrative Officer /Secretary Treasurer has been authorized to travel by
the Chair, his or her expense shall be submitted to the Chair or designate for approval.
• For conference and travel expense that is $3,500 or Tess, the approval of the CAO is
required. For expenses over $3,500, the approval of the Executive Committee is required.
6.0 Corporate Credit Cards
• Corporate Credit Cards are provided to senior TRCA managers and selected staff with the
approval of the CAO. Corporate Credit Cards must be used for TRCA business only and
no personal expenses shall be charged to the Corporate Credit Cards.
56
7.0 Telephone Charges
• Personal long distance calling expenses are not permitted to be charged to TRCA credit
cards or telephone facilities, both land lines and cellular.
• Reasonable personal use local telephone services (land lines) is permitted, at the sole
discretion of the employee's supervisor.
• Reasonable personal use of cellular telephone services for local calls shall be permitted,
subject to employee reimbursement for the cost of such calls.
• When attending functions outside of the TRCA local calling areas, only business related
long distance calls shall be reimbursed.
8.0 Clothing /Safety Equipment
• , Employees shall be reimbursed /paid for clothing and safety equipment in accordance with
the Clothing /Safety Equipment policy (see the Uniform Policy in the Personnel Manual in
Lotus Notes database for further information).
9.0 Memberships
• Reimbursement/payment of memberships in any organization must be approved by the
Director and such membership must be of direct assistance to the employees' performance
of their duties.
• TRCA shall not pay for professional memberships of employees who are required as a
condition of employment to maintain a professional designation by way of membership in a
professional organization.
10.0 Tuition
• Tuition for approved courses /programs shall be paid /reimbursed in accordance with the
Human Resources policies; all such payments shall be pre- approved by the employee's
manager and the Manager of Human Resources.
11.0 Fund - raising /Charitable /Advocacy Activities
• Expenses in support of fund - raising or advocacy, in line with The Living City objectives,
must be pre- approved by the Chief Administrative Officer.
12.0 Expenses Not Allowed
• In suite hotel services including movies, mini bar or other non - essential hotel services.
• Medical travel insurance beyond that covered using TRCA benefits packages.
• Extended hotel costs when the employee has extended their travel time to incorporate
personal travel time (e.g. An employee travels outside of the GTA to a conference. The
conference ends on Friday but the employee says for 2 more days of sightseeing. The
costs of the hotel and meals for Friday night and the weekend are at the employee's own
costs).
• Personal effects including purchase of personal items, loss of luggage, personal services
like laundry or personal entertainment.
• Costs incurred by members of the employee's family while traveling with the employee.
13.0 Other Expenses
• Expenses for items not covered in the foregoing categories and /or not covered specifically
by TRCA Purchasing Policies must be pre- approved by a Director or the Chief
Administrative Officer
57
14.0 Signing Authority
• For the purposes of this policy, the Signing Authority will be:
Individual Incurring the Expense
Signing Authority
Staff Member
Immediate Manager /Supervisor
Supervisor
Immediate Manager
Manager
Immediate Director
Director
Chief Administrative Officer
Chief Administration Officer
Chair
15.0 Employee Use of Other TRCA Resources
• Employees shall not use TRCA resources for personal purposes except with the consent of
a Director or CAO. This includes employee personal use of conference rooms, equipment
or other TRCA facilities.
RES. #C28 /04 - CODE OF CONDUCT
Approval of an amendment of the Code of Conduct, Section 2.6 - The
Commitment to Personal Integrity - Gifts and Entertainment.
Moved by: Bas Balkissoon
Seconded by: . Dick O'Brien
THAT item 7.5 - Code of Conduct be referred back to staff.
CARRIED
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: May 03, 2004
RES. #C29 /04 - TORONTO AND REGION CONSERVATION AUTHORITY CREDIT AND
BILLING PROCEDURES
Staff report on Toronto and Region Conservation Authority's (TRCA)
customer credit and billing practices, as requested by the Business
Execellence Advisory Board (BEAB) at Meeting #8/03.
Moved by:
Seconded by:
Dick O'Brien
Rob Ford
58
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Director, Finance and
Business Development, be authorized to engage the services of a reputable collection
agency as necessary to deal with specific problem accounts.
CARRIED
BACKGROUND
Actual TRCA revenue from admissions, program fees, retails sales, rentals, environmental
planning and permitting fees and other forms of self - generated revenue amounted to just over
$11.0 million in 2003. The 2004 budget, which assumes substantial increases in planning and
permitting fees and a recovery by Black Creek Pioneer Village (BCPV) and the campgrounds
from the revenue shortfalls incurred in 2003, has a provision for TRCA generated revenue
which is just over $13.2 million. Although exact figures are not readily available, a substantial
portion of this amount, exceeding several million dollars, is subject to credit terms. As
requested by the BEAB at Meeting #8103, held on January 16, 2004, this report examines
TRCA's customer billing and credit practices.
RATIONALE
Guidelines and practices for billing and credit employed by TRCA are tailored to various
programs and activities. The following is a summary of current guidelines and practices.
• Special events, banquets and corporate functions:
Weddings, banquets, enhanced picnics, workshops, corporate and similar functions held at
various TRCA venues require payment in advance. Community groups attending conservation
field centres are required to pay prior to the visit. Where advance payments are based on
estimates, the difference is either refunded to the customer or invoiced, as needed.
• Programs for schools and organized groups:
Some programs require a deposit with the balance due upon arrival or invoiced after the event.
Deposits may be non refundable. Picnics at conservation areas are invoiced after the fact.
School groups attending conservation field centres risk forfeiting a $500 deposit if cancellation
occurs within six weeks of a visit.
• Filming permits:
Filming permits, including damage deposits, are collected in advance.
• Industry standard commercial practices:
In certain cases, 30 days' credit is extended in keeping with industry practices, such as with
tour operators, landscape contractors, commercial firewood sales, etc..
• Contracts work:
Contracts, for construction work as an example, always include specified, enforceable
payments terms.
• Leases:
Residential rent payments, which are administered in accordance with lease agreements, are
generally required at the beginning of the month or period. Commercial and farm leases
specify payment terms, which may not necessarily require monthly payments or advance
payments.
59
• Government agreements:
Amounts invoiced to other levels of government and public sector organizations generally
reflect approved grant proposal terms. There are also occasions where TRCA will enter into a
fee - for - service arrangement with public sector organizations. The risk of write -off is very low
and the only issue is collecting payments in a timely manner.
• Planning and permitting fees:
Permits will not be issued unless payment has been received in full. Planning fees that have
not been collected by the municipality or otherwise accompany the application are invoiced.
• Credit checks:
The majority of customers /clients to whom credit is extended are repeat and known to TRCA.
Where customers are new to TRCA and not in the public sector, procedures provide for a credit
application to be submitted and credit checks to be performed. A credit review not only looks
at the credit worthiness of the applicant through contact with the applicant's bank and other
references, but will also confirm the principals and the legal form of the business. Individual
applicants under a residential lease are referred to Trans Union of Canada for a credit history.
• Late payment interest charges:
TRCA policies require interest penalties of 1.5% for each 30 -day period an invoice remains
outstanding. Between 2001 and 2003, inclusive, TRCA has collected about $1,200 per year in
finance charges, on average. TRCA, like many companies, uses interest charges as a tool to
induce and negotiate payment of the original invoice amount, but is not always successful in
collecting the penalty itself.
Summary
In general terms, the TRCA has had an excellent recovery rate on its accounts receivable. As
previously reported to the BEAB, write -offs of uncollectible amounts have not been significant -
in either absolute amounts or as a percentage of total revenue. Between 2001 and 2003
inclusive, write -offs have averaged about $1,700 per year. Elsewhere on the agenda, the report
on accounts receivable identifies two accounts which will likely not be collectible. The larger
doubtful amount ($26,912) due from Choirs Ontario, occurred after a 9 -year successful
relationship with this group. These occurrences are rare and difficult to predict.
It is anticipated that in future write -offs of amounts due from developers in respect of
environmental planning fees may be more prevalent. Effective December 2003, TRCA put in
place substantial increases in planning fees, as well as new procedures which now require the
TRCA to issue invoices directly to the developer or its agents, in contrast to the previous
practices which relied solely on the municipality (in many cases unsuccessfully) to collect fees
on behalf of the TRCA. These new procedures are proving effective as evidenced by a 220%
increase in fee revenue for the first four months of 2004.
At a previous BEAB meeting, the members inquired about the use of collection agencies to
help collect overdue accounts. Staff believe that under certain circumstances this could be a
valid option, and seek direction to engage a suitable company or companies to determine if
this is a cost effective solution.
60
In summary, staff continue to look for ways to stream line processes and to reduce the risk of
uncollectible accounts. In recent years, the use of debit and credit cards has become more
prevalent and has helped reduce the cost of handling cash and the need to extend credit.
Hopefully, as "self serve" options which can be provided through the internet and other
e- commerce solutions become more common place, the trend to lower costs and Tess risk will
continue.
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: May 21, 2004
SECTION IV - ITEMS FOR THE INFORMATION OF ANOTHER BOARD
RES. #C30 /04 - ACCOUNTS RECEIVABLE STATUS REPORT
May 17, 2004. Staff report on Accounts Receivable - May 17, 2004
Moved by:
Seconded by:
Bas Balkissoon
Rob Ford
IT IS RECOMMENDED THAT the report on accounts receivable of the Toronto and Region
Conservation Authority, as of May 17, 2004, be received.
AMENDMENT
RES. #C31 /04
Moved by:
Seconded by:
Rob Ford
Dick O'Brien
THAT the following be inserted after the main motion:
AND FURTHER THAT the payment terms for individuals and businesses who are first
time customers be 50% payment up front, a credit application and check, and the
remaining payment as cash on delivery.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
RATIONALE
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $9,979 in accumulated interest arrears on invoices outstanding for
more than 30 days.
61
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
(Excluding Municipal Levy and MNR Grant - As at May 17, 2004)
62
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS AND
SCHOOL BOARDS
115,755
6,161
2,110
124,026
12.2%
GOVERNMENT
125,230
251,097
77,583
68,255
522,165
51.3%
CORPORATE,
INDIVIDUAL AND .
COMMUNITY
GROUPS
232,096
53,203
27,558
59,140
371,997
36.5%
TOTAL
473,081
310,461
105,141
129,505
1,018,188
100.0%
% OF TOTAL
46.5%
30.5%
10.3%
12.7%
100.0%
62
Items in excess of $1,000.00 included in the 90- plus -days column, are listed in the following
chart:
CLIENT
NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
Choirs Ontario
19,534.00
7,078.10
3,192.20
895.33
325
262
Amounts owed re: summer music
camps at Albion Hills and Lake St.
George Field Centres. There is a •
great deal of uncertainty as to the
amount that may eventually be
recovered due to the company's
recent financial difficulties.
City of
Toronto
51,184.06
n \a
138
Contract for ravine restoration
services with the city.
City of
Toronto
10,000.00
n \a
138
Amount due under a contract for
restoration services with the city.
Natural
Resources
Canada
1,360.00
n \a
178
Holdback amount due under
contribution agreement. Will be
released when TRCA provides final
report in an acceptable format.
Sabourin,
Kimble and
Associates
15,000
685.18
99
Outstanding planning fees. The
actual recipient of the services,
Fairgate Homes, was contacted
May 20. TRCA was advised that
payment would be released.
Weston
Consulting
3,700.00
345.74
197
Outstanding planning fees, one of
many o \s invoices. Section
manager has been in contact with
the president of the company to
negotiate a quicker turnaround time
for payments
York
University
2,109.52
163.03
152
The university claims administrative
mix -up and will respond quickly.
Robertson
Gaze
Associates
Inc.
, .
462156
.
82239
•
339
For planting materials. Company
has advised that it is insolvent and
cannot make payment.
TOTALS
114,587.24
6,103.87
The amount due from Robertson Gaze Associates Inc. of $4,621.56 is very doubtful. The
company has indicated, in writing, that it is insolvent and has discontinued operations. A
search of the public record by Gardiner Roberts LLP indicates the company is not formally in
bankruptcy. Staff have previously recommended this item be written off. However, once a
. contract with a collection agency is in place this will be one of the items referred to it.
63
With respect to the amount due from Choirs Ontario (a non -share Ontario corporation),
$26,962.10, it now appears that we are unlikely to collect on this account. Staff continues to be
in contact with its volunteer board. It appears that paid staff have now been dismissed. TRCA
staff was able to confirm with the Ontario Ministry of Culture the payment of the final grant
installment, with the condition that the money be used for ongoing operations and not to pay
down existing debt. Choirs has advised that any settlement of the current debt will only occur
out of future fund raising efforts.
By way of background, the TRCA Education Section has had a 10 -year history with this
company. There has never been a problem with collection until this year, although each year
TRCA has had to wait for the company to receive its Culture grant before receiving payment in
full.
All other amounts noted above are deemed collectible.
Receivable balances, as reported on each of the previous reports to the advisory board, after
1999, are presented below:
DATE
Total $
90 -Plus $
May 17, 2004
1,018,188
129,505
February 17, 2004
1,386,809
178,370
January 7, 2004
1,064,464
45,382
November 2, 2003
951,999
101,194
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27, 2001
371,985
17,153
May 25, 2001
1,132,443
44,810
March 26, 2001
621,560
167,094
December 30, 2000
1,014,021
67,981
September 06, 2000
596,536
47,728
March 19, 2000
869,266
100,758
February 15, 2000
1,007,850
42,952
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: May 21, 2004
64
TERMINATION
ON MOTION, the meeting terminated at 9:46 a.m., on Friday, June 11, 2004.
Maja Prentice
Vice Chair
/ks
65
Brian Denney
Secretary- Treasurer
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #4/04
September 17, 2004
The Business Excellence Advisory Board Meeting #4/04, was held in the Humber Room,
Head Office, on Friday, September 17, 2004. The Chair Maja Prentice, called the meeting
to order at 9:15 a.m.
PRESENT
Rob Ford Members
Bill O'Donnell Members
Dick O'Brien Chair, Authority
Maja Prentice Vice Chair
REGRETS
Bas Balkissoon Members
David Barrow . Chair
Bill Fisch Members
Peter Milczyn Members
RES. #C32 /04 - MINUTES
Moved by:
Seconded by:
Rob Ford
Bill O'Donnell
THAT the Minutes of Meeting #3/04, held on June 11, 2004, be approved.
SECTION I - ITEMS FOR AUTHORITYTACTION
CARRIED
RES. #C33 /04 - 2005 FEE SCHEDULE
Public Facilities and Programming. Changes to the 2005 Fee Schedule
for the conservation areas and the Kortright Centre for Conservation.
Moved by:
Seconded by:
Bill O'Donnell
Dick O'Brien
65
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the 2005 Fee Schedule be
amended to include the proposed changes for the conservation areas and the Kortright
Centre for Conservation; -
AND FURTHER THAT the 2005 Fee Schedule for Black Creek Pioneer Village remain at
the current rates for the 2005 season.
CARRIED
BACKGROUND
Each year staff review the Toronto and Region Conservation Authority (TRCA) fee schedule to
determine any changes for the next season.
RATIONALE
In 2004 the Authority approved changing the fee structure to the practice of adding GST and
PST to most of our public facilities and programming fees. It is proposed that this practice be
extended to include general admission fees for the conservation areas.
A review was made of Halton Region, Grand River and Credit Valley conservation authorities
admission fees (Attachment 1) and indicates TRCA will remain competitive with this increase.
The general admission base fees plus applicable taxes have been set to an even number for
ease in cash handling and to facilitate the timely processing of visitors. General admission fees
at Kortright will not be increased at this time in order to remain competitive.
The following items are also recommended for change:
• Day camper's fee to be increased in order to be in line with the child general admission fee.
• Admission to the swimming area at Petticoat Creek has been adjusted in order to ease
cash handling.
• Cross - country trail fees and equipment rental fees to be increased to offset increasing
program costs and to bring us in line with competitors (Schedule 1). The trail fees and
equipment rental fees have not been increased since 1998.
Changes from the 2004 Fee Schedule are hiahliahted in bold:
ITEM
#
ITEM DESCRIPTION
PST
8%
GST
7%
2004
BASE
2005
' GROSS
2004
GROSS
1.0
For general admission at all conservation areas
except Petticoat Creek, per day; '
1.1
for each adult from fifteen to sixty -four
years of age.
0.00
0.28
3.97
4.25
4.00
1.2
for each child from five to fourteen ?years
of age.
0.00
0.15
2.10
2.25
2.00
1.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
0.00
1.4
for each senior sixty-five years of age or
over.
0.00
0.21
3.04
3.25
3.00
10.0
For each day camper, not overnight, per day,
inclusive of general admission
0.00
0.15
2.10
2.25
2.14
17.0
For admission to the swimming area at Petticoat
Creek, exclusive of vehicle or general admission;
17.1
per day, for each person five years of age
or over.
0.00
0.18
2.52
2.70
2.67
66
A price increase is not recommended for admission rates to Black Creek Pioneer Village
(BCPV) as all rates were increased in 2004. In doing this, BCPV will remain positioned
competitive but slightly lower in price than similar cultural attractions in the Greater Toronto
Area (GTA).
67
17.2
per day, for each child four years of age
or under accompanying their family.
0.00
0.00
0.00
0.00
0.00
17.3
per day, for each child four years of age
or under as part of an organized group
under supervision.
0.00
0.18
2.52
2.70
2.67
17.4
for a book of ten pool passes.
0.00
1.57
22.43
24.00
24.07
20.0
For the use of cross - country ski trails at Albion
Hills, inclusive of general admission:
20.1
for each person fifteen years of age or
over.
0.00
0.78
11.22
12.00
10.70
20.2
for each child five to fourteen years of
age.
0.00
0.39
5.61
6.00
5.35
20.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
0.00
20.4
for each senior sixty -five years of age or
over.
0.00
0.59
8.41
9.00
8.56
20.5
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
1.96
28.04
30.00
26.75
21.0
For the use of cross - country ski trails at Albion
Hills, inclusive of general admission, after 1 p.m.;
21.0
for each person fifteen years of age or
over.
0.00
0.65
9.35
10.00
8.56
21.2
for each child five to fourteen years of
age.
0.00
0.26
3.74
4.00
3.21
21.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
0.00
21.4
for each senior sixty -five years of age or
over.
0.00
0.46
6.54
7.00
6.42
21.5
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
1.57
22.43
24.00
20.33
23.0
For the rental of a cross - country ski equipment
package consisting of skis, boots and poles:
23.1
for each person fifteen years of age or
over, per day.
1.12
0.98
14.00
16.10
14.95
23.2
for each person fifteen years of age or
over, per day, after 1:00 p.m.
0.80
0.70
10.00
11.50
10.35
23.3
for each child fourteen years of age or
under, per day.
0.88
0.77
11.00
12.65
11.50
23.4
for each child fourteen years of age or
under, per day, after 1:00 p.m.
0.68
0.59
8.50
9.77
8.63
33.0
For parking at the Kortright Centre for
Conservation, per vehicle, per day,
exclusive of general admission.
0.17
0.15
2.18
2.50
2.30
A price increase is not recommended for admission rates to Black Creek Pioneer Village
(BCPV) as all rates were increased in 2004. In doing this, BCPV will remain positioned
competitive but slightly lower in price than similar cultural attractions in the Greater Toronto
Area (GTA).
67
In 2003, GTA attractions were greatly impacted by SARS, concerns over West Nile, and the
black -out. Many, including BCPV, are still in recovery mode, offering various discounts,
increased coupon offers, and combination packages in an effort to recapture some of the lost
revenue incurred as a result.
Report prepared by: Derek Edwards, extension 5672, Marty Brent, extension 5403
For Information contact: Derek Edwards, extension 5672, Marty Brent, extension 5403
Date: August 26, 2004
Attachments: 2
68
Attachment 1
CONSERVATION AREA ADMISSION FEE COMPARISON
TRCA PROPOSED
2005 FEES
CREDIT
VALLEY
HALTON HILLS
GRAND
RIVER
C.A.'s
Kortright
Hilton
Falls
Kelso
Crawfor
d Lake
Mountsbe
rg
Child
Adult
$4.25
$5.00
$4.00.
$4.00
$4.25
$6.00
$4.50
$3.75
Child
$2.25
$3.00
$2.25
$2.75
$3.00
$3.50
$3.25
$2.00
Senior
$3.25
$3.00
$2.25
$3.25
$3.50
$5.00
$3.50
$3.75
CROSS COUNTRY SKIING FEE COMPARISON
TRCA PROPOSED
2005 FEES
BLUEBERRY TRIALS
Wasaga Beach
Provincial Park
HORSESHOE
VALLEY
Trail Fees:
Adult
$12.00
$8.00
$17.00
Child
$6.00
$4.00
$11.00
Senior
$9.00
$6.40
$11.00
Family
$24.00
n/a
Equipment Rental
Fees:
Adult
$16.10
$15.00
$21.00
Child
$11.65
$12.00
$13.00
69
Attachment 2
TRCA 2004 Fee Schedule Public Facilities and Programming
Conservation Areas items 1 to 25
Black Creek Pioneer Village items 26 to 32
Kortright Centre for Conservation items 33 to 35
Miscellaneous item 36
Discounts items D1 to D2
The Authority on January 30, 2004 approved the TRCA's 2004 Fee Schedule (Meeting #01/04 Res.
#A25/04). Most fees listed in this Schedule take effect January 1, 2004.
Detail is provided as to actual base fees and related tax amounts.
Additional copies of this Fee Schedule may be obtained from Watershed Management / conservation
areas. This document may be found online as f: \fo \public \fees \fee04.wpd.
Updated material may be distributed from time to time to include supplementary fees which are related to
specific program activities or to reflect changes to the Schedule.
Significant changes
Please review this updated Fee Schedule. Note that several significant changes have been made as
follows:
• change of fee structure to reflect the addition of applicable PST & GST to base fees with the
exception of gate admission fees at conservation areas and Kortright
• increase to annual passes valid ONLY for admission to the conservation area which it is purchased
( items 4.0)
• addition of new fee for a serviced campsite with water, hydro and sewage hook -ups (item 13.0)
• increase to book of ten pool passes (item 17.0)
• increase to group cross country ski packages (item 23.5 & 23.6)
• increase to guided tours at Bruce's Mill during the maple syrup program. (Items 25.0)
• increase in general admission at Black Creek Pioneer Village. (Item 27.0)
• increase to annual passes valid ONLY for admission to Black Creek Pioneer village (items 28.0)
• increase in guided tours at Black Creek Pioneer village as part of a tour group (item 32.0)
• increase to annual passes valid ONLY for admission to the Kortright Centre (items 35.0)
70
TRCA 2004 Fee Schedule - Definition of Terms
1 Age categories
Four general age groups are used throughout the fee schedule as follows:
Adult - any person from fifteen to sixty -four.
Child - any person from five to fourteen.
Child (pre - schoolers) - any person four years of age or under.
Senior - any person sixty -five years of age or over. (B.C.P.V. is defined as 60 years of age or older)
Some exceptions to this general categorization apply to specific fee schedule items and are detailed
under those items.
2 Annual Pass categories
Two passes are offered at the conservation areas and Kortright
Individual - any person over five years of age.
Family - Maximum two adults, and two children from five to fourteen in one vehicle
3 Conservation Area
The term conservation area applies to Albion Hills, Bruce's Mill, Boyd, Glen Haffy, Heart Lake and
Petticoat Creek. Also included in this definition are the public campgrounds at Albion Hills and Indian
Line. For the purposes of this fee schedule the definition does not include the Kortright Centre for
Conservation or Black Creek Pioneer Village.
4 General admission
General admission allows for basic access to a specified TRCA venue(s) during a designated operating
period(s). Other fees may be charged in addition to, or in lieu of, general admission fees for certain
facilities, programs or operating periods as identified in this fee schedule or under various operating
policies.
5 Group Camper
Applies to members of an organized group staying overnight at a conservation area by permit.
6 Day Camper
Applies to members of day cares, day camps, schools or the like, who are visiting a conservation area
during the regular operating day.
7 Operating policies
This fee schedule is provided as a general summary of fees applied by the TRCA at its various operating
venues. It does not provide, nor is it intended to provide, complete information as to the various
regulations and operating policies in effect at theses venues which may relate to individual fee schedule
items. Daily, seasonal and program operating schedules and minimum group size requirements are
among these policies.
8 Discounts and premiums
Any fee may be subject to a discount or premium at the discretion of the appropriate Manager.
9 Supplementary fees
Not all fees are considered to be part of the TRCA's fee schedule as approved by the Authority. Some
are set independently of that schedule. The sale of retail merchandise or the provision of incidental
services represent the most common examples of such fees.
71
TRCA 2004 Fee Schedule - Contents
after -hours use
Albion Hills farm
angling fee
annual pass
annual pass
annual pass
barbecue / corn pot rental
boat equipment rentals
camping - day campers
camping - group campers
camping - group campsite
camping - monthly site
camping - group / Pleasantview
camping - public camping
camping - seasonal site
camping - serviced site
camping - supplementary fees
camping - unserviced site
canoe rentals
commercial photography
cross - country skiing - equipment rentals
cross - country skiing - group rate
cross - country skiing - trail fees / full -day
cross - country skiing - trail fees / half -day
cross - country skiing - seasonal pass
day campers
Dickson Hill School
educational tours - BCPV activity program
educational tours - BCPV tour program
educational tours - general tours
educational tours - specially designed tours
fire permit
fishing -Fly Fishers Club Membership
fishing - public ponds
fishing - pond rentals
general admission - BCPV
general admission
general admission
group discounts
guided tour
handicapped persons
late permit
maple syrup tours
memberships
mountain biking
parking
parking
pedal boat rentals
picnics - additional picnickers
picnics - picnic shelter
picnics - picnic site
conservation areas
Albion Hills
Glen Haffy
BCPV
conservation areas
Kortright
conservation areas
conservation areas
conservation areas
conservation areas
conservation areas
Albion Hills, Indian Line
Albion Hills
Albion Hills, Indian Line
Albion Hills, Indian Line
Albion Hills, Indian Line
Albion Hills, Indian Line
see late permit (8.0)
36.0
5.0
28.0
4.0
35.0
16.10
7.0
10.0
9.0
9.0
11.3,11.6,12.3,12.7,13.3
14.0
11.0, 12.0,13.0
12.4, 12.8, 13.4
12.0, 13.0
15.0
fees for extra campers and parking for extra cars
Albion Hills, Indian Line 11.0
conservation areas see boat equipment rentals (7.0)
conservation areas, Kortright
Albion Hills
Albion Hills
Albion Hills
Albion Hills
Albion Hills
conservation areas
BCPV
BCPV
BCPV
Kortright
Kortright
conservation areas
Glen Haffy
Glen Haffy
Glen Haffy Headwaters Trout Ponds
BCPV
conservation areas
Kortright
BCPV, Kortright
BCPV
BCPV, conservation areas, Kortright
conservation areas
Bruce's Mill
Kortright
Albion Hills
19.0
23.0
23.5, 23.6
20.0
21.0
22.0
see campers - day campers (10.0)
27.10
27.8, 27.9
27.7
34.6
34.7
16.9
6.3
5.0
6.0
27.0
1.0
34.0
D.1
32.0
D.2
8.0
25.0
see annual pass (35.0)
24.0
Albion Hills, Indian-Linesee camping, supp. fees (15.0)
Kortright 33.0
conservation areas see boat equipment rentals (7.0)
conservation areas 16.4
conservation areas 16.5 -16.8
conservation areas 16.0
72
picnics - picnic site - Mon -Sun
picnics - picnic site - Mon -Sat
picnics - picnic site - Sunday
pool pass
rowboat rentals
skiing
swimming - annual pass
swimming - daily admission
vehicle admission
Albion Hills, Bruce's Mill, Glen Haffy 16.3
Boyd, Heart Lake , Petticoat Creek 16.1
Boyd, Heart Lake, Petticoat Creek 16.2
Petticoat Creek 17.0
conservation areas see boat equipment rentals (7.0)
see cross country skiing (20.0, 21.0, 22.0, 23.0)
Petticoat Creek
Petticoat Creek
Petticoat Creek
73
18.0
17.0
3.0
ITEM
#
ITEM DESCRIPTION
PST
8%
GST
7%
2004
BASE
2004
GROSS
1.0
For general admission at all conservation areas except
Petticoat Creek, per day;
1.1
for each adult from fifteen to sixty -four years of
age.
0.00
0.26
3.74
4.00
1.2
for each child from five to fourteen years of
age.
0.00
0.13
1.87
2.00
1.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
1.4
for each senior sixty -five years of age or over.
0.00
0.20
2.80
3.00
2.0
For general admission at all conservation areas except
Petticoat Creek, per day, on weekdays has been
omitted.
3.0
For vehicle admission to Petticoat Creek, per day;
3.1
for vehicle carrying up to ten persons, per day.
0.00
0.65
9.35
10.00
3.2
on weekdays has been omitted.
3.3
for a vehicle carrying more than ten persons,
per person.
0.00
0.13
1.87
2.00
4.0
For an annual pass valid only for admission to the
conservation area for which it is purchase:
4.1
for each person five years of age or over.
0.00
2.45
35.00
37.45
4.2
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
4.55
65.00
69.55
5.0
For fishing at Glen Haffy or Heart Lake:
5.1
per day, for each person fifteen years of age or
over, exclusive of general admission
0.00
0.35
5.00
5.35
6.0
For a permit for the use of a fishing pond at the Glen
Haffy Headwaters Trout Ponds, including general
admission and the use of row boats, per day;
6.1
For up to 75 persons on Monday's excluding
Statutory Holidays and 1 Sunday per month,
date of which is to be determined by TRCA staff
0.00
52.50
750.00
802.50
6.2
For each additional 25 or fewer persons
0.00
14.00
200.00
214.00
7.0
For the rental of boating equipment where available, 0.96
per hour
0.84
12.00
13.80
8.0
For a permit authorizing a special event extending past 0.00
regular operating hours and up to midnight, exclusive
of parking or general admission, per hour, subject to a
three hour minimum.
3.50
50.00
53.50
9.0
For a permit to use a designated group campsite,
subject to a limit of seven nights use, per night; for a
group of up to twenty persons;
9.1
for a group of up to twenty persons;
0.00
6.30
90.00
96.30
9.2
for each additional person, in conjunction with
a permit issued under item 9.1
0.00
0.21
3.00
3.21
10.0
For each day camper, not overnight, per day, inclusive
of general admission
0.00
0.14
2.00
2.14
11.0
For a permit to occupy an individual un- serviced
campsite, inclusive of general admission;
11.1
at Albion Hills, per night.
0.00
1.54
22.00
23.54
11.2
at Albion Hills, per week.
0.00
9.24
132.00
141.24
74
75
11.3
at Albion Hills, per month (28 days).
0.00
30.80
440.00
470.80
11.4
at Indian Line, per night.
0.00
1.61
23.00
24.61
11.5
at Indian Line, per week.
0.00
9.66
138.00
147.66
11.6
at Indian Line, per month (28 days).
0.00
32.20
460.00
492.20
11.7
on a holiday or other designated date, in
addition to the basic permit fee specified in item
11.1 or 11.4
0.00
0.14
2.00
2.14
12.0
For a permit to occupy an individual serviced
campsite, with water and hydro hook -ups, inclusive of
general admission;
12.1
at Albion Hills, per night.
0.00
1.75
25.00
26.75
12.2
at Albion Hills, per week.
0.00
10.50
150.00
160.50
12.3
at Albion Hills, per month (28 days).
0.00
35.00
500.00
535.00
12.4
at Albion Hills, per season.
0.00
112.00
1600.00
1712.00
12.5
at Indian Line, per night.
0.00
1.96
28.00
29.96
12.6
at Indian Line, per week.
0.00
11.76
168.00
179.76
12.7
at Indian Line, per month (28 days).
0.00
39.20
560.00
599.20
12.8
at Indian Line, per season.
0.00
154.00
2200.00
2354.00
12.9
on a holiday or other designated date, in
addition to the basic permit fee specified in item
12.1 or 12.4
0.00
0.14
2.00
2.14
13.0
For a permit
with water,
hook -up
to occupy an individual services campsite
30 amp hydro service, and sewage
inclusive of general admission:
13.1
at Indian Line, per night.
0.00
2.10
30.00
32.10
13.2
at Indian Line, per week.
0.00
12.60
180.00
192.60
13.3
at Indian Line per month (28 days).
0.00
42.00
600.00
642.00
13.4
at Indian Line, per season.
0.00
164.50
2350.00
2514.50
13.5
on a holiday or other designated date, in
addition to the basic permit fee specified in item
13.1
0.00
0.14
2.00
2.14
14.0
For a permit to occupy the Pleasantview Group
campsite at Albion Hills, inclusive of general
admission;
14.1
for up to ten camping units, for an adult group.
0.00
15.05
215.00
230.05
14.2
for each additional camping unit, in conjunction
with a permit issued to an adult group under
item 14.1
0.00
1.50
21.50
23.00
14.3
for up to ten camping units, for a youth group.
0.00
12.60
180.00
192.60
14.4
for each additional camping unit, in conjunction
with a permit issued to a youth group under
item 14.3
0.00
1.26
18.00
19.26
15.0
In addition to basic camping fees as specified in Items
11.0, 12.0 and 13.0;
15.1
for a permit to park an additional vehicle.
0.56
0.49
7.00
8.05
15.2
for a permit to park an additional vehicle, per
season
3.60
3.15
45.00
51.75
15.3
for each additional person occupying a
campsite over and above the campgrounds
specified site limit.
0.00
0.28
4.00
4.28
16.0
For a permit for the use of a group picnic site at any
conservation area, exclusive of vehicle or general
admission;
75
76
16.1
for a group of up to 100 persons at Boyd,
Heart Lake and Petticoat Creek Monday to
Saturday.
0.00
5.25
75.00
80.25
16.2
for a group of up to 100 persons at Boyd, Heart
Lake and Petticoat Creek on Sundays and
Statutory Holidays.
0.00
7.00
100.00
107.00
16.3
for a group of up to 100 persons at Albion Hills,
Bruce's Mill and Glen Haffy; Monday to Sunday
0.00
4.20
60.00
64.20
16.4
for each additional fifty or fewer persons, in
conjunction with a permit issued under item
16.1, 16.2, or 16.3
0.00
1.75
25.00
26.75
16.5
for the use of a picnic shelter with electrical
service, at Bruce's Mill, Albion Hills and Glen
Haffy, in conjunction with a permit issued under
item 16.1, 16.2, or 16.2
0.00
8.05
115.00
123.05
16.6
for use of picnic shelter without electrical
service, at Bruce's Mill, Albion Hills and Glen
Haffy, in conjunction with a permit issued under
item 16.1, 16.2, or 16.3
0.00
6.65
95.00
101.65
16.7
for the use of a picnic shelter with electrical
service at Boyd, Petticoat Creek and Heart
Lake, in conjunction with a permit issued under
Item 16.2, 16.2, or 16.3
0.00
11.55
165.00
176.55
16.8
for the use of a picnic shelter without electrical
service, at Boyd, Petticoat Creek and Heart
Lake, in conjunction with a permit issued under
item 16.1, 16.2, or 16.3.
0.00
10.15
145.00
155.15
16.9
for a permit for a fire in a designated ground fire
pit, in addition to any fees paid under item 16.0
0.00
4.20
60.00
64.20
16.10
for the use of a portable barbecue unit or corn
pot, in addition to any fees paid under item 16.0
3.20
2.80
40.00
46.00
17.0
For admission to the swimming area at Petticoat
Creek, exclusive of vehicle or general admission:
17.1
per day, for each person five years of age or
over.
0.00
0.17
2.50
2.67
17.2
each child under two years of age.
0.00
0.00
0.00
0.00
17.3
for a book of ten pool passes.
0.00
1.57
22.50
24.07
18.0
Petticoat Creek Pool passes have been replaced by
the Conservation Journeys program.
19.0
Commercial photography or filming fees for
conservation areas and Kortright are outlined
separately on a case by case basis according to
Commercial Filming on TRCA Lands - Fee Guidelines
2003.
20.0
For the use of cross - country ski trails at Albion Hills,
inclusive of general admission:
20.1
for each person fifteen years of age or over.
0.00
0.70
10.00
10.70
20.2
for each child five to fourteen years of age.
0.00
0.35
5.00
5.35
20.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
20.4
for each senior sixty -five years of age or over.
0.00
0.56
8.00
8.56
20.5
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
1.75
25.00
26.75
76
21.0
For the use of cross - countryski trails at Albion Hills,
inclusive of general admission, after 1 p.m.;
21.1
for each person fifteen years of age or over.
0.00
0.56
8.00
8.56
21.2
for each child five to fourteen years of age.
0.00
0.21
3.00
3.21
21.3
for each child four years of age or under.
0.00
0.00
0.00
0.00
21.4
for each senior sixty -five years of age or over.
0.00
0.42
6.00
6.42
21.5
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
1.33
19.00
20.33
22.0
Albion Hills Cross Country Ski passes have been
replaced by the Conservation Journeys program.
23.0
For the
packac
rental of a cross - country ski equipment
e consisting of skis, boots and poles:
23.1
for each person fifteen years of age or over, per
day.
1.04
0.91
13.00
14.95
23.2
for each person fifteen years of age or over, per
day, after 1:00 p.m.
0.72
0.63
9.00
10.35
23.3
for each child fourteen years of age or under,
per day.
0.80
0.70
10.00
11.50
23.4
for each child fourteen years of age or under,
per day, after 1:00 p.m.
0.60
0.53
7.50
8.63
23.5
for each person fifteen years of age or over, in
a group with a reservation, including trail fees,
per day, subject to a minimum group size.
1.20
1.05
15.00
17.25
23.6
for each person fourteen years of age or under,
in a group with a reservation, including trail
fees, per day, subject to a minimum group size.
0.80
0.70
10.00
11.50
24.0
For use of the mountain bike trails at Albion Hills per
day, for each person, exclusive of general admission.
0.00
0.13
1.87
2.00
25.0
For a guided tour at Bruce's Mill during the maple
syrup program, subject to minimum group size of
twenty persons.
0.00
0.39
5.50
5.89
27.0
For general admission to Black Creek Pioneer Village,
during the regular operating season, per day:
27.1
for each adult from fifteen to fifty -nine years of
age.
0.00
0.77
11.00
11.77
27.2
for each child from five to fourteen years of
age.
0.00
0.49
7.00
7.49
27.3
for each child fqur years of age or under
accompanying their family.
0.00
0.00
0.00
0.00
27.4
for each child four years of age or under visiting
as part of an organized group under
supervision.
0.00
0.42
5.95
6.37
27.5
for each senior sixty years of age or over.
0.00
0.70
10.00
10.70
27.6
for each student fifteen years of age or over,
with student identification.
0.00
0.70
10.00
10.70
27.7
for each student participating in a General Tour
program.
0.00
0.49
7.00
7.49
27.8
for each student participating in a specially
designated tour program, subject to a minimum
group size.
0.00
0.56
8.00
8.56
77
78
27.9
for each student participating in a designated
activity Program, subject to a minimum group
size.
0.00
0.70
10.00
10.70
27.10
for each student participating in the Dickson's
Hill School program, per day, subject to a
minimum group size of twenty persons.
0.00
0.49
7.00
7.49
28.0
For an annual pass valid ONLY for general admission
to Black Creek Pioneer Village, inclusive of parking
fees:
28.1
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
4.55
65.00
69.55
28.2
for an individual pass.
0.00
2.45
35.00
37.45
32.0
For a Guided Tour at Black Creek Pioneer Village,
as part of a tour group with a reservation,
including general admission;
32.1
for each adult from fifteen to fifty -nine
years of age
0.00
0.79
11.25
12.04
32.2
for each senior sixty years of age and
over.
0.00
0.72
10.25
10.97
33.0
For parking at the Kortright Centre for
Conservation, per vehicle, per day, exclusive of
general admission.
0.16
0.14
2.00
2.30
34.0
For general admission at the Kortright Centre for
Conservation;
34.1
for each adult from fifteen to sixty -four
years of age.
0.00
0.33
4.67
5.00
34.2
for each child from five to fourteen years
of age.
0.00
0.20
2.80
3.00
34.3
for each child four years of age or under
accompanying their family.
0.00
0.00
0.00
0.00
- 34.4
for each child four years of age or under
visiting as part of an organized group
under supervision.
0.00
0.15
2.10
2.25
34.5
for each senior sixty -five years of age or
over.
0.00
0.20
2.80
3.00
34.6
for each student participating in a general
tour program, subject to a minimum group
size.
0.00
0.42
6.00
6.42
34.7
for each student participating in a
specially designed tour program, subject
to a minimum group size.
0.00
' 0.49
7.00
7.49
34.8
for each adult from fifteen to sixty -four
years of age participating in a specially
designed tour program, subject to a
minimum group size.
0.00
0.54
7.75
8.29
34.9
.
for each senior sixty -five years or over
participating in a specially designed tour
program, subject to a minimum group
size.
0.00
0.42
6.00
6.42
35.0
For an annual pass valid ONLY for admission to
the Kortright Centre;
35.1 'for each person five years of age or over
I 0.001 2.451
35.001 37.45
78
79
35.2
for a family of one or two adults and their
children who are fourteen years of age or
under.
0.00
4.55
65.00
69.55
36.0
For a farm tour at the Albion Hills Farm, for a
group of up to forty persons;
36.1
for a half -day program.
0.00
6.54
93.46
100.00
36.2
for a full -day program.
_ 0.00
13.08
186.92
200.00
D.1
At Black Creek Pioneer Village, fifteen
percent (15 %) and the Kortright Centre,
twenty percent (20 %) off regular per
person admission fees, subject to a
minimum group size of twenty persons,
exclusive of guided tours.
D.2
At Black Creek Pioneer Village fifty
percent (50 %) off general admission fees
for disabled persons and their attendants
to a maximum ratio of 1:1.
At Conservation Areas and the Kortright
Centre attendants for disabled persons
will not be subject to general admission
fees.
79
RES. #C34 /04 - MENTORSHIP PROGRAM
Approval of the proposed Mentorship Program for Internationally Trained
Professionals. .
Moved by:
Seconded by:
Rob Ford
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be authorized to participate
in the Mentorship Program as outlined in the staff report.
AMENDMENT
RES. #C35 /04
Moved by:
Seconded by:
Rob Ford
Bill O'Donnell
THAT the following be inserted after the main motion:
AND FURTHER THAT staff report back to the Business Excellence Advisory Board in 6
months on the progress of the Mentorship Program.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
At the same time that Toronto region's political, business, and nonprofit leaders have been
working to improve services helping the hundreds of thousands of immigrants arriving here
every year adjust to their new home, the Toronto and Region Conservation Authority (TRCA)
has been working to reach out to Toronto region's diverse communities. So far, two programs
have been successfully implemented:The Multicultural Environmental Stewardship Program
(MESP) and the Environmental Volunteer Network (EVN). Through the multicultural program,
TRCA has built new partnerships with organizations serving various ethno - specific
communities, allowing more people to be reached with conservation messaging and be
involved in stewardship initiatives. TRCA is also launching new stewardship initiatives in the
Malton community, one of the most diverse in Canada.
The EVN is a TRCA -led network of 23 organizations working with volunteers on various
environmental programs, spanning the Greater Toronto Area (GTA). The program also works
with TRCA's many municipal partners, as well as the Ontario Ministry of the Environment, and
several agencies serving immigrants, including the Ontario Council of Agencies Serving
Immigrants (OCASI), which is the primary partner. This program has recruited, and placed on
environmental projects, more than 200 new volunteers, the majority of whom are highly skilled
newcomers to Canada. Through this program, TRCA has hired 7 new employees to fill 2
vacancies and 4 new positions, and 6 others have found environmental employment elsewhere
as a result of their volunteering with the volunteer network.
80
Our work coincides with the work of the Toronto Alliance, the City of Toronto, the Toronto
Region Immigrant Employment Council (TRIEC), and employment counselors in Toronto to
help internationally - trained professionals overcome barriers including: lack of Canadian
experience, lack of sector - specific english language skills, lack of certified credentials (e.g.
Professional Engineers of Ontario designation), as well as systemic barriers. Specifically, the
City of Toronto has partnered with the Consortium of Agencies Serving International Persons
(CASIP) and JobStart to create a systematic mentorship program for new immigrants.
RATIONALE
The proposed mentoring program is another way for TRCA to work with highly skilled
newcomers to Canada looking to work to protect and preserve the environment in their
adopted homeland. There are no additional financial costs and requires a minimal time
committment from TRCA staff.
The Mentorship Program is part of a broader TRCA effort to participate in meaningful
engagement with Toronto's diverse communities as part of the work recently initiated by the
Toronto Alliance formed out of recommendations in the Toronto Alliance report, Enough Talk
At Authority Meeting #9/03, held on November 28, 2003, Resolution #A253/03 was approved
as follows:
THAT the staff report on Toronto and Region Conservation Authority (TRCA) initiatives for
the inclusion of new Canadians and others in employment, outreach and volunteer
opportunities be received;
THAT TRCA's contribution to Career Bridge, for intern expense reimbursement, be
capped at $20,000;
AND FURTHER THAT staff be directed to monitor the effectiveness of the program in
2004 and report back to the Business Excellence Advisory Board at the end of 2004,
prior to any extension or expansion of the program.
Current initiatives include: Career Bridge internship program for new Canadians, Newcomer
Opportunities for Work Experience (NOW) program, and the World Education Service (WES) to
certify non - Canadian academic credentials. Staff will report back on this program later in 2004.
Scope
The TRCA Mentorship Program will consist of two components:
1. An internal mentoring program in which 6 TRCA staff will be matched with 6 pre- screened
EVN Volunteers for 4 months, and spend an average of two hours per month with them to
help guide their job search, advise them on sector - specific English terminology, refer them
to job leads, provide feedback to the mentee, assist with understanding of the Canadian
workplace, necessary skills, licensing procedures, and provide labour market information.
81
2. Particpate in the City of Toronto Profession to Profession Mentoring Immigrants Pilot
Project, providing 6 mentors (separate from the 6 internal mentors) to work with mentees
pre- screened by the JobStart (the organization working with City of Toronto on this pilot).
The role of these 6 mentors will be much the same as the internal mentors, with the
exception that they will also participate in a program evaluation with City of Toronto after
the 4 month mentorship period.
All mentees will be pre- screened to ensure that they have a professional qualification outside
Canada, have been in Canada less than two years, have worked in the environmental or
conservation field at least three years, have work ready English language (spoken and written),
are highly motivated and committed to looking for work in their profession in Canada, and are
responsive and willing to act on the guidance offered by the mentor.
Benefits
Mentorship has proven, at organizations such as St. Michael's Hospital, an effective
mechanism to:
• Attract the 'best and brightest' among newcomers to Canada;
• Enhance and encourage diversity in the workplace;
• Create employment opportunities for newcomers;
• Increase cross - cultural awareness of staff;
• Increase professional knowledge by learning an international perspective on
environment/conservation;
• Increase awareness of challenges and benefits of workplace diversity; and,
• Contribute to the socio- economic development of Toronto.
FINANCIAL DETAILS
This project will be administrated by the current Human Resources team, and require no new
personnel. Implementation will be by the 12 mentors, who will be asked to commit
approximately 2 hours per month of their time.
Report prepared by: Chris Benjamin, extension 5360
For Information contact: Chris Benjamin, extension 5360
Catherine MacEwen, extension 5219
Date: September 01, 2004
RES. #C36/04 - AWARDING OF CONTRACTS FOR BANKING AND RELATED
SERVICES
Report on banking services proposal call process conducted by the
Toronto and Region Conservation Authority (TRCA).
Moved by:
Seconded by:
Rob Ford
Bill O'Donnell
82
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the proposal for basic banking
services be awarded to RBC Royal Bank for a five year period commencing no later than
January 1, 2005;
THAT the proposal for merchant services (debit and credit services) be awarded to TD
Canada Trust subject to final confirmation of product features;
THAT the proposal from Bank of Montreal be accepted for purchasing (procurement)
card services subject to final confirmation of product features;
THAT staff be authorized to maintain a full brokerage investment account with RBC
Dominion Securities as well as establish a new account with HSBC Bank of Canada;
AND FURTHER THAT staff be authorized to maintain a "pooled funds" investment account
with UBS Global Asset Management as well as establish a new investment account with
Legg Mason Canada;
CARRIED
BACKGROUND
In June 2004 the TRCA invited six financial institutions to respond to a request for proposal on
banking services for both TRCA and The Conservation Foundation of Greater Toronto. The
closing date was July 30, 2004. Detailed proposals were received from RBC Royal Bank (the
incumbent), BMO Bank of Montreal, CIBC, TD, and HSBC Bank Canada. The Bank of Nova
Scotia did not submit a proposal.
The banks were asked to address in their proposals full brokerage investment services,
"pooled funds" investment services, purchasing or procurement card programs and credit card
services, in addition to basic services required for the operation of a main bank account. As
each of these services are independently available to TRCA, staff have analyzed and present a
recommendation on each service separately.
The request for proposal was undertaken to confirm that fees have remained competitive and
to ensure TRCA banking requirements have been completely addressed. This request does
not reflect on the quality of service provided by the current banker, RBC Royal Bank, or any of
its service partners including Moneris Solutions, US Bank and RBC Dominion Securities.
Since TRCA has agreed to keep confidential the pricing information contained in the proposals,
this report is not very specific with regard to fees proposed by the various proponents. Staff
has prepared a separate, confidential report on fees and ranking scores which is available to
the members upon request.
RATIONALE
Basic Banking Services - These services include:
• the operation of a main operating account (deposits, issued cheques, returned items, stop
payments, certified cheques, transfers, coin service, night depository, branch locations,
etc.);
• line of credit;
• payment distribution service for payroll;
83
• daily access to the account for review and down - loading of transactions into the accounting
system; and,
• interest paid on surplus funds in the account.
The first layer of the review focussed on net fees (service charges net of interest earned on
surplus funds in the account.) Each of the proposals was thoroughly analyzed and costed
according to the volumes indicated in the proposal. The costing was then reviewed with each
of the banks to ensure the fees were accurately represented. Strictly in terms of net fees, the
proposals from RBC, BMO and HSBC were very comparable, within $100 of each other, per
month. This amount is not considered material, especially given the variability in volume and
service mix that may occur. Although the TD proposal was the lowest in terms of fees alone, it
became less competitive when interest earnings on surplus cash balances were factored in.
The CIBC proposal was the costliest.
The line of credit interest rate offered by all banks was very competitive , either at prime or
prime less .25 %. However, given the infrequent need to borrow, no cost was attributed to this
service.
After completion of the fees analysis, each of the proposals were ranked according to the
criteria that was set out in the proposal, specifically:
(The number in brackets represents the weighting placed on the factor.)
• Meeting of requirements as set out in the proposal call document including convenient
access to branch locations for TRCA field operations; (30)
• Fees; (20)
• Additional services, now or in future; expertise and creativity; (10)
• Ease of understanding and navigating through the proposal response; (10)
• Predictability in pricing; (10)
• Embracing of The Living City vision; and, (10)
• Conversion costs; (10)
This analysis produced the highest score for the incumbent, RBC Royal Bank. On a scale of 1
to 100, RBC garnered 83 points followed by 75, 74, 66 and 60 by the other banks. In
conclusion, staff recommend acceptance of the RBC Royal Bank proposal for basic banking
services for the following reasons:
• The proposal is competitively priced while meeting all of the requirements identified;
• It is only one of two banks that will allow the proposed fees structure to remain in place for
five years (the other bank achieved a lower overall ranking);
• The rate of interest paid on surplus funds is the most of any of the other banks and the
bank does not require that funds be physically moved to other investment accounts in
order to earn this relatively high rate of interest;
• Only RBC has committed, at no cost to TRCA, to undertake a complete review of our
operations to identify inefficiencies in banking practices and potential risk to the
organization;
• TRCA has enjoyed a very long relationship with RBC, receiving excellent service and advice
almost without exception;
84
• RBC continues to be a strong supporter of The Living City vision as demonstrated by its
financial contributions history to The Conservation Foundation of Greater Toronto.
Credit and Debit Card Services (Merchant Services)
This service enables our customers to pay for goods and services by credit card (Mastercard,
Visa and American Express) or by debit card at many TRCA facilities. Moneris Solutions, a
partnership of Royal Bank and Bank of Montreal, is the current provider of this service for all
but one merchant account. TRCA also maintains one merchant account with TD, which is used
to collect payments for on -line campground bookings. Service with both TD and Monersis has
been satisfactory.
The largest cost component of this service, which in total amounts to approximately $3,200 per
month ($38,400 per annum), is the merchant discount. The merchant discount rate is set as a
fixed percentage of each transaction and has been quoted within a range of 1.56% to 2.14 %.
However, when the cost of other ancillary services (point of sale terminal (POS) rentals and
debit card transaction fees) are factored in each quote falls within a range of $3,000 to $3,250
per month. Further, strictly based on the responses, it appears that each bank is capable of
providing the service and functionality that is required. Conversion costs would be incidental
and would not be a consideration in replacing service providers.
In conclusion, staff recommend that the merchant services contract be awarded to TD, being
the lowest quote submitted while meeting all of the requirements, subject to confirmation of
program details.
Purchasing or Procurement Card Services
Purchasing cards are essentially corporate credit cards which are issued in the employee's
name. The cards have built in controls such as per transaction and monthly spending limits.
Approximately 600 transactions per month are processed in this manner. The program is
administered by US Bank, a service partner of the RBC Royal Bank. Service has been
satisfactory.
A key feature of this service is the on -line access that allows staff to assign account codes and
description of items purchased, facilitating both manager approval as well as the transfer of
data to the accounting system. Of the five responses received, one could not provide this
feature at this time. One bank would not provide pricing without further assessment of TRCA
requirements. The remaining three proposals adequately addressed the service requirements
as set out in the proposal document.
Although TRCA is satisfied with the current service provider, the Bank of Montreal has
submitted a proposal which appears to provide comparable service and functionality but at no
cost to TRCA. It is recommended that the Bank of Montreal proposal for purchasing card
services be accepted subject to confirmation of program details.
85
Investment Services - Full Brokerage
This aspect of the proposal addressed TRCA's requirement for full service brokerage account
generally containing products in the 6 -month to 5 -year range, consistent with TRCA's
investment policy. Each of the bank's responses adequately addressed TRCA's requirements
for investment advise and high quality (secure, high yield, etc.) products. However, unlike
other banking services, investment products are market driven and cannot be costed in
advance. Ideally, when surplus funds are available, TRCA would prefer to deal with a broker
that has an extensive inventory in an acceptable risk category while providing the highest
possible return. One way to achieve this goal is for TRCA to have multiple accounts with
several brokers, as this would tend to increase exposure to a larger product base and therefore
a better chance at maximizing returns.
TRCA and CFGT each currently maintain a full service brokerage account with RBC Dominion
Securities, a member of the RBC Financial Group. Service has been satisfactory. As of the
report date, approximately $4.8 million was on deposit with RBC Dominion Securities. Given
the relatively small amount on deposit, it is recommended that no more than one other
investment account be opened at this time. Staffs recommendation is that a new investment
account be established with HSBC Bank Canada, solely on the basis of its strong support of
The Living City vision. As with all services, should there be unsatisfactory performance, staff
would then consider one of the other leading brokerage houses.
Investment Services - Pooled Funds
"Pooled" funds investment accounts are professionally managed funds on behalf of unit
holders. TRCA and CFGT currently maintain a pooled funds account with UBS Global Asset
Management. As of the report date TRCA had invested $3 million with UBS and the CFGT $500
thousand. Based on results since the beginning of the year, yields on this account has
averaged about 16% above the rates paid on idle bank balances. Providers of this service are
generally compensated by a fee expressed in basis points which does not vary with the yields
generated on behalf of the unit holders. Service with UBS has been satisfactory.
Prior to the proposal call, staff had been considering an unsolicited proposal from Legg Mason
Canada, but deferred the decision pending the results of the banking proposal call process.
Since none of the proposals adequately addressed this service area, it is recommended a
pooled funds account with Legg Mason Canada also be established. Legg Mason has
proposed a very competitive service fee, being approximately one third the rate currently paid
to UBS. Over time, the funds would be migrated to the "pool" that produces the best results.
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232; Jim Dillane extension 6292
Date: September 8, 2004
RES. #C37/04 - CODE OF CONDUCT
Approval of an amendment of the Code of Conduct, Section 2.6 - The
Commitment to Personal Integrity - Gifts and Entertainment.
86
Moved by:
Seconded by:
Dick O'Brien
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Section 2.6 - The Commitment to
Personal Integrity - Gifts and Entertainment of the Toronto and Region Conservation
Authority's (TRCA) Code of Conduct be amended as outlined in the attached staff report
and enacted immediately to support the TRCA's performance in limiting conflict of
interest situations.
CARRIED
BACKGROUND
The Code of Conduct was introduced to define the management of employee behaviour,
including the receipt of gifts. Since that time, TRCA's watershed municipalities have clarified
their respective policies and TRCA submits the following changes to better align with our
partners' policies.
A revision was brought to the Business Excellence Advisory Board on June 11, 2004, where it
was referred back to staff to incorporate members comments. Below is the current policy
followed by the amended policy, including members comments from June 11th.
The current policy
Section 2.6 - The Commitment to Personal Integrity - Gifts and Entertainment
Employees shall not seek or accept any gifts, entertainment, payments, fees, services, valuable
privileges or other favours from any person or business organization that has any dealings with
TRCA, except as provided below:
1. An employee may accept entertainment usually associated with accepted business
practices if:
• It is infrequent
• It serves a business purpose
• It is appropriate for business responsibilities of the individuals involved.
• It is not excessive or lavish
2. Employees should not give or receive gifts with more than a $25 value without reporting the
gift or favour to their immediate supervisor.
3. It is never acceptable or permissible to receive cash or cash equivalent of any amount
(including stock or other marketable securities).
Proposed changes (highlighted in bold)
Employees shall not seek or accept any gifts, entertainment, payments, fees, services, valuable
privileges or other favours from any person or business organization that has any dealings with
TRCA, except as provided below:
87
1. An employee may accept restaurant meals usually associated with accepted business
practices if:
• It is infrequent
• It serves a business purpose
• It is appropriate for business responsibilities of the individuals involved.
• It is not excessive or lavish.
• It is identifed to the appropriate Director or CAO in writing and approval
provided.
2. Employees should not give or receive gifts with more than a $25 value. In situations
where the gift has been sent to an employee or department and it cannot be
reasonably returned to the sender, the gift or the proceeds from the gift will be used
for charitable purposes.
3. It is never acceptable or permissible to receive cash or cash equivalent of any amount
(including stock or other marketable securities).
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: May 03, 2004
RES. #C38/04 - COMPENSATION STUDY
Advising the Authority of a compensation study which is underway.
Moved by:
Seconded by:
Rob Ford
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff report to the Business
Excellence Advisory Board at the earliest opportunity on the results of the compensation
study for all Toronto and Region Conservation Authority (TRCA) salary bands.
CARRIED
BACKGROUND
The current salary structure has been in effect since 1999 when it was approved at Executive
Committee Meeting #2/99, Resolution #B35/99, which states in part:
THAT the job classifications resulting from the introduction of the Universal Job
Evaluation Plan be effective April 1, 1999;
AND THAT the corresponding Salary and Wage Schedule be implemented effective April
1, 1999;
Since that time, the schedule has been subject to economic adjustments in the following
amounts:
88
1999 - 1.5%
2001 - 2.0%
2002 - 2.0%
2003 - 2.0%
2004 - 3.0%
RATIONALE
Staff are conducting a compensation study to address the following four key issues:
• To be compliant with the requirements of the pay equity legislation;
• To simplify TRCA salary administration by harmonizing the two separate salary grids for full
time and supplementary employees;
• To ensure that TRCA salary levels are competitive with the marketplace;
• To create cost effective ways to bring in entry level employees with innovative co -op and
intern positions within lower salary bands.
The compensation study will consist of three components:
a. A benchmark study of selected positions compared with agencies, municipalities and other
partners including provincial ministries (MOE, MNR and Municipal Affairs.).
b. Harmonization of the two salary grids into a single TRCA plan.
c. Salary levels to support a co- operative, internship and other innovative employment
programs.
As required by the TRCA Purchasing Policy, staff has selected a qualified consultant. The work
which will not exceed $5,000 as provided for in the Purchasing Policy is proceeding and staff
will report to the Business Excellence Advisory Board at the earliest opportunity.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: August 30, 2004
SECTION IV - ITEMS FOR THE INFORMATION OF ANOTHER BOARD
RES. #C39/04 - FINANCIAL PROGRESS REPORT
For the Period Ending July 31, 2004. Presents the Financial Progress
Report for the operating budget as of July 31, 2004.
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
IT IS RECOMMENDED THAT the Financial Progress Report dated July 31, 2004, be
received.
CARRIED
89
RATIONALE
The Financial Progress Report is one of the tools through which staff advise the Authority of the
status of the Toronto and Region Conservation Authority's (TRCA's) budget. This report
covers the period ending July 31, 2004. Also attached is the chart showing the total revenue
by various functional areas. The revenues reported on the chart may not be exactly the same
as in the attached summary sheet because of the timing in finalizing the numbers.
Analysis of year to date activity and projections to year end indicate that the 2004 budget will
be achieved. As noted below, there are a number of projected variances from the 2004
budget, but the positive variances offset the negative and, at this time staff project that there
will be a balanced budget for the year 2004.
As noted in the attached summary chart, Black Creek Pioneer Village projects that attendance
and revenues, although up substantially over 2003, will not meet the 2004 budget targets.
Poor weather on key event days is the main factor. Action is being taken to mitigate the impact
of this potential shortfall with appropriate constraints on spending.
For the conservation areas, Kortright and the field centres, although revenues exceeded
budget at July 31, this is not expected to continue and the projected year end position will be
about $100,000 below budget. This will be offset by expenditure constraints.
Development services anticipates higher than budgeted fee revenue, by about $335,000,
reflecting the successful implementation of the revised fee schedule and continued growth in
the development sector.
The Living City General Fund transfer from Tthe Conservation Foundation of Greater Toronto
(CFGT) to TRCA occurs at year end so there is no reported "year to date" actual. The CFGT
advises that the projected $800,100 allocation for The Living City will be achieved. Also
projected to be achieved is the "flow through" projected at $680,200 of which $253,657 has
been transferred to date. High potential CFGT solicitations for The Living,City totalling
$1,290,000 are currently being considered and are being followed up by the CFGT Corporate
Cabinet.
CFGT flowthrough activity outstanding is in excess of $1,030,000. The majority of fundraising
revenues is received typically later in the calendar year.
As in past years, staff will continue to monitor financial activity and report to the Authority on
any significant changes to the year end projection.
Report prepared by: Ralph Kofler, ext 5274; Jim Dillane, 416- 667 -9292
For Information contact: Jim Dillane, 416 - 667 -9292
Date: September 3, 2004
Attachments: 1
90
Attachment 1
Toronto and Region Conservation Authority
2004 Variance as of July 31, 2004
Gross Expenditures
(by functional Unit)
2004
Budget
2004
YTD Actual
2004
P. A.
Budget
vs. P. A.
Notes
$
$
$
$ + /(- )
Finance and Business
Development Division
Administration
1,787,200
1,311,766
1,773,400
(13,800)
Accounting:
Gapping /computer
Rental Properties
1,195,300
429,471
1,151,938
(43,362)
Property taxes down
Central Services
313,300
203,666
313,300
Property Sevices
1,404,400
843,787
1,395,400
(9,000)
Insurance down
Black Creek Pioneer Village
4,123,200
1,908,224
4,048,000
(75,200)
Attendance,
Education down
Food Services
976,300
415,411
965,300
(11,000)
Attendance, Weddings
down
V &E
80,256
9,799,700
5,192,581
9,647,338
(152,362)
Watershed Management
Division
WM Divisional Management /
EMS
206,500
81,556
193,200
(13,300)
Gapping
Development Services
1,927,000
1,032,059
2,012,000
85,000
OMB Hearings
Watershed Strategies
1,390,900
655,845
1,390,900
Resource Science
1,801,400
1,054,509
1,801,400
Op. & Maint. of
Dams /Structures
342,800
180,652
342,800
Environmental Services
1;170,800
1,087,564
1,449,100
278,300
Special Projects
Enforcement
451,700
246,494
451,700
Conservation Areas
3,494,800
1,912,350
3,383,900
(110,900)
Misc. constraints
Kortright Centre for
Conservation
1,342,300
847,332
1,323,300
(19,000)
Misc. constraints
12,128,200
7,098,361
12,348,300
220,100
Office of the CAO
Conservation Field Centres
Summary
2,111,800
1,162,557
2,112,695
895
Corporate Management
443,500
221,902
443,500
Corporate Secretariat
323,200
206,589
323,200
Human Resources
366,100
230,305
366,100
Customer Services
247,400
148,666
247,400
Communications
717,300
342,258
647,500
(69,800)
Corp. Comm.:
printing & misc.
Marketing
Living City Centre Programs
1,007,600
314,787
1,025,748
18,148
5,216,900
2,627,064
5,166,143
(50,757)
Expenditure total
27,144,800
14,918,007
27,161,781
16,981
91
Gross Expenditures
(by functional Unit)
2004
Budget
2004
YTD Actual
2004
P. A.
Budget
vs. P. A.
Notes
$
$
$
$ + /(- )
Funding Sources:
Program/User fees:
Rental Properties
2,114,100
1,312,492
2,009,118
(104,982)
Rentals, lease down
Black Creek Pioneer Village
1,858,200
695,826
1,731,600
(126,600)
Attendance, Education
down
Food Services
1,050,200
411,203
•
1,007,700
(42,500)
Attendance,Wedding
down
Development Services
1,764,800
1,210,658
2,100,000
335,200
new fee structure
Conservation Areas
2,824,600
1,763,063
2,720,400
(104,200)
weather & filming
Kortright Centre for
Conservation
1,098,100
670,925
1,072,400
(25,700)
Energy program down
Conservation Field Centres
Summary
1,340,600
862,662
1,326,715
(13,885)
Misc.
All Other Program/User fees
1,164,200
1,657,685
1,257,500
93,300
Special Projects
Reserves
193,000
7,926
192,200
(800)
CFGT - Living City
800,100
800,100
CFGT - Flowthrough
680,200
253,657
415,300
(264,900)
Living City
Other - Municipal
359,700
(101,349)
449,720
90,020
Special Projects
Other - Provincial
542,850
544,728
600,650
57,800
Other - Federal
639,650
677,795
756,750
117,100
Special Projects
Other -
Donations /Fundraising
62,500
4,280
22,500
(40,000)
Other - Private
1,304,900
440,682
1,389,375
84,475
Sp. Projects & LCC
Reverse Internal
(750,300)
(549,347)
(700,300)
50,000
Other
Revenue total
17,047,400
9,862,886
17,151,728
104,328
Net Expenditures
10,097,400
5,055,121
10,010,053
(87,347)
Provincial Transfer Payments
845,800
845,800
Municipal Levy
9,251,600
9,251,600
Deficit / (Surplus)
0
5,055,121
(87,347)
(87,347)
92
RES. #C40/04 -
Moved by:
Seconded by:
ACCOUNTS RECEIVABLE STATUS REPORT
September 3, 2004. Staff report on Accounts Receivable - September 3,
2004.
Rob Ford
Bill O'Donnell
IT IS RECOMMENDED THAT the report on accounts receivable, as of September 3, 2004,
be received.
CARRIED
RATIONALE
The following schedule summarizes the status of receivables, including aging and
classification. The schedule excludes $12,925 in accumulated interest arrears on invoices
outstanding for more than 30 days.
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
(Excluding Municipal Levy and MNR Grant - As at September 3, 2004)
93
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS AND
SCHOOL BOARDS
22,274
9,693
25,390
1,566
58,923
6.3%
GOVERNMENT
166,893
56,913
33,000
121,729
378,535
40.4%
CORPORATE,
INDIVIDUAL AND
COMMUNITY
GROUPS
239,985
69,831
115,405
74,244
499,465
53.3%
TOTAL
429,152
136,437
173,795
197,539
936,923
100.0%
% OF TOTAL
45.8%
14.6%
18.5%
21.1%
100.0%
93
Items in excess of $1,000.00 included in the 90- plus -days column, are as follows:
CLIENT NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
Choirs Ontario
15,839.69
7,078.10
3,670.93
1,384.62
•
434
371
Amounts owed re: summer music
camps at Albion Hills and Lake St.
George Field Centres. Choirs has
recently paid 15% of o \s amount
and has indicated that no more
funds are available.
City of Toronto
51,184.06
n \a
254
Contract for ravine restoration
services with the City.
City of Toronto
36,796.55
n \a
185
Contract work for wetland
construction.
City of Toronto
10,000.00
n \a
247
Amount due under a contract for
restoration services.
Natural
Resources
Canada
1,360.00
n \a
287
Holdback amount due under
contribution agreement. Funds will
be released when TRCA provides
final report in an acceptable format.
Brutto Consulting
Ltd.
7,500.00
342.59
112
Outstanding amount for planning
fees.
Weston
Consulting
33,000.00
3,122.85
124 to
196
Outstanding amounts for planning
fees.
Canada Green
Building Council
1,344.94
61.43
96
Billing for May 20th meeting.
Payment is expected shortly.
KLM Planning
2,000.00
91.36
112
For subdivision permit. Company
has indicated amount will be paid
in Sept.
Environment
Canada
20,000.00
n \a
126
Payment expected 3rd week of
Sept.
Steve's
Auctioneering
1,104.84
50.46
101
For corporate function at Bruce's
Mill.
Bombardier
1,398.49
63.88
99
For corporate function at BCPV.
Robertson Gaze
Associates Inc.
4,621.56
1,071.06
448
For planting materials. Company
has advised that it is insolvent and
cannot make payment.
TOTALS
193,228.23
9,859.18
94
The amount due from Robertson Gaze Associates Inc. of $4,621.56 is very doubtful. The
company has indicated, in writing, that it is insolvent and has discontinued operations. A
search of the public record by Gardiner Roberts LLP in the spring of 2004 indicates the
company is not formally in bankruptcy. Staff will direct this account for collection. Choirs
Ontario recently made a payment of $4,000. representing 15% of the outstanding amount and
has indicated it will not be making further payments on this account. All other amounts noted
above are deemed collectible.
Receivable balances, as reported on each of the previous reports to the advisory board, after
1999, are as follows:
DATE
Total $
90 -Plus $
September 3, 2004
936,923
197,539
May 17, 2004
1,018,188
129,505
February 17, 2004
1,386,809
178,370
January 7, 2004
1,064,464
45,382
November 2, 2003
951,999
101,194
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27, 2001
371,985
17,153
May 25, 2001
1,132,443
44,810
March 26, 2001
621,560
167,094
December 30, 2000
1,014,021
67,981
September 06, 2000
596,536
47,728
March 19, 2000
869,266
100,758
February 15, 2000
1,007,850
42,952
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: September 14, 2004
95
TERMINATION
ON MOTION, the meeting terminated at 9:58 a.m., on Friday, September 17, 2004.
Maja Prentice
Vice Chair
/ks
96
Brian Denney
Secretary- Treasurer
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #5/04
October 15, 2004
The Business Excellence Advisory Board Meeting #5/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, October 15, 2004. The Chair David Barrow,
called the meeting to order at 9:16 a.m.
. PRESENT
David Barrow Chair
Rob Ford Member
Dick O'Brien Chair, Authority
Bill O'Donnell Member
Maja Prentice Vice Chair
REGRETS
Bas Balkissoon Member
Bill Fisch Member
Peter Milczyn Member
RES. #C41 /04 - MINUTES
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THAT the Minutes of Meeting #4/04, held on September 17, 2004, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Jim Dillane, Director, Finance and Business Development, TRCA, in
regards to item 7.1 - 2005 Preliminary Estimates, Operating and Capital.
RES. #C42 /04 - PRESENTATIONS
Moved by: Maja Prentice
Seconded by: Bill O'Donnell
97
THAT above -noted presentation (a) be heard and received.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C43 /04 - 2005 PRELIMINARY ESTIMATES, OPERATING AND CAPITAL
Presents the 2005 Preliminary Estimates, Operating and Capital.
Moved by: Maja Prentice
Seconded by: Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the 2005 Preliminary Estimates,
Operating and Capital, be approved for circulation and discussion with the Toronto and
Region Conservation Authority's (TRCA) funding partners;
AND FURTHER THAT staff and the Chair of the Business Excellence Advisory Board, as
necessary, be directed to meet with TRCA's municipal and funding partners to present
the estimates and provide any information the funding partners may require.
AMENDMENT
RES. #C44 /04
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THAT the following be inserted after the main motion:
AND FURTHER THAT the staffing analysis of FTE's be included as a schedule within the
budget estimates.
THE AMENDMENT WAS CARRIED
THE MAIN MOTION, AS AMENDED, WAS CARRIED
BACKGROUND
Presentation of the preliminary estimates is one step in the TRCA financial management '
process. The Preliminary Estimates include operating expenditure requirements recommended
by the Chief Administrative Officer and Management Committee to implement TRCA programs
and meet obligations in 2005. Operating revenue estimates reflect known sources of revenue
and anticipated growth in 2005. The operating levy to be raised from municipal funding
partners is based on a guideline established early in the budget process. For 2005, this
guideline is 6 %. Provincial transfers (mainly Ministry of Natural Resources) are included and
have been flatlined at the prior years level.
98
The capital estimates are based on requests of the TRCA municipal funding partners. Staff
work with municipal partners to determine appropriate priorities in each municipality and levels
of funding. Also, because capital project funding is leveraged and involves funding from a
wide variety of sources, the total project funding cannot be finalized until January or February
of the budget year.
Each municipal partner has different requirements as to submission of budget information.
▪ Staff meet regularly with municipal staff and staff of other conservation authorities in making
submissions to the municipalities.
RATIONALE
Operating revenues are budgeted on the basis of anticipated fee increases, attendance
growth, revenues from new on site programming and additional revenues from other sources.
Operating revenues are estimated to be $18,720,300, up 7.1% from 2004. The largest increase
is in the area of development services fees.
On the expenditure side, there are no new major program initiatives. The budget is designed
to support existing service levels with no enhancements. Total gross expenditures are
estimated at $29,373,800, an increase of 6.5% over 2004. The preliminary estimates deal with
a number of pressures:
• two thirds of the budget is salary related; significant annualization costs from 2004 are
included in 2005.
• a 3% cost of living adjustment is included in the 2005 estimates, subject to approval by the
Authority when the budget is finalized in April, 2005.
• the lease of additional space at Downsview Park will move from $8 /sq.ft. to $16 /sq.ft. in
2005 and the full year cost must be absorbed.
• higher energy costs are included in all fleet and building budgets, although mitigated in
some measure by energy saving programs.
th
At the October 15 Business Excellence Advisory Board meeting, staff will make a presentation
on the operating estimates described in the attached document. Also, staff will provide an
overview presentation on the capital budget submissions'to each of the municipal funding
partners. The project information is extensive and binders describing all of the projects
requested of TRCA municipal partners will be available.
Report prepared by: Jim Dillane, 416 - 667 -6292
For Information contact: Jim Dillane, 416- 667 -6292
Date: February 10, 2004
Attachments: 1
99
Attachment 1
Cn
for The Living City
2005 PRELIMINARY OPERATING BUDGET
As submitted to the Business Excellence Advisory Board
October 15, 2004
100
•
Page 1
TORONTO AND REGION CONSERVATION AUTHORITY
2005 Operating Budget - Preliminary
Gross Expenditures (by functional Unit)
Finance and Business Development Division
Page 2004 2004 2005
Reference Budget P. Prelim. %Ch . $Chq.
$ $ $
Administration Page 8 1,787,200 1,773,400 2,049,900 14.7% 262,700
Rental Properties Page 9 1,195,300 1,151,938 1,506,200 26.0% .310,900
Central Services Page 10 313,300 313,300 326,800 4.3% 13,500
Property Sevices Page 11 1,404,400 1,395,400 1,443,500 2.8% 39,100
Black Creek Roneer Village Page 12 4,123,200 4,048,000 4,149,300 0.6% 26,100
Food Services Page 13 976,300 965,300 1,101,700 12.8% 125,400
Vehicle & Equipment Reserve Page 26 -
9,799,700 9,647,338 10,577,400 7.9% 777,700
Watershed Management Division
WM Divisional Management / ETAS Page 14 206,500 193,200 237,700 15.1% 31,200
Development Services Page 15 1;927,000 2,012,000 2,067,500 7.3% 140,500
Watershed Strategies Page 16 1,390,900 1,390,900 1,393,300 0.2% 2,400
Resource Science Page 17 1,801,400 1,801,400 1,991,800 10.6% 190,400
Op. & Maint. of Dams, Channels and Water Control Structures Page 18 342,800 342,800 276,400 -19.4% (66,400)
Environmental Services Page 19 1,604,100 1,882,400 1,794,500 11.9% 190,400
Enforcement • Page 20 451,700 451,700 473,500 4.8% 21,800
Conservation Areas Page 21 3,494,800 3,383,900 3,598,600 3.0% 103,800
Kortright Centre for Conservation Page 22 1,342,300 1,323,300 1,341,800 -0.0% (500)
12,561,500 12,781,600 13,175,100 4.9% 613,600
Office of the CAO
Conservation Field Centres Page 23 2,111,800 2,112,695 2,314,100 9.6% 202,300
Corporate Management Page 24 443,500 443,500 492,300 11.0% 48,800 •
Corporate Secretariat Page 24 323,200 323,200 297,000 -8.1% (26,200)
Human Resources Page 24 366,100 366,100 419,300 14.5% 53,200
Customer Services Page 24 247,400 247,400 259,600 4.9% 12,200
Communications Page 24 717,300 647,500 701,300 -2.2% (16,000)
Living City Centre Programs Page 25 1,007,600 1,025,748 1,137,700 12.9% 130,100
5,216,900 5,166,143 5,621,300 7.8% 404,400
Expenditure Total 27,578,100 27,595,081 29,373,800 6.5% 1,795,700
101
Page 2
Toronto and Region Conservation Authority
2005 Operating Budget - Preliminary
2004 2004 2005
Budget P. A. Prelim. %Chg. $ Chg.
$ $ $
Funding Sources:
Program/User fees:
Rental Ftoperties 2,114,100 2,009,118 2,288,400 8.2% 174,300
Black Creek Pioneer Village 1,858,200 1,731,600 1,864,200 0.3% 6,000
Food Services 1,050,200 1,007,700 1,152,700 9.8% 102,500
Development Services 1,764,800 2,100,000 2,250,000 27.5% 485,200
Conservation Areas 2,824,600 2,720,400 2,887,800 2.2% 63,200
Kortright Centre for Conservation 1,098,100 1,072,400 1,061,300 -3.4% (36,800)
Conservation Field Centres Summary 1,340,600 1,326,715 1,469,000 9.6% 128,400
All Other Program/User fees 1,164,200 1,257,500 1,302,700 11.9% 138,500
Reserves 193,000 192,200 242,100 25.4% 49,100
CFGT- Living City 800,100 800,100 1,262,700 57.8% 462,600
CFGT- Flow through 680,200 415,300 229,300 -66.3% (450,900)
Other Municipal 359,700 449,720 641,700 78.4% 282,000
Provincial 542,850 600,650 487,800 -10.1% (55,050)
Federal 639,650 756,750 658,200 2.9% 18,550
Donations /Fundraising 62,500 22,500 64,400 3.0% • 1,900
Private 1,304,900 1,389,375 1,560,000 19.5% 255,100
Reverse internal plant material charges included under user fees (317,000) (267,000) (702,000) 121.5% (385,000)
Revenue total 17,480,700 17,585,028 18,720,300 7.1% 1,239,600
Net Expenditures 10,097,400 10,010,053 10,653,500 5.5% 556,100
Net Expenditures funded by:
R-ovincial Transfer Payments 845,800 845,800 845,800
Municipal Levy 9,251,600 9,251,600 9,807,700
Deficit / (Surplus) (87,347)
6.0% 556,100
102
9
Page 3
TORONTO AND REGION CONSERVATION AUTHORITY
APPORTIONMENT OF 2005 PRELIMINARY OPERATING BUDGET LEVIES
< -- --- - -- 2005 GENERAL LEVY >
LEVY TOTAL 2004 Operating
EXCLUDING TAX PROPOSED GENERAL ROUGE OPERATING Change
TAX ADJ. ADJUST. TAX ADJUST. LEVY PARK LEVY ' 05/04
ADJALA - TOSORONTIO 711 1,400 2,111 8 685 1,426 208.2%
DURHAM 285,461 10,500 146,400 442,361 3,356 288,372 153,989 53.4%
TORONTO 6,326,456 700 6,327,156 74,387 6,240,710 86,446 1.4%
MONO 785 200 985 9 765 220 28.8%
PEEL 1,021,951 66,900 78,300 1,167,151 12,016 1,062,700 104,451 9.8%
YORK 1,704,336 33,800 129,800 1,867,936 20,040 1,658,368 209,568 12.6%
9,339,700 111,200 356,800 9,807,700 109,816 9,251,600 556,100 6.0%
LEVIES ON HAND / SPECIAL
' excludes Rouge Park levy
9,339,700 111,200 356,800 9,807,700 109,816
103
9,251,600 556,100 6.0%
Page 4
TORONTO AND REGION CONSERVATION AUTHORITY
APPORTIONMENT OF 2005 LEVIES
MATCHING* AND NON - MATCHING FORMAT
* Based on preliminary estimates of provincial funding.
104
OPERATING LEVY
TOTAL
MATCHING* NON - MATCHING
$
$
$
ADJALA - TOSORONTIO
64
2,047
2,111
DURHAM
25,851
416,510
442,361
TORONTO
572,922
5,754,234
6,327,156
MONO
71
914
985
PEEL
92,548
1,074,603
1,167,151
YORK
154,344
1,713,592
1,867,936
845,800
8,961,900
9,801,700
* Based on preliminary estimates of provincial funding.
104
THE TORONTO AND REGION CONSERVATION AUTHORITY
BASIS OF APPORTIONMENT - MUNICIPAL LEVY - 2005
(BASED ON 2004 FOR 2005 MODIFIED CURRENT VALUE ASSESSM ENT FIGURES *)
MUNICIPALITY
Page 5
CURRENT % OF CURRENT TOTAL POPULATION
VALUE MUNICIP- VALUE POPULATION IN
ASSESSMENT ALITY IN ASSESSMENT AUTHORITY **
AUTHORITY IN WATERSHED
$(000's) $(000's )
Township of Adjala - Tosorontio 1,033,534 4 41,341 10,082 403
Durham, Regional Municipality of 19,908,777 16,590,646 178,269 149,512
City of Toronto 367,686,396 100 367,686,396 2,481,494 2,481,494
Town of Mono 912,803 5 45,640 6,922 346
Peel, Regional Municipality of 138,872,933 59,394,605 988,948 435,112
York, Regional Municipality of 108,263,954 99,054,047 603,375 540,757
636,678,397 542,812,675 4,269,090 3,607,624
ANALYSIS OF REGIONAL MUNICIPALITIES *
Durham, Regional Municipality of
Ajax, Town of 7,803,650 86 6,711,139 73,753 63,428
Pickering, Town of 9,973,069 95 9,474,416 87,139 82,782
Uxbridge Township 2,132,057 19 405,091 17,377 3,302
19,908,777 16,590,646 178,269 149,512
Peel, Regional Municipality of
Brampton, City 39,884,211 63 25,127,053 325,428 205,020
Mississauga, City of 91,710,206 33 30,264,368 612,925 202,265
Caledon, Town of 7,278,516 55 4,003,184 50,595 27,827
138,872,933 59,394,605 988,948 435,112
York, Regional Municipality of
Aurora, Town of 5,697,806 4 227,912 40,167 1,607
Markham, Town of 35,200,675 100 35,200,675 208,615 208,615
Richmond Hill, Town of 21,231,922 99 21,019,603 132,030 130,710
Vaughan, Town of 39,841,676 100 39,841,676 182,022 182,022
Whitchurch- Stouffville, Town of 3,358,117 43 1,443,990 22,008 9,463
King Township 2,933,758 45 1,320,191 18,533 8,340
** As provided by the Mnistry of Municipal Affairs.
Based on 2001 Census data from Statistics Canada
108,263,954 99,054,047 603,375 540,757
105
MUNICIPALITY
THE TORONTO AND REGION CONSERVATION AUTHORITY
2005 LEVY APPORTIONMENT
MODIFIED
CURRENT VALUE
ASSESSM ENT'
IN WATERSHED
ADJALA - TOSORONTIO
DURHAM, REGIONAL MUNICIPALITY OF
Ajax 6,711,139
Pickering 9,474,416
Uxbridge 405,091
CITY OF TORONTO
TOWN OF MONO
PEEL, REGIONAL MUNICIPALITY OF
Bram pton
Mississauga
Caledon
YORK, REGIONAL MUNICIPALITY OF
Aurora
Markham
chmond
Vaughan
Whitchurch - Stouffville
King
25,127,053
30,264,368
4,003,184
227,912
35,200,675
21,019,603
39,841,676
1,443,990
1,320,191
$(000's)
41,341
16,590,646
367,686,396
45,640
59,394,605
99,054,047
2005 GENERAL
LEVY
PROPORTIONATE
FACTOR
Page 6
2004 GENERAL
LEVY
PROPORTIONATE
FACTOR
0.00762%
3.05642%
67.73725%
0.00841%
10.94201%
0.00752%
3.01505%
68.45022%
0.00839%
10.74822%
18.24829% 17.77060%
542,812,675 100.00000% 100.00000%
106
Page 7
TORONTO AND REGION CONSERVATION AUTHORITY
Full -time Equivalents of staffing in 2005 Preliminary Budget
FULL -TIME Contract TOTAL FTE's
2004 2005 2004 2005 2004 2005
Finance & Business Development 75.8 80.3 50.8 51.9 126.6 132.2
Watershed Management 116.0 115.3 57.6 60.0 173.6 175.3
Office of the CAO 44.5 49.8 6.7 8.6 51.2 58.5
Total operating 236.3 245.5 115.0 120.5 351.4 366.0
Capital * 69.1 66.8 24.9 24.8 94.0 91.6
TOTAL STAFFING 305.4 312.3 140.0 145.3 445.4 457.6
* 2005 capital staffing Is in progress while capital funding levels are negotiated.
107
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Finance and Business Development
ACTIVITY: Administration
Page
8
2004 2004 2004 2005
Budget Actuals P.A. . Prelim. %Chg.
$Chq.
Expenditures:
Financial Services 768,700 412,727 754,900 840,400 9.3%
Office Services 886,100 455,790 886,100 996,300 12.4%
hformation Technology 309,600 101,941 309,600 395,200 27.6%
GIS 222,800 341,308 222,800 268,000 20.3%
Roject Surcharge (400,000) (400,000) (450,000) 12.5%
71,700
110,200
85,600
45,200
(50,000)
262,700
26,000
(18,000)
(50,000)
(42,000)
Expenditure Total 1,787,200 1,311,766 1,773,400 2,049,900 14.7%
Funding Sources:
ProgramlUser fees 366,000 200,258 366,000 392,000 7.1%
Reserves 18,000 18,000 - 100.0%
CFGT- Living City -
CFGT - Row through -
Municipal -
Provincial 50,000 50,000 50,000 - 100.0%
Federal -
Donations /Fundraising -
Private 155 -
Revenue Total 434,000 250,412 434,000 392,000 -9.7%
Net Expenditures 1,353,200 1,061,354 1,339,400 1,657,900 22.5%
304,700
Comments:
Major 05 over 04 Changes (in addition to eco
Finance: Oerk converted from part -time to full-time
Office Services: Records Assistant and Dow nsview Office costs annualized
info Technology: Annualize new Tech, Database Admin. postions
GIS: Higher volume/internal charges. No Special Project Provincial revenue in 2005.
108
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Finance and Business Development
ACTIVITY: Rental Properties
Page
9
2004 2004 2005
Budget P.A. . Prelim.
%Chq.
$ Chg.
$
Expenditures:
Basic Rentals 567,100 536,943 665,500
ORC Rentals 517,500 517,500 738,000
Special Agreements 110,700 97,495 102,700
17.4%
42.6%
-7.2%
26.0%
8.2%
-
-
-
-
-
- 100.0%
-
-
8.0%
98,400
220,500
(8,000)
310,900
174,300
(5,000)
169,300
Expenditure Total 1,195,300 1,151,938 1,506,200
Funding Sources:
ProgranVUser fees 2,114,100 2,009,118 2,288,400
Reserves
CFGT- Living City
CFGT - Flow through
Municipal
Provincial
Federal 5,000 5,000
Donations /Fundraising
Private
Revenue total 2,119,100 2,014,118 2,288,400
Net Expenditures (923,800) (862,180) (782,200)
-15.3%
141,600
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Rentals: Higher maintenance and property tax costs
ORC: Annualization of newly transferred costs and revenues
109
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Finance and Business Development
ACTIVITY: Central Services
Page
10
2004 2004 2005
Budget P.A. . Prelim.
%Chq.
$ Chg.
$
Expenditures:
Central Services 313,300 313,300 326,800
4.3%
4.3%
-
-
-
-
-
-
-
-
-
13,500
13,500
Expenditure Total 313,300 313,300 326,800
Funding Sources:
Program/Userfees
Reserves
CFGT- Living City
CFGT - Flow through
Municipal
Federal
Provincial
Donations /Fundraising
Private
Revenue Total
Net Expenditures 313,300 313,300 326,800
4.3%
13,500
Comments:
Major 05 over 04 Changes (in addition to economic factors):
110
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Finance and Business Development
ACTIVITY: Property & Taxes
Page
11
2004 2004 2005
Budget P. A. Prelim.
%Chq.
$ Chg.
Expenditures:
lkoperty Services 582,000 582,000 705,600
C:LM (Taxes & hsurance) 822,400 813,400 737,900
21.2%
- 10.3%
2.8%
-
-
-
-
-
-
-
123,600
(84,500)
39,100
Expenditure Total 1,404,400 1,395,400 1,443,500
Funding Sources:
Rogram(User fees
Reserves
C FGT - Living City
C FGT - Flow through
Municipal
Provincial
Federal 60,150
Donations /Fundraising
Private 55,000 55,000 55,000
Revenue Total 55,000 115,150 55,000
Net Expenditures 1,349,400 1,280,250 1,388,500
2.9%
39,100
Comments:
Major 05 over 04 Changes (in addition to economic factors):
New Real Estate Coordinator and Senior Property Agent proposed.
Property taxes low er. 04 secondment costs not repeated in 2005.
111
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRBLIMINARY
DIVISION: Finance and Business Development
Page
12
ACTIVITY: Black Creek Pioneer Village
2004 2004 2005
Budget P.A. . Prelim.
%Chg.
$Chq.
Expenditures:
Culture & Tourism Grant
-
Program Management 249,100 249,100 261,900
5.1%
12,800
Curatorial 270,800 270,800 282,800
4.4%
12,000
Photography
-
Interpretative Programming 1,244,600 1,204,600 1,307,900
5.1%
63,300
Special Events 76,300 76,300 42,800
-43.9%
(33,500)
Heritage Education 246,000 224,000 252,200
2.5%
6,200
Building Maintenance 960,800 960,800 1,005,900
4.7%
45,100
Admissions 126,600 125,000 139,400
10.1%
12,800
Giftshop 411,600 400,000 410,800
-0.2%
(800)
Marketing and Sponsorships 537,400 537,400 445,600
-17.1%
(91,800)
Expenditure Total 4,123,200 4,048,000 4,149,300
0.6%
26,100
Funding Sources:
ProgramVUser fees 1,858,200 1,731,600 1,864,200
0.3%
6,000
Reserves
-
CFGT- Living City
-
CFGT- Flow through 33,000 33,000
- 100.0%
(33,000)
Municipal
-
Provincial 302,000 302,000 197,000
-34.8%
(105,000)
Federal
-
Donations/Fundraising 57,500 17,500 54,000
-6.1%
(3,500)
Private
-
Revenue Total 2,250,700 2,084,100 2,115,200
-6.0%
(135,500)
Net Expenditures 1,872,500 1,963,900 2,034,100
8.6%
161,600
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Special Events: 2004 test Music Festival offerings budgeted differer
Special Provincially funded SARS promotion not repeated in 2005.
•
112
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Finance and Business Development
ACTIVITY: Food Services
Page
13
2004 2004 2005
Budget P.A. . Prelim.
%Chq.
$Chg.
Expenditures:
Weddings: Sales Costs & Revenue 300,600 290,600 365,600
Corporate Events: Sales Costs/Revenue 435,900 435,900 471,200
Banquet Costs & Internal Functions 73,300 73,300 84,700
Visitor Services 166,500 165,500 180,200
Equipment
21.6%
8.1%
15.6%
8.2%
-
12.8%
9.8%
-
-
-
-
-
-
-
-
9.8%
65,000
35,300
11,400
13,700
125,400
102,500
102,500
Expenditure Total 976,300 965,300 1,101,700
Funding Sources:
Program/User fees 1,050,200 1,007,700 1,152,700
Reserves
CFGT- Living City
CFGT - Flow through
Municipal
Provincial
Federal
Donations/Fundraising
Private
Revenue Total 1,050,200 1,007,700 1,152,700
Net Expenditures (73,900) (42,400) (51,000)
- 31.0%
22,900
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Some volume increase with associated costs projected
113
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management Page 14
ACTIVITY: WM Divisional Management / EMS •
2004 2004 2005
Budget P.A. . Prelim. %Chq. $Chq.
Expenditures:
Divisional Management 155,300 147,000 183,700 18.3% 28,400
Environmental Management Systems 51,200 46,200 54,000 5.5% 2,800
Expenditure Total 206,500 193,200 237,700 15.1% 31,200
Funding Sources:
Program/Userfees -
Reserves -
CFGT - Living City -
CFGT - Flow through -
Municipal -
Provincial -
Federal -
Donations/Fundraising -
Arivate -
Revenue Total -
Net Expenditures 206,500 193,200 237,700 15.1% 31,200
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Unfilled & unbudgeted Admin. Assistant restored in 2005
114
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management
Page
15
ACTIVITY: Development Services
2004 2004
2005
Budget P.A. .
Prelim.
%Chq.
$Chq.
Expenditures:
Banning Services 655,000 635,000
733,900
12.0%
78,900
Regulation Services 612,300 592,300
612,100
-0.0%
(200)
Solicitor /Realtor Enquiries 46,400 46,400
48,800
5.2%
2,400
Policy, Research and Special Projects 267,200 267,200
301,600
12.9%
34,400
Hearings 175,000 300,000
200,000
14.3%
25,000
Enviromental Assessment 171,100 171,100
171,100
Expenditure Total 1,927,000 2,012,000
2,067,500
7.3%
140,500
Funding Sources:
Program/User fees 1,764,800 2,100,000
2,250,000
27.5%
485,200
Reserves
-
CFGT- Living City
-
CFGT - Flow through
-
Municipal 75,000 75,000
190,000
153.3%
115,000
Provincial 15,000 9,300
- 100.0%
(15,000)
Federal 40,000 34,300
- 100.0%
(40,000)
Donations /Fundraising
-
Private
-
Revenue Total 1,894,800 2,218,600
2,440,000
28.8%
545,200
(404,700)
Net Expenditures 32,200 (206,600)
(372,500)
- 1257%
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Banning: annualize several 2004 partial year positions
Increased User Fee and special project funding projected.
115
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management
Page
16
ACTIVITY: Watershed Strategies
2004 2004 2005
Budget P. A. Prelim. %Chg.
$ Chg.
Expenditures:
Don River 211,800 211,800 198,200 -6.4%
(13,600)
Humber River 279,400 279,400 281,300 0.7%
1,900
Rouge River 400,000 400,000 390,000 -2.5%
(10,000)
liighland Creek 37,800 37,800 23,100 -38.9%
(14,700)
Etobicoke - Mrrico Creek 269,300 269,300 273,500 1.6%
4,200
Duffins Creek 251,600 251,600 231,500 -8.0%
(20,100)
Oak Ridges Moraine 153,500 153,500 116,000 -24.4%
(37,500)
Waterfront Strategy 59,700 -
59,700
For RAP MOU actuals -
Portion funded from Capital (212,500) (212,500) (180,000) -15.3%
32,500
Expenditure Total 1,390,900 1,390,900 1,393,300 0.2%
2,400
Funding Sources:
Program/Userfees -
Reserves -
CFGT- Living City 125,000 125,000 125,000
CFGT - Flow through -
Municipal 65,000 65,000 - 100.0%
(65,000)
Provincial 41,250 41,250 42,500 3.0%
1,250
Federal 41,250 41,250 42,500 3.0%
1,250
Donations /Fundraising -
Private 459,300 459,300 620,000 35.0%
160,700
Revenue Total 731,800 731,800 830,000 13.4%
98,200
Net Expenditures 659,100 659,100 563,300 -14.5%
(95,800)
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Portion of existing Waterfront staff budget here in 2005 to reflect similarity of work.
ORM self - funded CA Coalition activity restored to average level in 2005.
All other: nisc. fine - tuning of expenditures and revenues.
116
I/•
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRBIMINARY
DIVISION: Watershed Management Page
17
•
ACTIVITY: Resource Science
2004 2004 2005 2005
Budget P. Prelim. Budget %Chg. $Chg.
Expenditures:
Program Management 226,300 226,300 267,400 226,300 18.2% 41,100
Conservation Land Banning 97,800 97,800 102,700 97,800 5.0% 4,900
Archaeology 110,200 110,200 175,000 172,800 58.8% 64,800
Special Projects 100,000 100,000 100,000 97,600
Natural Heritage 359,200 359,200 389,800 359,200 8.5% 30,600
Water Management 686,900 686,900 790,600 666,900 15.1% 103,700
Flood Forecasting & Warning 221,000 221,000 166,300 173,600 - 24.8% (54,700)
Expenditure Total 1,801,400 1,801,400 1,991,800 1,794,200 10.6% 190,400
Funding Sources:
ProgramlUser fees -
Reserves 97,100 - 97,100
CFGT - Living City 125,000 125,000 125,000 125,000
CFGT - Flow through -
Municipal -
A- ovincial 100,000 - 100,000
Federal -
Donations /Fundraising -
Private 210,200 210,200 275,000 210,200 30.8% 64,800
Revenue Total 335,200 335,200 597,100 335,200 78.1% 261,900
Net Expenditures 1,466,200 1,466,200 1,394,700 1,459,000 -4.9% (71,500)
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Admn: Partial Year of new Director of Urban Ecology proposed
Banning: New Technician added net of 50% Archaeologist moved to ES
Archaeology: self- funded program budgeted more completely
Natural Heritage: partial year Banning Ecologist charged here
Water Management: several 2004 positions annualized. New Provincial funding projected.
Flood Warning: some outside technical services costs reduced
117
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management Page
18
GROUP: Resource Science
ACTIVITY: Op. & Maintenance of Dams, Channels and Water Control Structures
2004 2004 2005
BUDGET P. PRELIM. %CHG. $ CHG.
$ $ $
Expenditures:
Technical Support 80,300 80,300 120,400 49.9% 40,100
Small Dams Operations 4,700 4,700 6,000 27.7% 1,300
Small Dams Preventative Maintenance 6,000 6,000 6,000
Maintenance - Control Structures 42,400 42,400 40,000 -5.7% (2,400)
aaireville Dam Operations 5,000 5,000 10,000 100.0% 5,000
aaireville Dam FPreventative Maintenance 21,900 21,900 15,000 -31.5% (6,900)
aaireville Dam Wing Wall Repair 20,000 20,000 - 100.0% (20,000)
aaireville Dam Control Room 45,000 45,000 - 100.0% (45,000)
G. Ross Lord Dam Operations 11,000 11,000 11,000
G. Ross Lord Dam Preventative Maintenance 12,700 12,700 15,000 18.1% 2,300
G. Ross Lord Dam Gate Control 15,000 15,000 - 100.0% (15,000)
G. Ross Lord Dam Fuel Storage 50,000 50,000 - 100.0% (50,000)
Flood Control Workshop 2,000 2,000 3,000 50.0% 1,000
Rood Warning System- Oper. & Maintenance 26,800 26,800 50,000 86.6% 23,200
Expenditure Total 342,800 342,800 276,400 -19.4% (66,400)
Funding Sources:
Prograr/Userfees -
Reserves -
CFGT - Living City -
CFGT- Flow through -
Municipal -
Provincial 65,000 65,000 - 100.0% (65,000)
Federal -
Donations/Fundraising -
Private -
Revenue Total 65,000 65,000 - 100.0% (65,000)
Net Expenditures 277,800 277,800 276,400 -0.5% (1,400)
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Provincial Retrofit funding not available in 2005.
118
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management
Page
19
ACTIVITY: Environmental Services
2004 2004 2005
Budget P.A. . Prelim. %Chq.
$ Chg.
Expenditures:
Program Management 272,100 422,100 499,300 83.5%
227,200
Rant Propagation 381,200 450,000 410,000 7.6%
28,800
Ranting and Special Projects 533,900 593,400 777,000 45.5%
243,100
Asian Longhorned Beetle 416,900 416,900 493,200 18.3%
76,300
hternal Recoveries (385,000) -
(385,000)
Expenditure Total 1,604,100 1,882,400 1,794,500 11.9%
190,400
Funding Sources:
ProgranVUserfees 798,200 891,500 910,700 14.1%
112,500
Reserves -
CFGT - Living City 200,000 200,000 200,000
CFGT - Flow through 11,800 11,800 60,000 408.5%
48,200
Municipal 185,400 220,400 270,700 46.0%
85,300
Provincial 39,600 39,600 100,800 154.5%
61,200
Federal 420,500 420,500 493,200 17.3%
72,700
Donations /Fundraising -
Private 300,000 400,000 315,000 5.0%
15,000
hternal Recoveries (317,000) (267,000) (702,000) 121.5%
(385,000)
Revenue Total 1,638,500 1,916,800 1,648,400 0.6%
9,900
Net Expenditures (34,400) (34,400) 146,100 - 524.7%
180,500
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Prog Management: Inland Fill and West Nile costs and revenue new to 2005 budget.
Special projects: more self- funded projects anticipated
Staff added to federally funded Asian Longhorn Beetle Program
119
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management
ACTIVITY: Enforcem ent
Page
20
2004 2004
Budget P.A. .
2005
Prelim.
%Chg.
$Chq.
Expenditures:
Enforcement 431,700 431,700
Legal 20,000 20,000
453,500
20,000
5.0%
4.8%
-
-
-
-
-
-
-
-
-
-
21,800
21,800
Expenditure Total 451,700 451,700
473,500
Funding Sources:
Program/User fees
Reserves
CFGT- Living City
CFGT- Flow through
Municipal
Provincial
Federal
Donations/Fundraising
PYivate
Revenue Total
Net Expenditures 451,700 451,700
473,500
4.8%
21,800
Comments:
Major 05 over 04 Changes (in addition to economic factors):
120
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management
ACTIVITY: Conservation Areas
Page 21
2004 2004 2005
Budget P.A. . Prelim.
%Chq.
$Chq.
$
Expenditures:
General Operations 587,900 592,900 627,600
6.8%
39,700
West Zone
-
West Zone Administration 121,000 124,900 124,100
2.6%
3,100
Albion Hills 577,800 566,500 608,600
5.3%
30,800
Glen Haffy 222,800 207,000 218,000
-2.2%
(4,800)
Indian Line 427,400 386,600 441,900
3.4%
14,500
Boyd 209,500 209,500 224,500
7.2%
15,000
Heart Lake 268,800 272,300 280,300
4.3%
11,500
East Zone
-
East Zone Administration 93,900 93,700 103,000
9.7%
9,100
Bruce's Hill 332,200 312,500 326,500
-1.7%
(5,700)
Petticoat Creek 340,800 306,200 343,200
0.7%
2,400
Land Management
-
East Zone: 138,000 137,100 122,400
-11.3%
(15,600)
West Zone: 149,700 149,700 153,500
2.5%
3,800
Major Maintenance 25,000 25,000 25,000
Expenditure Total 3,494,800 3,383,900 3,598,600
3.0%
103,800
Funding Sources:
Authority Generated 2,824,600 2,720,400 2,887,800
2.2%
63,200
Reserves
-
CFGT- Living Qty
-
CFGT - Flow through
-
Municipal 5,000 5,000 5,000
Provincial
-
Federal
-
Donations/Fundraising
-
Private
-
Revenue Total 2,829,600 2,725,400 2,892,800
2.2%
63,200
Net Expenditures 665,200 658,500 705,800
6.1%
40,600
Comments:
Major 05 over 04 Changes (those in addition to economic factors):
New partial year Customer Service and Admin. Assistant proposed.
Petticoat Creek Assistant Superintendent not filled.
121
TORONTO AND REGION CONSERVATION AUTHORITY
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management Page 22
GROUP:
ACTIVITY: Kortright Centre for Conservation
2004 2004 2005
BUDGET P. A. PRELIM. % CHG. $ CHG.
$ $ $
Expenditures:
Administration 118,500 118,500 109,700 -7.4% (8,800)
Grounds 125,800 125,800 125,100 -0.6% (700)
Buildings 164,300 164,300 163,000 -0.8% (1,300)
General Programs 63,600 63,600 56,200 -11.6% (7,400)
Day Use 38,550 38,550 52,200 35.4% 13,650
Public Programs 37,750 37,750 57,400 52.1% 19,650
Education R-ograms 287,800 287,800 290,200 0.8% 2,400
Cafe 74,900 74,900 84,900 13.4% 10,000
Gift Shop 75,800 75,800 93,100 22.8% 17,300
Maple Syrup Program 233,600 206,600 255,700 9.5% 22,100
All other Programs 121,700 129,700 54,300 -55.4% (67,400)
Expenditure Total 1,342,300 1,323,300 1,341,800 -0.0% (500)
Funding Sources:
User fees by program Component:
User Fees 1,098,100 1,072,400 1,061,300 -3.4% (36,800)
Reserves -
CFGT- Living Qty 100,000 100,000 100,000
CFGT- Flow through 21,500 21,500 21,500
Municipal -
Rovincial -
Federal -
Donations/Fundraising -
Private -
Revenue Total 1,219,600 1,193,900 1,182,800 -3.0% (36,800)
Net Expenditures 122,700 129,400 159,000 29.6% 36,300
Comments:
Major 05 over 04 Changes (those in addition to economic factors):
Energy program Coordinator not filled, net of some seasonal
staff backfilling. Lead Hand position moved to CA's.
Energy Program revenue reduced to more modest target.
122
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Office of the CAO
Page
23
ACTIVITY: Conservation Field Centres
2004 2004 2005
Budget P. A. Prelim.
% Chq.
$ Chg.
Expenditures:
Program Management 111,100 111,100 131,100
18.0%
20,000
Education Support Services 217,600 218,260 260,500
19.7%
42,900
Albion His 649,600 641,520 674,900
3.9%
25,300
Claremont 517,200 528,943 581,500
12.4%
64,300
Lake St. George 616,300 612,872 666,100
• 8.1%
49,800
Expenditure Total 2,111,800 2,112,695 2,314,100
9.6%
202,300
Funding Sources:
Program/User fees 1,340,600 1,326,715 1,469,000
9.6%
128,400
Reserves 60,000 60,000 45,000
-25.0%
(15,000)
CFGT - Living City 200,000 200,000 200,000
CFGT- Flow through 119,000 119,000 147,800
24.2%
28,800
Municipal 10,000 25,000 16,000
60.0%
6,000
Provincial 1,250
-
Federal 1,250
-
Donations/Fundraising 5,000 5,000 10,400
108.0%
5,400
Private
-
Revenue Total 1,734,600 1,738,215 1,888,200
8.9%
153,600
Net Expenditures 377,200 374,480 425,900
12.9%
48,700
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Partial year Admin. Assistant and Sales Assistant proposed
New self funded prgrams: Investigating Living City Spaces, Education Volunteers
Major Maintenance needs at Claremont.
Some fees increased, Lake St. George Dormitory utilization increased
123
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRaIMINARY
DIVISION:
Office of the CAO Page 24
ACTIVITY: CAO Programs
Gross Expenditures
2004 2004 2005
Budget P.A. . Prelim. %Chq. $Chq.
Expenditures expressed as program tasks /components:
Corporate Management 443,500 443,500 492,300 11.0% 48,800
Corporate Secretariat 323,200 323,200 297,000 -8.1% (26,200)
Human Resources 366,100 366,100 419,300 14.5% 53,200
Customer Services 247,400 247,400 259,600 4.9% 12,200
Communications 717,300 647,500 701,300 -2.2% (16,000)
Expenditure total 2,097,500 2,027,700 2,169,500 3.4% 72,000
Funding Sources:
Program/User fees -
Reserves 115,000 114,200 100,000 -13.0% (15,000)
CFGT - Living City -
CFGT - Flow through
Other - Municipal
Other - Provincial
Other - Federal
Other - Donations /Fundraising
Other - Private
Revenue total
Net Expenditures
115,000 114,200 100,000 -13.0% (15,000)
1,982,500 1,913,500 2,069,500 4.4% 87,000
Comments:
Major 05 over 04 Changes (in addition to economic factors):
Corp Management: New Admin. Assistant proposed
Corp. Secretariat: Director's Liability insurance costs dow n
Human Resources: Volunteer Coordinator and HR clerk added net of Safety Officer vacancy
Corp. Communications: some 2004 promotional initiatives not repeated in 2005.
124
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PRELIMINARY
DIVISION: Watershed Management Page 25
ACTIVITY: LCC at Kortright
2004 2004 2005
BUDGET P. PRELIM. %CHG. $CHG.
$ $ $
Expenditures:
Development, Management & Communications 394,800 306,732 464,000 17.5% 69,200
Mayors' Magaw att Challenge 49,700 34,600 130,200 162.0% 80,500
Greening Health Care 152,400 122,500 130,200 -14.6% (22,200)
Home Energy Clinic 192,000 315,833 152,900 -20.4% (39,100)
Sustainable Communities Charette 40,000 64,136 55,200 38.0% 15,200
Greening the Urban Village, CMHC Proposal 28,700 20,000 - 100.0% (28,700)
Regional Clean Air Ran, (CAP Project) 40,000 25,000 - 100.0% (40,000)
OCETA 10,000 - 100.0% . (10,000)
GTA Quest 100,000 100,000 - 100.0% (100,000)
Enerlife Projects 16,530 -
Sustainable Schools 20,417 205,200 - 205,200
Expenditure Total 1,007,600 1,025,748 1,137,700 12.9% 130,100
Funding Sources:
Program/User fees
Reserves -
CFGT- Living City 50,100 50,100 512,700 923.4% 462,600
CFGT- Flow through 494,900 230,000 - 100.0% (494,900)
Municipal 19,300 59,320 160,000 729.0% 140,700
Provincial 30,000 92,250 47,500 58.3% 17,500
Federal 132,900 194,300 122,500 -7.8% (10,400)
Donations /Fundraising -
Private 280,400 264,875 295,000 5.2% 14,600
Revenue Total 1,007,600 890,845 1,137,700 12.9% 130,100
Net Expenditures 134,903
Comments:
Major 05 over 04 Changes (those in addition to economic factors):
Expansion into Sustainable Schools programming (with offsetting revenue)
Various fine - tuning of programs
125
Toronto and Region Conservation Authority
2005 OPERATING BUDGET - PREUMINARY
DIVISION: Finance and Business Development
ACTIVITY: Vehicle & Equipment
Page
26
2004 2004 2005
Budget P.A. . Prelim.
% Chq.
$ Chq.
•
Expenditures:
Fuel, Maintenance & Repairs 396,100 396,100 422,800
Vehicle Purchases - New
Vehicle Purchases - Replacement 213,700 213,700 224,400
Equipment Purchases - New 4,500 4,500 5,000
Equipment Purchases - Replacement 110,000 110,000 115,500
Equipment Disposal Proceeds (36,100) (36,100) (33,000)
Internal Recoveries (688,200) (688,200) (734,700)
Food Equipment (Net of recoveries)
- Internal Recoveries
6.7%
-
5.0%
11.1%
5.0%
-8.6%
6.8%
-
-
-
-
-
-
-
-
-
-
-
-
-
26,700
10,700
500
5,500
3,100
(46,500)
Expenditure Total
Funding Sources:
Program /User fees
Reserves
CFGT - Living City
CFGT - Flow through -
Municipal
Provincial
Federal
Donations/Fundraising
Private
Revenue Total
Net Expenditures
-
Comments:
Major 05 over 04 Changes (those in addition to economic factors):
•
126
CAPITAL & OTHER PROJECTS; SUMMARY OF 2005 - 2009 FUNDING REQUESTS
2005 Capital Levy Requests as of October, 2004
ACTIVITY
UIONITORING & REPORTING
LWatershed Monitoring
2004 levy
Peel Durham York Toronto Actuals
250,000 50,000 200,000 200.000 700.000
2005 levy 2006 levy 2007 levy
Peel Durham York Toronto request, request request
315,000 50,000 285,000 230,000 830.000
630,000
700,000
2008 levy
re Lest
700,000
2009 levy
re Lest
770.000
N Portion funded from Toronto RAP
(200,000) (200,000
(230,000)
WATERSHED PLANNING
•
P Peel Water Management
798,330 796,330
868,000
668,000
506,000
C Durham Water Management
318,000 318,000
247.500 247,50D
377,500
Y York Water Management
800,000 600.000
683,000 863,000
573.000
T Toronto Water Management
854,500 854,500
888,000 888,000
937,000
d Water Management Cost Centres
2.568,830
2.488;600
2,393,500
F Reversal of funding from core Projects
(2,589,830
(1.466,500
(2,393,500
280.000 150,000 200,000
297,500 277,500 272,500
287.000 246,000 245,000
583,000 404,000 328.000
1.447.500 1,076.500 1.046,500
(1,447,500, (1,076.500 (1.046.500
F Floodplain mapping
150,000 80,000 150,000 150.000 510,000
170.000 225,000 75,000 395,000
250,000
100,000 160,000 100,000
P Portion funded from Toronto RAP
(150,000) (150,000;
(75,000)
mot ii Groundwater Studies
■ 4 Portion funded from Toronto RAP
100,000 100,000 100,000 100,000 400,000
110,000 100.000 110,000 110.000 320,000
410,000
300,000 250,000 250,000
(100.000) (100,000;
(110,000)
'6 Terrestrial Natural Heritage
75,000 75,000 50,000 75,000 275,000
75,000 75,000 50,000 75,000 200,000
202.500
205,000 207,500 210,000
P Portion funded from Toronto RAP
(75,000) (75.000;
(75,000)
1EGENERATIOty
eRehabilitation:
4l'etro RAP Implementation
1.788.000 1.788 ,000
1,986,000 1,986,000
2.021.000
1.860,000
,To Water Management
(854.508) (854.500;
(888,000) (888,000
(837,000
(583,000
4Peel Natural Heritage Project
500.000
500,000
600,000
800,000
700.000
800,000
'York Natural Heritage Project
300,000 300,000
466,700 466,700
588.100
575,900
1,547,000 1,518,000
(404:000 (328,000
1400.000 1.000.000
548,900 555,100
*Erosion Control:
City of Toronto
.......................
1,615,000 1,615,000
.............................
1,800,000 1,800,000
... ...............................
2,000,000
2.200.000
2,400,000 2,800,000
'Lake Ontario Waterfront Regeneration:
'c Toronto & Durham
.....................
210,782 1,355,000 1,565,782
183,921 1,500,000 1,883,921
1.998,512
2,151,139
2,332,458
2,532.458
ZIUGWLpend
ACTIVITY
LSUSTAINABLE COMMUNITIES
Peel.
Durham
York
Toronto
2004 levy
Peel
Durham
York
Toronto
2005 levy
2006 levy
2007 levy
2008 levy
2009levv
request
Actuals
request
request
request
request
E Education & Stewardship Cost Centres
175.000
80,000
255.000
228.000
130,000
75.000
781.000
978.000
1.198,000
981,000
768,000
Reversal of funding from core Projects
(80,000)
(80,000;
475.000)
LFLOOD PROTECTION
100,000
50,000
65.000
150,000
85,000
50,000
85,000
65A00
220,000
482.500
455,000
475,000
475.000
d:lood Control:
oeONSERVATION LAND MANAGEMENT
(55,000)
(85.000)
:, Conservation Land Planning
50,000
50,000
185,000
100.000
180.000
1INFRA1;TRUCTUE
32,800
9,045
53.312
205.400
300.557
26.900
7,538
44,427
171.100
249,985
299,946
299.946
299,946
299.946
it Public Use Infrastructure Project
110ther Facilities Retrofits
300.000
300,000
700,000
25.000
280,000
1.005.000
375,000
375.000
375,000
175.000
h Drinking Water System Upgrades
800.000
90,000
890,000
4D,000
40,000
3 Kortright Living City Centre
68.400
88,400
32.700
9,187
250,000
208,100
409,987
1.999,788
L Nursery relocation
100,000
100.000
i1 BCPV Retrofit & Development
300,000
300,000
350.000
350,000
350.000
350,000
350,000
350,000
jadministrative Office
40,200
13,588
79,988
308,000
460,738
53,700
15.075
88.853
342, 300
409, 928
409,975
409,975
409,975
499.975
t Information technology
32,800
9.046
53,312
205.400
300,557
37,800
10.033
82.107
239.800
340.430
399.942
399,942
399.942
399.042
EREGIONAL OPEN SPACE
50,000
19.270
60,000
119,270
50,000
390.000
50,000
1.000.000
1,400,000
3,500,000
3,500,000
3,500,000
3,500,000
l Naterfmnt Open Space
rGreenspace Acquisition Project
'Watural FYeas Protection
rOntario Realty Corp.
aCanada Post Property
D -OTALS
3.527.530
895,440
1.695.862
5,926,800
12,045,632
3,144,500
1.563234
2,840.177
7.597.100
15,145.411
19,117.740
16,632,401
16,679,220
16.718,920
RES. #C45/04 -
Moved by:
Seconded by:
ELIMINATING BARRIERS TO EMPLOYMENT FOR NEW CANADIANS
Status Update. Update on the Career Bridge initiative which began in
November 2003, as well as other programs undertaken to assist in
removing barriers to employment for new Canadians.
Bill O'Donnell
Maja Prentice
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff continue and expand the
internship program along with other initiatives to increase the employability of new
Canadians as outlined in the staff report.
CARRIED
BACKGROUND
The Toronto and Region Conservation Authority (TRCA) became one of the original Career
Bridge host organizations in 2003 and hired two interns for the pilot study. The quality of the
two interns was very high and after the internship period ended, both found employment, one
with TRCA and one with an environmental consultant.
Our participation in the Career Bridge initiative is one of several projects by TRCA to assist
newcomers in finding employment in the environmental sector. The success of our Career
Bridge program was just one indication of our overall success in leading the integration of
newcomers into the Canadian workforce.
Other current initiatives include:
1. The Environmental Volunteer Network with over 400 volunteers who are primarily new
Canadians.
2. The Environmental Job Fair for new Canadians which attracted over 450 people.
3. TRCA participation in the City of Toronto Mentoring Program for new Canadians.
4. News articles were published and interviews conducted for the Toronto Star, TRCA's
website, Municipal World and others, to highlight TRCA's support for finding creative and
cost effective ways to integrate new Canadians into the workplace.
5. Created a guide to finding employment in the environmental sector as well as partnered
with ACCESS, a support organization for new Canadians, to augument job search skills of
new Canadians.
Future directions include:
t. Increase the number of newcomer interns to 4 per year.
2. Conduct an audit of all human resources policies and procedures to ensure newcomer
"friendly" employment conditions at TRCA.
3. Expand the network of environmental companies and organizations participating with
newcomer volunteers and internships eg. other conservation authorities, environmental ,
consultants and government agencies.
129
The success of this program must work for both the intern and the employer. Currently, we
have one Career Bridge intern who is in a full time position for a period of six months. In all
cases, the interns have made and exceeded job expectations. However, the benefits to new
Canadians are equally as important.
FINANCIAL DETAILS
Managers will be encouraged to hire new Canadians in internships and temporary positions
within the current salary envelope. There is an incremental cost of this program of
approximately $4,500 for diversity training which is identified in TRCA's 2005 Preliminary
Budget.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: October 1, 2004
RES. #C46/04 -
Moved by:
Seconded by:
EMERGENCY PREPAREDNESS
To establish an Emergency Operation Centre at Head Office to be in
compliance with the recommendations in the Greater Toronto
Conservation Authorities Flood Forecasting and Warning Standards, and
to provide the centralized communications links between the field
operations staff and Head Office management staff and between Head
Office and members of the public.
Bill O'Donnell
Maja Prentice
THE BOARD RECOMMENDS TO THE AUTHORITY THAT an Emergency Operations
Centre (EOC) be established at the Toronto and Region Conservation Authority's (TRCA)
Head Office at 5 Shoreham Drive;
THAT TRCA issue a Request for Proposal for an alternative energy generator and
supportive infrastructure wiring, to purchase communication devices and emergency
equipment to provide a fully functioning EOC during a general or flood emergency;
THAT staff be directed to update policies and procedures for emergency situations in all
our facilities and ensure timely training in emergency response;
THAT staff be directed to investigate the feasibility of use of generators for emergency
use at TRCA's education field centres and other public use facilities for potential
implementation in 2006 to 2007.
CARRIED
130
BACKGROUND
During the major power outage of August 2003, it was evident that a change in policies and
procedures was needed to facilitate communications and decision making between the field
operations staff and Head Office management staff.
The problems in communication between the field operations staff and the Head Office
management staff included no centralized location to call for information on sites that would
remain open, on what and where staff should report to work and under what conditions.
Although there was some communications capabilities, telephone use was limited either by the
need to comply with the State of Emergency directives to limit hydro use or by the network
capability of the cellular telephone providers.
Since the hydro outage was experienced during the summer, the actual damage to facilities
was minimal in comparison to what could have occurred during inclement weather. However,
the EOC must be operational throughout the year to deal with any potential emergency ie.
flooding. Therefore there is a need for greater capacity generators to maintain costly and
necessary functions such as the telecommunications system, the data network and servers,
and the heating and emergency lighting systems for essential staff on duty in Head Office.
In addition, the Greater Toronto Conservation Authorities Flood Forecasting and Warning
Standards have been developed, indicating several procedural changes including the
establishment of an Emergency Operations Centre. This EOC would provide not only the
needed single point of contact for coordination with all Greater Toronto Conservation
Authorities but would support the potential demands for information from other EOC's
including the City of Toronto. The expected date of completion of the Emergency Operations
Centre is March 2005.
The City of Toronto EOC staff have been consulted in the development of an EOC at Head
Office and are supportive of its need and structure to maintain a flood warning single point of
contact for TRCA's jurisdiction.
Although there have been significant improvements made by staff to improve the quality,'
reliability and compliance to standards for flood warning, a detailed report on flood warning
and forecasting standards will be presented to the Watershed Management Advisory Board in
December 2004.
FINANCIAL DETAILS
There has been an initial estimate of the costs for an EOC developed, however the request for
proposal process will generate more accurate and competitive pricing. The total EOC cost is
expected to be $100,000 to $130,000 and is identified in TRCA's 2005 Preliminary Capital
Budget.. This will include the generator, the supportive wiring to allow for automatically turning
on of the generator without human intervention, the relocation of data and telephone access
lines and the purchase of essential emergency equipment.
131
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: October 1, 2004
RES. #C47/04 - RESOURCE MANAGEMENT SERVICES WORKSHOP RELOCATION
Approval for the immediate issue of Consultant Terms of Reference
relating to requests for proposals allowing for the selection of a design
team to advance the building, site and infrastructure design elements.
Moved by:
Seconded by:
Bill O'Donnell
Maja Prentice
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be authorized to call for .`
proposals for the design of the Resource Management Services (former Conservation
Services) Workshop building, site and infrastructure services;
THAT staff be authorized to incur expenditures in accordance with approved 2004 budget
allocations relating to the selection and retention of architectural consultant(s) necessary
to undertake the design and tender preparation phases of the project;
AND FURTHER THAT staff continue to work cooperatively with the City of Vaughan Parks
and Forestry staff to negotiate an agreement for the sharing of site, infrastructure and
facilities, including development and construction costs.
CARRIED
BACKGROUND
In 1995, the Toronto and Region Conservation Authority (TRCA) Conservation Services
Nursery 10 -year Operating Plan identified inadequacies in the current workshop facility and
ancillary buildings related to servicing Environmental Services Section /Resource Management
Services program needs and growth projections for project implementation. Further program
decision - making processes resulted in a hold being placed on all major maintenance and
renovation to existing facilities in lieu of relocating and constructing a new facility that could
service the needs of the Resource Management Services Group (former Conservation
Services), for a planning horizon of 20 years. A review of the Nursery propagation and
production facilities indicates that they are currently adequate, based on the propagation
targets and production regimes as identified in the 2001 Business Plan for the Indigenous Plant
Propagation Program. There is no proposal to move these functions of the Resource
Management Services group at this time. There may be a need for additional landbase for
enhanced production capacity at some undetermined time in the future, however, any future
changes or moves would require further definition of need based on verifiable and sustained
market demand for nursery products.
132
p
In early 2002, the need and rationale for relocation were presented to and supported by TRCA
management staff. The proposed workshop relocation site is located on 324 hectares of
pristine woodlands and wetlands along the East Humber River Valley in the City of Vaughan, in
close proximity to the TRCA's Nursery, Boyd Centre office and The Living City Centre at
Kortright, three key elements identified as part of The Living City Campus. The proposed
building site is situated on a grassed meadow tableland located on the western crest of the
valley, surrounded by open woodlands, reforested farmland, constructed habitat wetlands and
meadow. The proposed location for the new facility was selected based on its proximity to
• current nursery propagation and production base (Thompson property) located in the East
Humber River valley and its ability to be closely tied to the Environmental Services Section
(ESS) base at the Boyd Centre. Further, the selected location affords the land area required to
reconstruct and allow opportunity for expansion and growth, should the need arise, and is an
allowable use under the landuse designations as set out in the Boyd North Management Plan.
Subsequent to receiving support and identifying a suitable location, program staff contracted
with Keewatin -Aski, an engineering design and development consulting group to undertake a
relocation assessment and planning study, still at the conceptual level. Keewatin -Aski was
hired in January, 2002, and directed to review identified needs, site planning requirements,
municipal zoning restrictions and site servicing options. In keeping with TRCA's vision for The
Living City and Sustainable Communities objective, staff directed that the review entail the
preparation of preliminary designs incorporating sustainable elements in any design proposals.
Sustainable elements included are:
"green roof" feasibility;
wastewater treatment and "grey water" recycling opportunities;
stormwater recycling opportunities;
energy efficient design; and
solar capability for heating augmentation.
Preliminary designs were to accommodate program requirements and staff needs based on
current staffing levels. These designs also incorporated improvements to address current
facility standards with respect to provincial /federal building code requirements, municipal
standards for zoning restrictions and by -laws, and Occupational Health & Safety Act (OH &SA)
health /hygiene requirements. The preliminary project budget is estimated at $2 million.
The primary intent of this consulting assignment is to build on these assessments and to
develop detailed designs, in consultation with TRCA staff, for the construction of a regeneration
projects base of operations that is both sustainable and worthy of TRCA's current and future
role in helping facilitate The Living City vision for the Toronto region. In addition, the consultant
is to consider the future prospect or potential of creating additional office /work spaces within
the building as part of the design of the new facility. The additional space would be used by
Environmental Services Section staff for offices, storage and project implementation planning
and staging.
133
The design process will be guided by the Leadership in Energy and Environmental Design
(LEED) principles and objectives, with a view to achieving a LEED building certification at the
gold /platinum level, demonstrating the TRCA's commitment to environmental sustainability.
The final LEED certification would be subject to availability of resources and determined in part
by site constraints.
DETAILS OF WORK TO BE DONE
Staff have prepared the Consultant Terms of Reference specific to the TRCA's needs for
release to a number of engineering and architectural consulting firms. The firms will be
required to submit a proposal and cost estimates to initiate a five stage design process,
including:
1. Pre - design /Conceptual Development.
2. Detailed Design of Preferred Alternative.
3. Tender Preparation.
4. Pre - Construction.
5. Project Construction.
Staff will be reporting back to the Authority with updates following the completion of Phase 1
and again after Phase 3.
Initial discussions have taken place with political representatives from the City of Vaughan and
Vaughan Parks and Forestry staff to review the potential synergies arising from the cooperative
development of the site to meet the needs of both organizations under a lease arrangement.
Both partners recognize that site and cost sharing for design and construction could realize
potentially significant savings for both organizations. The City of Vaughan Parks and Forestry
staff have provided their preliminary forecast of site and building requirements to house their
programming and staff, which when included in the projection for the site, more than doubles
the project size. Vaughan budget estimates are set at $3 million plus design fees.
Currently, a report is pending to the City of Vaughan's Committee of the Whole, seeking
direction and authorization for the design of a collaborative facility, along with approval to
expend funds for the design phase and to enter into a joint use and cost sharing agreement
with TRCA. The outcomes of that decision may dictate modifications to the scope of the
Consultant Terms of Reference recognizing Vaughan Parks and Forestry needs and result in
additional expenditures based on the higher aggregate value of the proposed joint yard and
facilities design.
FINANCIAL DETAILS
The projected TRCA budget for design phases is set at 8 -10% ($160,000 - $200,000) over and
above the estimated construction budget of $2 million. Approved 2004 funding of $200,000 to
support the initial phases of conceptual design development is available in Account 408 -88.
Additional funds have been identified as part of the 2005 budget process for design completion
and the commencement of construction.
134
•
Report prepared by: Dave Rogalsky, extension 5378
. For Information contact: Nick Saccone, extension 5301
Dave Rogalsky, extension 5378
Date: September 30, 2004
RES. #C48/04 -
Moved by:
Seconded by:
OVERTIME POLICY
Change in the Overtime Policy to allow for the option of overtime
payment in addition to the current policy of time off in lieu.
Rob Ford
Dick O'Brien
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Overtime Policy be amended
to allow for payment of overtime especially in peak work time or emergency situations for
non - management staff.
CARRIED
BACKGROUND
At Executive Committee Meeting #8/88, held on July 15, 1988, the Personnel Policy was
amended to approve an overtime policy which limits the use of overtime compensation to
equivalent time off or lieu time only and does not allow the payment of overtime to any staff
member. The implementation of "lieu time" is in compliance with the Employment Standards
Act of 2000. However, the Ontario Labour Board maintains that the employee should have the
ability to chose between overtime payment and lieu time.
The Ontario Labour Board has maintained that overtime is voluntary on behalf of the employee.
Although rare, our employees have indicated that they prefer to receive overtime pay rather
than time off in lieu of overtime. In addition, when an increase in workload is temporary, the
use of overtime pay limits the need for the hiring of temporary staff. To support the board
directive and the staffing issues, it is proposed to make the payment of overtime an option,
however with very limited application.
The proposed new policy is outlined in Attachment 1.
FINANCIAL DETAILS
The estimated cost of overtime payment is expected to increase operating budgets by $95,000
to $135,000. Managers are expected to offset 80% of the costs through alternative revenue
sources with the exception of unforeseen emergency situations. The remaining amounts have
been budgeted for in the 2005 Preliminary Operating Budget.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: October 01, 2004
Attachments: 1
135
Attachment 1
Overtime Policy
Overtime and Time in Lieu of Overtime
Toronto and Region Conservation Authority (TRCA) overtime pay and time in lieu is a
management tool to allow the flexibility to meet business requirements and also meet the
needs of employees' personal lives. Immediate supervisors are responsible for making sure
that lieu time /overtime pay are kept to a minimum.
Definition
Overtime is defined as the time worked in extraordinary situations to complete work that cannot
be accomplished during the regularly scheduled work timeframe. Vacation, sick time and
statutory holidays not worked, are excluded from the total hours used to determine overtime
payment or lieu time accumulated.
It is assumed that incidental expansion of the regular work period will not be considered
overtime. For example, working at lunch time or arriving early on occasion, etc.
No overtime will be paid or lieu time accumulated for working less than 15 minutes per day.
Management and supervisory staff are expected, as part of his or her duties, to work overtime
on occasion. Managers and supervisors (range 8 and above) are expected to manage their
own time and are not subject to this policy. A manager or supervisor is defined as any one
who has the ability to hire or dismiss an employee and is primarily involved in management
responsibilities.
The Overtime Policy will allow for payment based on the following conditions:
1. The overtime is pre- authorized by the immediate supervisor and the overtime is for a`short
duration and the employee has 48 hours notice, or
2. The overtime is on an emergency basis, eg. there is a threat to property, human heal #n;pr
assets.
The employee has the right to decline overtime. To allow employees the flexibility to make
personal arrangements when overtime is required, managers or supervisors will post overtime
requirements, when reasonable to do so, at least 48 hours in advance and ask employees to
select their hours of work during the overtime schedule, on a first come first serve basis.
136
Process
1. Overtime Reporting of Payment and Time in Lieu
All overtime payments must be reported on the employee's timesheets. When the employee
has opted for time in lieu of overtime, those hours must be tracked locally by the employee's
immediate supervisor and must be kept up to date. Overtime should be managed by the
employee's immediate supervisor including ensuring that lieu time is taken or payment given
and reported on the employee's timesheet. For example, the supervisor must know why the
overtime was accrued and that the employee is taking lieu time to diminish the accrued time. In
the case where an employee has accrued time and leaves TRCA, there needs to be an
equivalent payout to that exiting employee.
It is important that all timesheets be signed by the immediate supervisor of the employee or the
next higher supervisor in the reporting structure. Lieu time should be taken within 3 months of
the overtime worked. Only with the agreement of both employee and immediate supervisor
can lieu time be taken beyond 3 months of overtime accumulated. See the Supervisor - Payroll
for information on inputs for the timesheets.
2. Calculation of Overtime
For eligible staff, overtime pay or time in lieu of overtime is calculated at the 1.0 x the regular
hourly rate up to 44 hours per work week or 1.5 x the regular hourly rate over 44 hours per
work week. Eligible staff have the option of either being paid for overtime or receiving time in
lieu. For management salaried staff, there is no paid overtime but time in lieu.
3. On Call Employees
Employees who are "on call" either by carrying a pager or cell phone or remaining at home by
the phone AND must be within one hour of his or her work site, will collect a minimum of 2
hours a day in overtime, for his or her "on call" days or nonscheduled work days. For
example, if an employee is on call Friday evening, Saturday and Sunday, he or she would be
entitled to 6 hours. Employees who are "on call" during the regular week and are expected to
be available 24 hours per day, will be entitled to a flat 8 hours of lieu time credit per month.
An "on call" employee who is called into work, will receive a minimum of 4 hours overtime or
the number of hours worked, whichever is greater. For staff with a shorter work day, eg. 6
hours (Black Creek Pioneer Village staff for example) the minimum should reflect his or her'
work day or 3 hours.
If an employee is "on call" but is not restricted in anyway from travel and can "call in" at his or
her convenience, he or she will not be entitled to overtime. If the employee has the discretion
not to come in as requested, then the employee will be not compensated for "on call" duties.
For example, if an employee is on a list of potential employees who can come into work, but
the work was not confirmed and /or the employee can refuse to come in, there will be no lieu
time.
137
If the employee comes into work and is eventually sent home, he or she will receive a minimum
of 4 hours of overtime. If an employee is asked to come in but is given 24 hours notice that the
event has been cancelled, no overtime is given.
Please note: Special Cases - Some employees have agreed in advance, to come into work
with less than 24 hours notice or work split shifts or occasional nonscheduled times and these
arrangements may preclude this policy. For example, an employee may volunteer to work a
weekend if the weather is good but it rains. There is an agreement that they will not receive
overtime as the timing was at the discretion of the employee. In addition, supervisory and
management employees may be expected as part of their duties to work nonscheduled hours
and have the personal discretion to manage their overall time so no "on call" lieu time is
recorded.
4. Restrictions in Overtime
Overtime hours worked in excess of the 44 hours worked per week should only be experienced
in rare and extraordinary situations /emergencies. Where both the employee and the
supervisor agree in writing that averaging of overtime is appropriate, the time worked over a 4
week period can be averaged so as not to exceed the 44 hour standard. Supervisors are
responsible for managing the averaging of an employees work week and reporting that on the
timesheet (please check the box at the bottom of the timesheet to indicate that averaging of
overtime applies).
For example, an employee worked 48 hours one week and 32 hours the next week for an
average of a regularly scheduled 40 hour week. No overtime is awarded. Under NO
circumstance should the overtime hours accumulated after 44 hours per week, exceed 100
hours in a calendar year. All time in lieu of overtime should be taken in the following 3 months.
If the employee and employer agree in writing, the time to take time in lieu of overtime can
expand to the next 12 months, but this option should be used infrequently.
Any employee who has accumulated over 100 hours must book an appointment with the
Manager of HR and his or her immediate supervisor to establish a corrective action plan. In
rare and special circumstance, time in lieu of overtime can be carried over to the next year, if
the CAO approves and the employee does not have anymore than 35 hours accumulated.
5. Statutory Holidays
Supplementary and non - management staff who work a statutory holiday will receive their
regular wages plus 1.5 x their wages for that day or time in lieu of overtime at the 1.5 x level.
6. Employee Travel
Employees who travel to different locations as part of their day to day activities, will not be paid
overtime for travel to and from their home to their place(s) of work.
138
7. Budgeting
All overtime must be part of the manager's local budget and in the event of a transfer to
another group, the original manager must reimburse the employee of all overtime incurred by
that employee while under his or her supervision.
Emergency Situations When Overtime is Authorized
1. Central Services guarantee of 24 -7 servicing for rental properties;
2. Flood warning staff;
3. Other emergencies like a hydro outage, a threat to human health or to TRCA's property and
assets
Non - Emergency Situations when Overtime is Authorized.
1. Nursery staff in spring and fall planting when time worked is weather dependent, usually
March to April and September to October, inclusively;
2. Black Creek Pioneer Village events in the November and December holiday period and
corporate or special event 4 or 5 times a year;
3. Stewardship, Watershed Specialists and associated staff, Outreach Education and
education staff, where due to pubic events or external meetings require extended hours
primarily during the May to September timeframe, inclusively;
4. The Conservation Parks staff during public events and holidays when there is a large
volume of visitors and the health and safety of those visitors requires more staff.
139
RES. #C49/04 - AWARDING OF CONTRACT FOR AUDIT SERVICES AND
APPOINTMENT OF AUDITORS FOR 2004
Report on the results of a proposal call process on audit services.
Moved by:
Seconded by:
Bill O'Donnell
Maja Prentice
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the contract for audit services be
awarded to Grant Thornton LLP for a period of five years commencing with the 2004
audit, subject to performance satisfactory to the Toronto and Region Conservation
Authority (TRCA);
AND:FURTHER THAT Grant Thornton be appointed auditors of the TRCA for the year
2004 as required by section 38 of the Conservation Authorities Act.
CARRIED
BACKGROUND
In July 2004, TRCA invited six of the national audit firms to submit proposals for audit services.
The tender process was a joint effort with the Lake Simcoe Region Conservation Authority and
its foundation, The Conservation Foundation of Greater Toronto and Conservation Ontario.
Separate fee quotes were requested and proponents were advised that service contracts
would be awarded individually for each organization, as directed by their respective boards.
Audit services for TRCA were last tendered in 1998. Staff have been very satisfied with the
quality of service from the current service provider, KPMG LLP Chartered Accountants. Staff
took this opportunity to reassess the market for audit services since it had not been done for a
number of years.
The appointment of auditors annually is required by section 38(1) of the Conservation
Authorities Act. Traditionally, auditors are appointed each year at the annual meeting, usually
in February. This year staffs recommendation was delayed pending the outcome of the
proposal call process.
RATIONALE
Proposal documents were sent to six national accounting firms: the incumbent - KPMG LLP,
Ernst & Young LLP, Grant Thornton LLP, PricewaterhouseCoopers LLP, BDO Dunwoody LLP
and Deloitte & Touche LLP. Complete proposals were received from KPMG and Grant
Thornton. One of the audit firms declined to submit a proposal because of a conflict of
interest, two firms responded that they would not submit proposals and one firm did not
respond at all.
Staff analyzed both proposals submitted and evaluated each in terms of the evaluation criteria
that was included in the proposal document. Both proposals were complete, meeting each of
the terms and conditions specified in the proposal document. Staff met with key delivery staff
of Grant Thornton to review the proposal document and confirm expected outcomes from the
audit process. References were checked and responses were very positive. A meeting with
KPMG was considered unnecessary because as the incumbent, KPMG staff are well known to
us.
140
In summary, staff are satisfied that either of the two respondents are capable of providing
quality service. The recommendation to go with Grant Thornton, in the end, hinged strictly on
fees.
FINANCIAL DETAILS
The Grant Thornton fee structure for TRCA and The Conservation Foundation of Greater
Toronto combined, was significantly lower than that of KPMG. Proposed fees by Grant
Thornton are summarized below:
2004
2005
2006
2007
2008
$28,000
$28,500
$29,500
$30,000
$31,500
Taxes and incidental expenses are excluded. As provided in the proposal document TRCA has
undertaken to make public only the fees of the winning bid. Staff can provide the members
with the fee details of the KPMG proposal on a confidential basis at the meeting.
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri or Jim Dillane at 6292
Date: October 07, 2004
SECTION IV - ITEMS FOR THE INFORMATION OF THE BOARD
RES. #C50/04 -
Moved by:
Seconded by:
ACCOUNTS RECEIVABLE STATUS REPORT
September 28, 2004. Staff report on Accounts Receivable, as of
September 28, 2004.
Bill O'Donnell
Maja Prentice
IT IS RECOMMENDED THAT the report on accounts receivable, as of September 28,
2004, be received.
CARRIED
RATIONALE
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $15,576 in accumulated interest arrears on invoices outstanding for
more than 30 days.
141
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
(Excluding Municipal Levy and MNR Grant - As at September 28, 2004)
142
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS AND
SCHOOL
BOARDS
10,100
22,087
2,265
3,167
37,619
4.3%
GOVERNMENT
260,624
104,739
7,580
90,369
463,312
52.8%
CORPORATE,
INDIVIDUAL AND
COMMUNITY
GROUPS
73,918
179,626
28,107
94,218
375,869
42.9%
TOTAL
344,642
306,452
37,952
187,754
876,800
100.0%
% OF TOTAL
39.3%
35.0%
4.3%
21.4%
100.0%
142
Items in excess of $1,000.00 included in the 90- plus -days column, are as follows:
CLIENT NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
Choirs Ontario
15,839.69
7,078.10
3,963.59
1,511.57
459
396
Amounts owed re: summer music
camps at Albion Hills and Lake St.
George Field Centres. Choirs paid 15%
($4,044) of o \s amount in June '04 and
has now put forward a proposal that
would pay a final amount of $9,437 or
35% of original debt.
City of Toronto
51,184.06
n \a
279
Contract for ravine restoration services
with the City.
City of Toronto
36,796.55
n \a
210
Contract work for wetland construction.
Invoice has now been approved for
payment.
JKD Family
3,653.00
166.87
96
June rental of Claremont Field Centre.
Stantec
Consulting
7,500.00
342.59
93
Outstanding amount for planning fees.
Weston
Consulting
45,500.00
3,562.04
93 to 221
Outstanding amounts for planning fees.
Canada Green
Building Council
1,344.94
82.53
121
Billing for May 20th meeting. Payment
is expected.
KLM Planning
2,000.00
122.73
137
For subdivision permit. Company has
indicated invoice will be paid.
Steve's
Auctioneering
1,104.84
67.79
126
For corporate function at Bruce's Mill.
Bombardier
1,398.49
85.82
124
For corporate function at BCPV.
Company has confirmed that payment
has been approved for payment.
Robertson Gaze
Associates Inc.
4,621.56
1,156.45
473
For planting materials. Company has
advised that it is insolvent and cannot
make payment. Account sent for
collection.
TOTALS
178,021.23
11,061.98
The amount due from Robertson Gaze Associates Inc. of $4,621.56 is very doubtful. The
company has indicated, in writing, that it is insolvent and has discontinued operations. This
account has been sent for collection. Choirs Ontario made a payment of $4,044. in June
representing 15% of the outstanding amount. Recently, its volunteer Treasurer proposed a
further payment of $9,437 representing a further 35% of the original debt and in return it has
asked that TRCA forgive the balance, an amount of $13,461. Staff are continuing to negotiate
a settlement that would allow for the possibility of collecting the unpaid balance either through
future bookings or possibly through a "joint venture" concert at Black Creek Pioneer Village
(BCPV) or another Toronto and Region Conservation Authority (TRCA) venue. All other
amounts noted above are considered collectible.
143
Receivable balances, as reported on each of the previous reports to the advisory board, after
1999, are presented as follows:
DATE
Total $
90 -Plus $
September 28, 2004
876,800
187,754
September 3, 2004
936,923
197,539
May 17, 2004
1,018,188
129,505
February 17, 2004
1,386,809
178,370
January 7, 2004
1,064,464
45,382
November 2, 2003
951,999
101,194
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27, 2001
371,985
17,153
May 25, 2001
1,132,443
44,810
March 26, 2001
621,560
167,094
December 30, 2000
1,014,021
67,981
September 06, 2000
596,536
47,728
March 19, 2000
869,266
100,758
February 15, 2000
1,007,850
42,952
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: October 5, 2004
RES. #C51/04 - POLICE REFERENCE CHECKS
The Ontario Education Act has changed in 2004 to allow for annual
personal declarations by Teachers instead of an annual reference check
for all staff that work with children under the age of 16 years of age after
an initially successful Police Reference Check.
Moved by:
Seconded by:
Bill O'Donnell
Maja Prentice
IT IS RECOMMENDED THAT the update on changes to the Police Reference Check
process utilized by the Toronto and Region Conservation Authority (TRCA) to be in
compliance with Ontario Regulation 322/03 be received. CARRIED
144
BACKGROUND
For TRCA to be in compliance with the provisions of Ontario Regulation 322/03 under the
Ontario Education Act, all staff and volunteers who work with children 16 years of age or under
are required to have a Police Reference Check as a condition of employment. As a result, at
Executive Committee Meeting #5/01, held on July 6, 2001, Resolution #B82/01 was approved
as follows:
THAT staff be authorized to proceed with Police Reference Checks for all employees
and volunteers working on behalf of the TRCA with "a vulnerable and at risk group ",
children under the age of 19 years, at an estimated cost of $15,000 annually.
RATIONALE
The frequency of the police checks was recently changed in the Ontario Education Act from
' 'annually to an initial reference check followed by an annual offence declaration by any adult
who works with children. As a result, TRCA has developed the Employee Annual Offence
Declaration form in a format comparable to those used by Ontario School Boards for teachers
and others in the classroom, and has advised all managers of this change and the requirement
to have these declarations signed annually. Human Resources staff will monitor this on an
annual basis to ensure continued compliance with this requirement.
FINANCIAL DETAILS
The Police Reference Check cost savings by using the declaration form rather than annual
Police Reference Checks is approximately $5,000 annually.
Report prepared by: Catherine MacEwen, extension 5219
For Information contact: Catherine MacEwen, extension 5219
Date: October 01, 2004
TERMINATION
ON MOTION, the meeting terminated at 10:38 a.m., on Friday, October 15, 2004.
David Barrow
Chair
/ks
145
Brian Denney
Secretary- Treasurer
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #6/04
November 5, 2004
The Business Excellence Advisory Board Meeting #6/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, November 5, 2004. The Chair David Barrow,
called the meeting to order at 9:12 a.m.
PRESENT
David Barrow Chair
Rob Ford Member
Dick O'Brien Chair, Authority
Bill O'Donnell Member
Maja Prentice Vice Chair
REGRETS
Bas Balkissoon Member
Bill Fisch Member
Peter Milczyn Member
RES. #C52/04 - MINUTES
Moved by:
Seconded by:
Bill O'Donnell
Rob Ford
THAT the Minutes of Meeting #5/04, held on October 15, 2004, be approved.
CARRIED
PRESENTATIONS
(a) A presentation by Paul Speck, Vice President, Account Manager, AON Reed Stenhouse
Inc., in regards to item 7.1 - Insurance Program.
(b) A presentation by Allister Byrne, Partner and Ilecia Fournier, Manager, Grant Thornton
LLP in regards to item 7.2 - Audit Process.
144
RES. #C53 /04 - PRESENTATIONS
Moved by:
Seconded by:
Dick O'Brien
Bill O'Donnell
THAT above -noted presentations (a) and (b) be heard and received.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C54 /04 - INSURANCE PROGRAM
Increasing Value of Umbrella Liability Coverage. Recommends that
additional umbrella liability coverage in the amount of $5 million be
acquired.
Moved by:
Seconded by:
Dick O'Brien
Bill O'Donnell
THE BOARD RECOMMENDS TO THE AUTHORITY THAT Toronto and Region
Conservation Authority staff, in consultation with AON Reed Stenhouse Inc., be directed
to acquire additional umbrella liability coverage in the amount of $5 million effective
January 1, 2005.
CARRIED
BACKGROUND
At the November 5, 2004 Business Excellence Advisory Board Meeting, Mr. Paul Speck, Vice
President, AON Reed Stenhouse Inc., Toronto and Region Conservation Authority's (TRCA)
insurance brokers, will be in attendance to provide an overview of TRCA's insurance program
and the recent change in insurers. In addition, there will be an opportunity for discussion of the
recommended increase in umbrella coverage.
RATIONALE
For at least the last 15 years, TRCA has maintained umbrella liability coverage in the amount of
$5 million. This is in addition to general liability coverage of $1 million for aggregate coverage
of $6 million. When Lombard insurance took over the TRCA program, they extended the
umbrella to include both general liability and errors and omissions. Members may recall
discussion of the potential for an award of damages under the errors and omissions coverage
which may exceed the then existing $1 million in coverage.
Staff have been reviewing the need for additional coverage and concluded that it would be
prudent to increase coverage by securing an additional umbrella policy for $5 million. This
would provide TRCA with aggregate coverage of $11 million for both liability and errors and
omissions.
145
The Grand River Conservation Authority, which is comparable in size to TRCA, secured the
additional coverage about 3 years ago. TRCA staff are of the opinion that while there has never
been a successful claim against conservation authorities in excess of $1 million, the nature of
the work we do, the advice we supply and the business we conduct is reaching a level of
complexity and risk that requires increased coverage.
FINANCIAL IMPLICATIONS
The estimated annual cost of this additional coverage is in the range of $20,000, based on a
2004 quotation. Staff propose to make this change effective January 1, 2005 and
accommodate the additional cost in the 2005 budget estimates. In going to the market in 2004
and accepting the Lombard Insurance proposal, modest savings were achieved which will
assist in accommodating this change.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim Dillane, extension 6292
Date: October 28, 2004
RES. #C55/04 - AUDIT PROCESS
Role of Audit Committee. To review and discuss with Toronto and Region
Conservation Authority auditors the role of the Board as an "Audit
Committee."
Moved by:
Seconded by:
Bill O'Donnell
Maja Prentice
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff be directed to report to the
Business Excellence Advisory Board (BEAB), at their meeting scheduled to be held on
January 14, 2005, on recommended revisions to the BEAB's terms of reference to
include the role of an audit committee.
CARRIED
RATIONALE
At Business Excellence Advisory Board Meeting #2/04, held on April 16, 2004, the members
requested a report on the terms of reference for the BEAB as it relates to the auditing functions.
The terms of reference for BEAB, as approved at Authority Meeting #7/03, held on September
26, 2003 (Res. #A178 /03) are appended in Attachment 1.
146
Staff advised the advisory board that, in 2004, Toronto and Region Conservation Authority
(TRCA) would be seeking proposals from qualified companies and individuals to provide audit
services. Now that the process is complete, it is timely and appropriate to review the role of the
Board as it relates to acting as an audit committee. It is proposed that there be discussion of the
role of the audit committee with representatives of the recommended audit firm prior to staff
bringing forward recommendations for changes to the terms of reference.
Report prepared by: Jim Dillane, 416 - 667 -6292
For Information contact: Jim Dillane, 416- 667 -6292
Date: October 27, 2004
Attachments: 1
147
Attachment 1
Terms of Reference for the Business Excellence Advisory Board
To initiate, study, report on and recommend a comprehensive program of internal organizational
development and corporate policies relating to essential services, land management of TRCA lands and
facilities and administrative management for the TRCA, the outcomes of which will enable TRCA to meet
the objectives of The Living City.
Without restricting the foregoing, the specific Terms of Reference shall include:
• Strategic and Business plans;
• Budget, guidelines and annual budget recommendations;
• Liaison with The Conservation Foundation of Greater Toronto and its fundraising initiatives;
• Banking, Audit and Legal services;
• Risk management;
• Business development and revenue generation;
• Governance and decision - making;
• Marketing, communications and fundraising;
• Financial procedures;
• Leases and other implementation tools for recreational and public use opportunities on TRCA lands;
• Strategic partnerships and collaboration agreements;
• Business case and financial implications surrounding the implementation of projects, programs and
facilities;
• Management agreements for TRCA lands to be maintained by other agencies or enabling TRCA to
care for the lands of other owners;
• Implementation of education, recreation, and public use opportunities on TRCA lands, including
Black Creek Pioneer Village, conservation areas, education field centres and management plans;
• TRCA policy documents relating to, but not limited to:
• Human Resources
• Information Systems Technology and Management
• Banking and Audit
• Risk Management
• Purchasing & Disposal of Equipment and Services
• Environmental Management Systems Targets
• Marketing /communications
• Land Management
• Education and Public Use Facilities.
148
RES. #C56 /04
Moved by:
Seconded by:
Maja Prentice
Bill O'Donnell
THAT the Committee move into closed session to discuss items 7.3 and 7.4.
ARISE AND REPORT
RES. #C57 /04
Moved by:
Seconded by:
Bill O'Donnell
Dick O'Brien
THAT the Committee arise and report from closed session.
RES. #C58 /04 - CONFIDENTIAL ITEM 7.3
Moved by:
Seconded by:
Dick O'Brien
Maja Prentice
THAT confidential item 7.3 be approved.
RES. #C59 /04 - CONFIDENTIAL ITEM 7.4
Moved by:
Seconded by:
Dick O'Brien
Maja Prentice
THAT confidential item 7.4 be approved.
SECTION II - ITEMS FOR EXECUTIVE ACTION
RES. #C60 /04 -
Moved by:
Seconded by:
CARRIED
CARRIED
CARRIED
CARRIED
ACCOUNTS RECEIVABLE STATUS REPORT
October 25, 2004. Staff report on Accounts Receivable, as of October 25,
2004.
Maja Prentice
Bill O'Donnell
149
IT IS RECOMMENDED THAT the report on accounts receivable, as of October 25, 2004,
be received;
AND FURTHER THE BOARD RECOMMENDS TO THE EXECUTIVE COMMITTEE THAT
upon receipt of a further payment of approximately $9,437 from Choirs Ontario the
outstanding balance of approximately $13,481 be written off.
CARRIED
RATIONALE
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $17,222 in accumulated interest arrears on invoices outstanding for
more than 30 days.
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
(Excluding Municipal Levy and MNR Grant - As at October 25, 2004)
150
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS AND
SCHOOL
BOARDS
106,405
22,104
2,995
131,504
11.7%
GOVERNMENT
188,314
240,128
88,783
89,966
607,191
53.9%
CORPORATE,
INDIVIDUAL AND
COMMUNITY
GROUPS
94,922
146,441
59,114
87,930
388,407
34.4%
TOTAL
389,641
408,673
147,897
180,891
1,127,102
100.0%
% OF TOTAL
39.3%
35.0%
4.3%
21.4%
100.0%
150
Items in excess of $1,000.00 included in the 90- plus -days column, are as follows:
CLIENT
NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
Choirs Ontario
15,839.69
4,260.64
486
Amounts owed re: summer music camps
at Albion Hills and Lake St. George Field
7,078.10
1,640.42
423
Centres. Choirs paid 15% ($4,044) of
outstanding amount in June '04 and has
now put forward a proposal that would pay
a final amount of $9,437 or 35% of original
debt.
City of Toronto
51,184.06
n \a
306
Contract for ravine restoration services with
the City. City staff has indicated payment
will be recommended for payment.
City of Toronto
36,796.55
n \a
237
Contract work for wetland construction.
Invoice has now been approved for
payment.
Basciano
2,000.00
91.36
95
Planning fees for residential site plan.
Parkin Ltd.
Malone Given
7,000.00
319.75
95
Outstanding amount for planning fees.
Parsons Ltd.
Weston
15,000.00
1,897.40
204
Outstanding amounts for planning fees.
Consulting
15,000.00
1,401.66
248
Canada Green
Building
1,344.94
82.53
148
Billing for May 20th meeting. Payment is
expected.
Council
Toronto
1,642.5
75.01
94
For special event at Petticoat Creek
Professional
Firefighters
Conservation Area. Group has indicated
payment will be processed shortly.
KLM Planning
2,000.00
154.57
164
For subdivision permit. Company has
indicated invoice will be paid.
Steve's
1,104.84
85.38
153
For corporate function at Bruce's Mill
Auctioneering
Conservation Area. Cheque dated Oct. 30,
'04 now received.
Bombardier
1,398.49
108.08
151
For corporate function at Black Creek
Pioneer Village. Company waiting for
approval from Montreal Head Office
Robertson
Gaze
Associates Inc.
4,621.56
1,243.12
500
For planting materials. Company has
advised that it is insolvent and cannot make
payment. Account sent for collection.
TOTALS
162,010.48
11,359.92
The amount due from Robertson Gaze Associates Inc. of $4,621.56 is very doubtful. The
company has indicated, in writing, that it is insolvent and has discontinued operations. This
account has been sent for collection.
151
Choirs Ontario made a payment of $4,044. in June representing 15% of the outstanding
amount. Recently, its volunteer Treasurer proposed a further payment of $9,437 representing a
further 35% of the original debt and in return it has asked that TRCA forgive the balance, an
amount of $13,461. It is staff's opinion that to pursue the matter would not produce better
results and thus are recommending the acceptance of the offer. Further, Choirs Ontario has
indicated a willingness to promote amongst its members a "joint venture" concert or other
opportunity at Black Creek Pioneer Village or another Toronto and Region Conservation
Authority (TRCA) venue in future.
All other amounts noted above are considered collectible at this time.
Receivable balances, as reported on each of the previous reports to the advisory board, after
1999, are presented as follows:
DATE
Total $
90 -Plus $
October25, 2004
1,127,102
180,891
September 28, 2004
876,800
187,754
September 3, 2004
936,923
197,539
May 17, 2004
1,018,188
129,505
February 17, 2004
1,386,809
178,370
January 7, 2004
1,064,464
45,382
November 2, 2003
951,999
101,194
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27, 2001
371,985
17,153
May 25, 2001
1,132,443
44,810
March 26, 2001
621,560
167,094
December 30, 2000
1,014,021
67,981
September 06, 2000
596,536
47,728
March 19, 2000
869,266
100,758
February 15, 2000
1,007,850
42,952
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: October 27, 2004
152
TERMINATION
ON MOTION, the meeting terminated at 10:28 a.m., on Friday, November 5, 2004.
David Barrow
Chair
/ks
153
Brian Denney
Secretary- Treasurer
THE TORONTO AND REGION CONSERVATION AUTHORITY
MEETING OF THE BUSINESS EXCELLENCE ADVISORY BOARD #7/04
January 14, 2005
The Business Excellence Advisory Board Meeting #7/04, was held in the South Theatre,
Black Creek Pioneer Village, on Friday, January 14, 2005. The Chair David Barrow, called
the meeting to order at 9:11 a.m.
PRESENT
Bas Balkissoon Member
David Barrow Chair
Rob Ford Member
Dick O'Brien Chair, Authority
Bill O'Donnell Member
REGRETS
Bill Fisch Member
Peter Milczyn Member
Maja Prentice Vice Chair
RES. #C61 /04 - MINUTES
Moved by: Bill O'Donnell
Seconded by: Rob Ford
THAT the Minutes of Meeting #6/04, held on November 5, 2004, be approved.
CARRIED
SECTION I - ITEMS FOR AUTHORITY ACTION
RES. #C62 /04 - ADMINISTRATION FEE PROCESS AND STREAMLINING
IMPROVEMENTS FOR THE DEVELOPMENT REVIEW FUNCTION
Status Summary. Status summary of the improvements to development
review procedures that have been put in place during 2004, a summary
of our fee collection results and an outline of streamlining actions that will
be continued in 2005.
Moved by:
Seconded by:
Bill O'Donnell
Dick O'Brien
156
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Planning Fee Schedule,
approved effective November 1, 2003 continue to be supported and implemented by
Toronto and Region Conservation Authority (TRCA) staff;
THAT staff be directed to advise TRCA's watershed municipalities about where fee
collection improvements need to continue to be made, and where cooperation between
TRCA and the municipality needs to be strengthened to achieve fee collection and
streamlining;
THAT TRCA's watershed municipalities and the Urban Development Institute (UDI)
continue to be advised of streamlining efforts, and be informed of the level of service
changes on an annual basis;
THAT TRCA staff continue to monitor the achievement of budgetary targets for the
development review function subject to trends in the development market, volume and
complexity of applications and staffing needs;
AND FURTHER THAT TRCA staff continue to seek innovative methods of collection in fee
payment non - compliance situations and that UDI. be requested to support TRCA's
streamlining initiatives through encouraging their members to advise their clients of the
fee requirement.
CARRIED
BACKGROUND
The urgent need for improvements were identified in 2002 to Toronto and Region Conservation
Authority's (TRCA's) development review level of service, therefore a major overhaul of our plan
review and permitting fee collection process was put in place in November of 2003 to fund an
improved level of service. This report provides a status summary of the improvements to
development review procedures that have been put in place during 2004, a summary of our fee
collection results and provides an outline of further streamlining actions that will be continued
in 2005.
In two reports made to the Executive Committee and the Business Excellence Advisory Board
in 2003, development services staff highlighted an analysis of the workload for plan and
permitting review, fee collection trends for three years of plan review and an assessment of
TRCA fees charged and collected in our jurisdiction. Several areas of concern were noted
related to our level of service and our ability to recover costs associated with extensive review
demands. Significant changes in the complexity and volume of planning and technical review
work, and pressures for fast paced turnaround from the municipalities were putting a significant
strain on TRCA's small planning staff. Other issues included:
• inconsistencies among municipalities in providing appropriate review times and support in
fee collection to back TRCA's efforts;
• complaints about the lack of clarity of approval requirements, including Fisheries and
Oceans Canada (DFO) and the Ministry of Natural Resources (MNR);
• large volume of poorly documented and in- complete applications from applicants creating
a tedious cyclical review commenting process;
157
• increases in involvement in Ontario Municipal Board hearings and negotiations, as well as
specialized planning and technical review associated with the Oak Ridge Moraine, Rouge
Park, Ravine Bylaw, terrestrial natural heritage, Seaton and Pickering lands, etc..
A challenging strategy was developed by senior TRCA staff to address these concerns, and set
actions in place to improve the level of service internally and externally to improve all levels of
concern. A summary of the strategy components and the improvements to date are discussed
below.
Major administration fee alteration for planning and permitting services to build staff
capacity.
The development community has responded well to the requirements of the new fee schedule
for planning applications and permitting. The schedule is clear in terms of payment
requirements relative to the scale and complexity of a project. Allowances were made for
applications that straddled between 2003 and 2004, where appropriate.
Development review invoice about $2.1 million in revenue in 2004, just over the projected target
of $1.8 included in our report of Business Excellence Advisory Board report of October 3, 2003
and our operating budget of 2004.
Staff capacity has been expanded during 2004 to create stronger watershed technical teams
(in engineering and ecology) in Resource Science, an expanded Environmental Assessment
(EA) team, and in creating four complete municipal planning teams in development plan
review. Additional full time positions in geotechnical engineering, fluvial geomorphology and
hydrogeology have aided our technical review significantly. A few long standing staff
vacancies have been filled to complete the development review teams.
Establishment of an invoicing system at TRCA to improve fee tracking and collection.
A new invoicing /tracking system has been developed to accurately summarize receivables on
a monthly basis. Development Services and Accounting staff have a protocol for notification
for receivables and tracking troublesome accounts. Staff is working, however, to collect more
fees as an up -front requirement, just as is done in the municipal system, to avoid the
time - consuming efforts of chasing receivables.
Considering the newness of the fee system, TRCA has had little proportionally bad debt.
However, staff need to approach municipal partners about collection of fees for Committee of
Adjustment applications. These applications are still problematic in terms of fee collection due
to the shortness of review time, and the lack of notification on the municipal end for TRCA's fee
requirement.
Internal streamlining effort to reduce delays in plan review.
A series of "team" work sessions has been put in place to improve the efficiency of integrated
plan review within TRCA. Regular biweekly Strength , Weakness, Opportunities and Threat
(SWOT) work sessions provide senior input to all plan reviews and incorporate training
sessions for staff.
158
A minor works exemption policy was put in place to reduce delays in processing permits for
minor permitting proposals. These initiatives have worked extremely well this year to build staff
capacity and efficiencies.
Creation of a checklist for complete applications and a guideline document for TRCA
application requirements.
In order to improve communications with applicants, TRCA produced a "checklist" for
complete applications to guide pre - consultation discussions and to assist in identifying study
requirements for new development submissions. A basic set of guidelines has been prepared
for applicant use and will be finalized in January 2005 for distribution. New draft guidelines are
almost finished for Environmental Assessments (EA), Environmental Impact Statements (EIS)
and Water Budget/Water Balance.
Post - permitting site inspection with increased enforcement.
One additional officer has been added to the Enforcement team, with a redistribution of staff by
municipality to balance the site inspection workload. Improved integration of the permitting
issuance and site inspection process has been established to confirm compliance.
Municipal partner discussions regarding streamlining, improved communications and
customer service procedures.
Almost all municipal planning /development services /building departments have been
contacted with TRCA staff at some point over the past 18 months to discuss plan review
streamlining procedures, roles and responsibilities of the TRCA in plan review and to introduce
the need for fee collection. Further meetings are needed with some jurisdiction to continue to
refine fee collection communications and plan review responsibilities, particularly in the City of
Vaughan, Town of Caledon and Town of Richmond Hill. Relationships with many of our
municipal partners have improved greatly in plan review. However, Memorandum's of
Understanding (MOU) are still needed in several municipalities to refine our mutual plan review
responsibilities, particularly related to natural feature /hazard protection and storm water
management.
Development industry discussions to address issues of concern for plan review.
Several working meetings have been conducted this year with UDI representatives and
development consultants to identify procedural streamlining and policy update requirements.
Some key issues relate to the need for refinement of stream crossing /meander belt
guidelines /policies, improvement of erosion and sediment control guidelines, planting review
requirements and clarification of water budget/water balance requirements. Workshop
discussions on these issues will be conducted this spring, and draft documents for these
efforts will be forwarded to our municipal partners and UDI early in the new year.
Staff has also met to discuss the integration of TRCA's Draft Terrestrial Natural Heritage System
and the province's recent Greenbelt proposal.
159
Dialogue With Fisheries and Oceans Canada to review working relationships and set out
improvements for areas of mutual service.
Several meetings have been conducted in 2004 between DFO and TRCA to review issues for
streamlining. Avoidance of redundancy in plan review, clarification of our Level III Agreement
responsibilities, enforcement procedures and improved speed of plan review were key issues
under review. Discussion is on -going on these issues, and UDI has also established a
separate working group with DFO to build a dialogue more specific to their issues.
Additional efforts.
In assessing the workload issues for development plan review, staff determined that staff could
not continue to have teams of planners and technical staff review EAs and development
applications in each watershed. The current complexity and volume of EAs and those that are
planned to roll -out in the next ten years are significant. TRCA embarked on a plan this year
with York Region and Peel Region to fund separate EA review teams within TRCA so that the
EAs could have dedicated staff level of effort and that communications with each municipality
could be improved through regular staff progress meetings and EA working sessions. The
agreements will be in place for early 2005 and TRCA is in the process of hiring new team
members. Important improvements in development plan review turnaround times are
anticipated when these teams are operating effectively in 2005, and competing workloads are
for the most part deleted.
Monitoring of efforts.
TRCA staff have continued to monitor the turnaround time for application review over the last
two years, and have assessed the calibre and completeness of applications for new
submissions.
In 2002, most applications were taking 60 to 90 days to complete an initial technical review.
Resubmissions were also in this category due to huge workload volumes and the complexity of
reviews and negotiations to bring submissions into policy and technical conformity.
Although Resource Science (engineering and ecology) staff are still overloaded with
development plans and EAs, application review in the 905 - municipalities has improved
significantly to 30 days and less for smaller projects, and 40 to 60 days where complex
applications require intense efforts. These turnaround times will improve again in 2005 when
EA review for York and Peel regions are separated from the main stream of development
review applications. By comparison, Toronto application reviews are staying well within a
15 -30 day review period.
Development Services targets are to achieve maximum review times of 30 days where feasible.
Generally, the review teams are providing geotechnical and hydrogeological turnaround time
of 7 -10 days. A few isolated reviews for hydrogeological work have existed for very complex
submissions with a 40 to 60 day review. Staff will continue to monitor the level of service.
The calibre of applications has not seen a marked improvement for many submissions during
2004. However, applicants are using pre - consultations with senior staff to a greater extent, and
working sessions are made part of the project process to assist applicants through difficult
project technical requirements and site resolutions.
160
CONCLUSIONS
Major strides have been made in 2004 to establish a new administration fee process for
development review and permitting and to implement this process for the successful collection
of fees in 2004. In addition, this effort has formed the funding foundation of building staff
capacity to provide a better level of service in development review. As identified earlier in this
report, many improvements have been made to streamline the review process and improve
communications with all applicants and municipal /federal partners. This important
streamlining effort will continue in 2005 to complete the strategic directions set this past year
through consultation.
Report prepared by: Carolyn Woodland, extension 5214
For Information contact: Carolyn Woodland, extension 5214
Date: January 05, 2005
RES. #C63/04 - RECORDS RETENTION POLICY AND SCHEDULE
Amendment. Approval of the changes to the Records Retention Policy
and Schedule.
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the revised Records Retention
Policy and Schedule, dated December, 2004, be approved.
CARRIED
RATIONALE
Toronto and Region Conservation Authority (TRCA) updates its Record Retention Policy and
Schedule regularly to reflect various operational and legislative changes which have occurred.
The policy and schedule are the foundation of TRCA's records management system and meet
the requirements of the Municipal Freedom of Information and Protection of Privacy legislation.
The schedule has a new look where items of a similar nature and retention period are grouped
together to form a more understandable schedule. Also, it enables TRCA records to be more
easily accessed in LaserFiche, the TRCA's new Enterprise Document and Records
Management System.
The updated Records Retention Policy and Schedule is attached. The policy remains
unchanged, while the schedule has minimal changes with additional categories added.
Report prepared by: John Annunziello, extension 5272
For Information contact: John Annunziello, extension 5272
Date: December 17, 2004
Attachments: 1
161
Attachment 1
Revised Jan /2005
TORONTO AND REGION CONSERVATION AUTHORITY (TRCA)
RECORDS RETENTION POLICY AND SCHEDULE
1.0 PURPOSE
This policy provides for management of Authority records, ensuring efficiency in the creation,
storage, retrieval and disposition of records. Procedures based on the policy will facilitate the
retaining of Authority records, including the prevention of the creation of unnecessary records
and the appropriate destruction of records upon the conclusion of their retention periods.
2.0 DEFINITIONS AND TERMINOLOGY
For the purpose of this policy:
a) "File" or "Record" shall mean the composition of documents, reports, receipts, vouchers,
instruments, plans, surveys and any other papers, be it in their original form or a
microform or an electronic form, that is certified by an authorized officer of the Authority.
b) "Location" is a specified area where records are stored.
c) "Records Retention Schedule" defines the Record Series and retention periods for all
records currently held by the Authority.
d) "Active" files are records which are maintained on -site due to their referral frequency.
e) "Storage" files are those which are referred to infrequently, but which must be retained
for a specified period of time.
f) "Critical Records" are those records that are essential to the continuation and
resumption of Authority business, fulfilment of obligations to employees and other
outside interests, and to recreating the financial and legal status of the Authority in case
of emergency. Briefly, these are records which are needed to enable the Authority to
recover from a disaster situation with minimum dislocation, cost and risk.
3.0 RECORDS RETENTION PRINCIPLES
For purposes of this policy, the following principles shall be applied in the retention of records
by the Authority:
• All records created by the Authority shall be categorized in accordance with the Records
Retention Schedule attached to this policy, and governed by the retention periods defined.
• With the exception of certain Financial Records and the Personnel Records, all files shall
be assigned a Central Filing Number (CFN). The Computerized Records Management
Software will clearly identify the Record Series and retention period of each record.
• Destruction of records will be governed by the retention schedule.
• Files and records will be reviewed for the purpose of eliminating duplication of documents.
• Any changes to the Retention Policy or Schedule are noted and presented to the Authority
for approval as part of the regular review of the Retention Schedule.
162
** PLEASE NOTE - ALL TIME PERIODS REPRESENT A TIME AT WHICH FILES WILL BE
REVIEWED AND DESTROYED IF THE FILE IS NO LONGER NEEDED **
ADMINISTRATIVE SUPPORT
Years Code Main Series
Sub Series
Critical ADMN -CRIT Authority Boards & Committees, Original Minutes & Agendas
6 years ADMN -0006+ Claims /Liability
Contingent Liability *'
Insurance Claim Settlement
Litigation Claims - until case is closed + 6 Years
15 years ADMN -0015
3 years ADMN -0003
10 years ADMN -0010A
Contracts, Agreements and Reports
Contracts & Agreements
Day Planners
Safety Officer's Reports
Freedom of Information - General
Reports, Printed Material
Undisputed
Freedom of Information Requests - Disagreement *2
Controversial*2
Disputed *2
Critical ADMN -CRIT1 Historical Reference Material
50 years ADMN -0050 Insurance Policies
10 years ADMN -0010B Legislation /Legal Opinions
Conservation Authorities Act and Related Legislation
Legal Opinions
10 years ADMN -0010
Office Services
Printing & Office Supplies
Central Filing Information
25 years ADMN -0025 Regulations /Orders /Statistics
Orders -in- Council
Policies & Regulations
Statistics
5 Years ADMN -0005
Staff Support
General Administration
Staff and Committee Meetings
7 years ADMN -0007 Tenders
*1
*2
Longer if party injured is Under the Age of 18
Contains Confidential Information
163
CONSERVATION AREAS & FIELD CENTRES
Years Code Main Series
Sub Series
10 years AREA -0010 Concession Operations *'
5 years AREA -0005 Correspondence *,
25 years AREA -0025 Maintenance & Development
General Occurrence Reports
10 years AREA -0010A Recreation Programs *,
10 years AREA -0010B Special Functions
7 years AREA -0007 Conservation Permits (camping)
Listed below are the Sub - Series which will be under each File Series:
• Albion Hills Conservation Area
• Black Creek Pioneer Village
• Boyd Field Centre
• Claireville Conservation Area
• Cold Creek Conservation Area
• Glen Major Conservation Area
• Heart Lake Conservation Area
• Lake St. George Field Centre
• Other Conservation Areas
• Petticoat Creek Conservation Area
*3 Sub - Series of General exists
FINANCIAL
Years Code
1 years FIN -0001
Main Series
Sub Series
• Albion Hills Field Centre
• Boyd Conservation Area
• Bruce's Mill Conservation Area
• Claremont Field Centre
• Glen Haffy Conservation Area
• Greenwood Conservation Area
• Kortright Centre
• Nursery
• Other M.T.R.C.A. Properties
• Waterfront Areas
Accounts Payable
Outstanding Purchase Orders by Account Report
Purchase Order Reports & Registers
3 years FIN -003 Accounts Payable
Cash Requirements Creation, Reports & Automatic •
Cash Disbursement
Vendor Audit Trail Reports
7 years FIN -0007A
7 years FIN -0007
Accounts Payable
Cheque Register
Distribution Reports, Interfaces & Purges
Food Service Purchase Summary Reports
GST Distribution Report
Invoice Authorization Report
Journals & Registers
Monthly Aged Trial Balance Reports
Monthly PST Remittance Copies
Payables Voucher Registers with Approved Invoice Registers
US Vendor Files
Vendor Files
Vendor History Purge Report
Voided Purchase Orders File
Year -to -Date Vendor Listing Report
Accounts Receivable
Audit Trail Reports
Customer Invoice Copies
Distribution Reports, Interfaces & Purges
Federal Gas Tax Rebates Application Copies
Journals & Registers
Monthly Aged Trial Balance Reports
Receipt Books
25 years FIN -0025A Authority Budget (Critical)
7 years FIN -0007B Budget
Budget Working Papers
Metro /MNR Budget Working Papers
50 years FIN -0050 Budget status
50 years FIN -0050A Computerized Area Weekly Revenue Reports
2 years FIN -0002 Daily Cheque Listing
5 years FIN -0005 Deposit Listings
4 years FIN -0004 Duplicate Cash Receipts, Vouchers & Customer Cheque
Copies
20 years FIN -0020 Financial Statement Working Papers
7 years FIN -0007C General
Bank Statements, Cancelled Cheques & Bank Reconciliation
Files
Food & Area Weekly Revenue Reports
Investments
Journal Entries /General Journals
Operating Statements
Property Tax Information
Vehicle /Equipment
165
25 years FIN -0025
General
Annual Returns Revenue Canada
Audited Financial Statements (Critical)
MNR Claim Files
3 years FIN -0003A Month -to -Date Detailed General Ledger
10 years FIN -0010 Project Files - Budgeting
10 years FIN -0010A Revenue Sharing Policy Files
Critical FIN -CRIT Year -to -date Detailed General Ledger /Balance Sheets
FOUNDATION
Years Code
Main Series
Sub Series
Critical FOUN -CRIT Annual Report
5 years FOUN -0005 Donations
5 years FOUN -0005A Membership
10 years FOUN -0010 Programs and Awards .
B. Harper Bull Conservation Fellowship Award
Charitable Programs
LAND MANAGEMENT
Years Code Main Series
Sub Series
8 years LAND -0008 Appraisals
5 years LAND -0005 Erosion Control Studies *3
25 years LAND -0025 Erosion /Sediment Control
Dams & Reservoirs *3
Erosion Control Maintenance *3
Erosion Control Properties
Land filling *3
Sediment Control
7+ years LAND -0007+ General
Rental Tenancies - Once tenant moves out + 7 years
Encroachments - Until encroachment ceases + 7 years
10 years
LAND -0010 General
Assessment Appeals & Notices *3
Strategy & Implementation *`
Vegetation Management
6 years LAND -0006 Hazard Tree Removal
Permanent LAND -PERM HEC -2 Revisions Files *3
Critical LAND -CRIT Land Administration
Acquisitions *3
Deeds
Easements
Expropriations
Sales
Permanent LAND -PERM1 Legal Surveys *3
25 years LAND -0025B Management of Property
Leases *3
Property Management *3
Reforestation *3
25 years LAND -0025A Studies /Projects
ESA Study
ESAs *3
Site Specific Projects
Listed below are the Sub - Series which will be under each File Series:
• Carruthers Creek Watershed
• Duffin Creek Watershed
• Humber River Watershed
• Mimico Creek Watershed
• Petticoat Creek Watershed
• Etobicoke Creek Watershed
• Highland Creek Watershed
• Rouge River Watershed
• Waterfront
*4 Sub - Series of M.T.R.C.A. Jurisdiction exists
*3 Sub - Series of General exists
MARKETING
Years Code
Critical
5 years
25 years
Permanent
5 years
Main Series
Sub Series
MARK -CRIT Annual Reports
MARK -0005 Media Related
Authority Brochures & Publications
Exhibits
Films
Newspapers & Magazines
Presentations /Public Meetings/Workshops - External
Presentations /Public Meetings/Workshops - Internal
MARK -0025 Openings /Functions
Official Openings
Special Functions
MARK -PERM TRCA Photographic Negatives
MARK -0005A General
PERSONNEL
Years Code
7 years PERS -0007
Permanent PERS -PERM1
Permanent PERS -PERM2
2 years PERS -0002
7 years PERS -0007A
2 years PERS -0002
Main Series
Sub Series
Benefit Plans
Benefit Plan Administration Files
Benefit Plan Enrolment Cards
Canada Pension Plan
Workers Compensation Board
Employee Accident Reports
Employment History
Employment History Cards
Personnel Manuals
Personnel Administration
HR Related
Employment Applications - Solicited
HR Related
Employment Applications - Interviews
Employment Programs Working Papers
Position Descriptions
TD 1 s
Payroll
Employer Copies of Pay Stubs
Payroll Benefit Copies
168
5 years PERS -0005 Payroll
Canada Savings Bond Purchase Applications
Expense Sheets
7 years PERS -0007B Payroll
Annual T -4 Reports & Duplicate T -4's - after employee leaves
Attendance Records - after employee leaves
Employer Health Tax
Payroll Registers
Time Sheets
Permanant PERS -PERM Pension Plans
OMERS Statements
Teachers Pension
10 years PERS -0010 Programs
Employment Programs
Personnel Administrations
Staff Training Programs
PLANNING
Years Code Main Series
Sub Series
50 years PLAN -0050B Bylaws/ Studies /Plans
Comprehensive Zoning By -laws
Secondary Plans /Land Use Studies
Specialized Municipal By -laws
Studies & Reports *'
Subdivision Applications
25 years PLAN -0025 Comments
Condominium Applications
Land Divisions (Consents)
Niagara Escarpment Commission *5
Parkway Belt Exemptions *5
Site Plan Control (S.41)
Variances
Zoning Amendments
50 years PLAN -0050 Comments
By -law Development Applications
Official Plan Amendments *'
Permanent PLAN -PERM
25 years
Environmental Assessment Act
Design
Monitoring
Submissions 9 7
PLAN -0025D Environmental Assessment Application - No Objection
169
50 years PLAN -0050A Fill, Construction & Alteration to Waterways Regulation Applications
- Actioned *a
15 years PLAN -0015A Fill, Construction & Alteration to Waterways Regulation Applications
- Non - Actioned
25 years PLAN -0025A GIS /Mapping
GIS - Geographic Information System
Mapping *3
1 year PLAN -0001
5 years PLAN -0005
No Objections
By -law Development Applications
Niagara Escarpment Commission *5
Parkway Belt Exemptions
Variances
No Objections
Condominium Applications
Land Divisions (Consents)
Official Plan Amendments *7
Site Plan Control (S.41)
Zoning Amendments
75 years PLAN -0075 Official Plans *'
15 years PLAN -0015 Property
Concept Development /Regulation Property Enquiries -
Non- Actioned
Property Clearances
Property Inquiry
2 years PLAN -0002 Property Inquiries - Realtor /General Unpaid
25 years PLAN -0025B Solicitor /Realtor Written Responses *,
50 years PLAN -0050C Storm Water Management *, *7
25 years PLAN -0025C Sub - watershed Planning
30 years+ PLAN -0030 Violations - After violation is closed + 30 years
170
Listed below are the Sub - Series which will be and
• Adjala- Tosorontio, Township of
• Aurora, Town of
• Caledon, Town of
• Markham, Town of
• Mono, Town of
• Pickering, City of
• Scarborough, City of
• Uxbridge, Township of
• Whitchurch- Stouffville, Town of
• Scarborough Community - City of Toronto
• North York Community - City of Toronto
• Toronto East York Community - City of Toronto
• Etobicoke Community - City of Toronto
• Toronto East Community Council
• Toronto West Community Council
•
•
•
•
•
•
•
•
•
•
•
•
•
•
er each File Series:
Ajax, Town of
Brampton, City of
Etobicoke, City of
King, Township of
North York, City of
Richmond Hill, Town of
Toronto, City of
Vaughan, City of
York, City of
Mississauga, City of
Midtown Community - City
Humber York Community -
Toronto South Community
Toronto North Community
of Toronto
City of Toronto
Council
Council
*3 Sub - Series of General exists
*5 Sub - Series are not applicable
*6 Sub - Series of Permit Appeals exists
*7 Sub- Series of Durham Region, Peel Region, Metro Toronto, Toronto & York Region
exist
PROGRAMS
Years Code
Critical
10 years
10 years
5 years
10 years
25 years
10 years
PROG -CRIT
PROG -0010
PROG -0010A
PROG -0005
PROG -00106
PROG -0025
PROG -0010C
Main Series
Sub Series
Archaeology
Fisheries Management
Recreational Vehicles
Special Projects /Events
Sustainable Communities
Water Management
Wildlife Management
171
REGENERATION PROJECTS
Years Code Main Series
Sub Series
25 years REGN -0025B
25 years REGN -0025
25 years REGN -0025A
General
Habitat
Aquatic
Terrestrial
Wetland
Water Related
Quality *1
Quantity
Listed below are the Sub - Series which will be under each File Series:
Carruthers Creek Watershed
Duffin Creek Watershed
Highland Creek Watershed
Mimico Creek Watershed
Rouge River Watershed
N/A
Don River Watershed
Etobicoke Creek Watershed
Humber River Watershed
Petticoat Creek Watershed
Waterfront
*1 Sub - Series of All Watersheds exists
WATERSHED STRATEGIES
Years Code Main Series
Sub Series
5 years WATR -0005
10 years WATR -0010A
10 years WATR -0010
10 years WATR -0010B
25 years WATR -0025A
Correspondence
Financial /Legal
Budget
Legal
Memberships
Membership Information
(Sub) Committee
Public Meetings/Workshops
Projects /Partnerships
River Partnerships
Special Projects /Events
Projects /Programs
Programs
Projects (Concepts /Community Action Sites)
25 years WATR -0025 Studies /Reports /Statistics
Publications
Statistics
Studies & Reports
Critical WATR -CRIT Watershed Minutes
Listed below are the Sub - Series which will be under each File Series:
• Carruthers Creek Watershed
• Duffin Creek Watershed
• Highland Creek Watershed
• Mimico Creek Watershed
• Rouge River Watershed
• N/A
• Don River Watershed
• Etobicoke Creek Watershed
• Humber River Watershed
• Petticoat Creek Watershed
• Waterfront
• All Watersheds
RES. #C64/04 - ENVIRONMENTAL VOLUNTEER NETWORK
2 Year Program Summary Report. Environmental Volunteer Network, 2
year report.
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Toronto and Region
Conservation Authority continue to lead the Environmental Volunteer Network program.
CARRIED
BACKGROUND
At Authority Meeting #9/03, held on November 28, 2003, Resolution #A253/03 was approved
in part as follows:
AND FURTHER THAT staff be directed to monitor the effectiveness of the program in
2004 and report back to the Business Excellence Advisory Board at the end of 2004,
prior to any extension or expansion of the program.
The Environmental Volunteer Network (EVN) is a Toronto and Region Conservation Authority
(TRCA) led network of 25 member organizations working with volunteers on various
environmental programs, spanning the Greater Toronto Area (GTA). The program also works
with TRCA's many municipal partners, as well as the Ontario Ministry of Environment and
several agencies serving immigrants, including the Ontario Council of Agencies Serving
Immigrants, which is the primary partner. In all, there are 56 partners involved in the EVN.
This program has recruited, and placed on environmental projects, more than 200 new
volunteers, the majority of whom are highly skilled newcomers to Canada. It has also initiated
programs such as the Environmental Career Fair and the Mentorship Program, working with
more than 500 new Canadian environmental professionals in the past year. The program has
also created resources to train volunteers in job- search strategy and tools, and staff in diversity
management competence. Media has been generated on the EVN in several publications
including The Toronto Star, Novae Res Urbis, Municipal World and on OMNI television. The
EVN website has also received an average of 3,000 visitors per month, and the programs two
newsletters (Volunteer Tracks and Volunteer Update) reach more than 500 people directly and
hundreds more indirectly, as they are picked up on other listservs and re- distributed. Through
this program, TRCA has hired 8 new employees and 8 others have found environmental
employment elsewhere as a result of their volunteering with TRCA.
RATIONALE
The goal of the EVN is to provide group and individual volunteers with hands -on work
experience and education in the field of conservation and environment, while providing
non - profit environmental and municipal agencies with ready, willing and able environmental
volunteers. The EVN also works to connect with volunteers from diverse cultural and
professional backgrounds, and make the connection between volunteering and finding a
career in environment or conservation. This gives TRCA and our partners access to a highly
skilled, informed and trained pool of volunteers and potential employees, and allows us to
work with diverse communities of the Toronto region toward The Living City vision.
174
To ensure that EVN meets its objectives and consistently serves our mission and vision, a
two -year independent evaluation was conducted by a new Canadian professional volunteer
coordinator who has experience working with diverse populations and in career consulting.
The analysis below is taken from the evaluation report.
ANALYSIS
After two years EVN has achieved the following results:
• 850,000 people reached including website visitors, events, media coverage, materials and
listsery distribution. .
• Volunteerism increased approximately 40 %.
• 450+ new volunteers registered, with 250 placements in programs including
Administration, Multicultural Outreach, Special Events, Education Activity Leadership,
Citizen Scientists, Humber Monitors, Green Architecture, Landscape Architecture, Local
Species Identification, Terrestrial Monitoring, Translation Services, Conservation Parks,
Black Creek Pioneer Village, Bird Monitoring, Mayor's Megawatt Challenge, Don Council,
Humber Watershed Alliance, GIS Assistance, Human Heritage Research, Public Outreach,
RAP Library, Conservation Research, Trail Development and Wood Duck Monitoring.
• It is estimated that more than 60% of the volunteers are newcomers.
• 27,500 volunteer hours (more than 10 times over the results expected).
• 874 volunteers trained (almost five times more than initially expected).
• 8% of placed volunteers have obtained a paid job in the environmental sector (4 times the
target).
• 25 public education events with 11,000 attendees.
• 13 workshops and training programs held with an attendance of 210 people.
• 500 people attended the first "Environmental Career & Volunteer Fair for New Immigrants"
• 594 people reached by 24 "Volunteer Tracks" newsletters.
• 100+ volunteer coordinators reached by the 9 "Volunteer Update" newsletters.
• 3,000 visitors per month to the EVN website (from July, 2003 to August 2004).
• 1,000 copies of the "Guide to Finding Paid and Volunteer Work" printed and distributed.
• A 5% reduction in volunteer turnover percentage.
After two years, the EVN has become an integral part of TRCA's regular activities. The, TRCA
and its members are taking a big step towards opening doors for diversity through the
Environmental Volunteer Network, and are demonstrating leadership in the field. The project is
highly successful as all goals were accomplished and in most cases the results exceeded the
original expectations.
In two years, an organized and efficient system to manage volunteers was developed. The
communication and cooperation among environmental organizations and organizations that
serve immigrants became stronger. There was a commitment to develop new policies and
protocols that guaranteed the creation of meaningful experiences for volunteers, respect for
their rights, as well as eagerness to take advantage of diversity (such as the Volunteer Policy,
the TRCA Human Resources Policy Manual Review and the EVN Roles and Responsibilities
Protocol).
175
The administration is easier, the attraction of new volunteers is increasing and the turnover is
decreasing. The project also proved to be committed to assisting newcomers in their
integration into the Canadian labour market. It has helped sixteen people to find jobs in the
environmental field so far, and implemented a mentorship program by which TRCA staff
members (12 so far) are going to assist (12) newcomers in their job- search, providing
personalized guidance and feedback.
But beyond numbers there is a general feeling among participants (at all levels) that the
program was a success and had a positive impact. Many volunteers and partners have
expressed informally or through letters their satisfaction with the project and the support they
have received. They also have expressed their satisfaction with the programs. People who
have obtained a job have recognized the support they received from the project.
While the project had outstanding results for the TRCA, the impact on partner organizations
was less substantial. This may discourage a more active and committed members /partners'
participation as they have not seen tangible benefits for their own organizations. It is therefore
very important to take this program further outside the organization. Now that it has proven to
be a successful way to attract and retain experienced and skilled volunteers, as well as an
excellent means to assist newcomers getting hands -on experience in the environmental field,
many organizations can adopt this approach and thus move forward the acceptance of
diversity as a source of competitive advantage for Canada. It is particularly important to
increase the number of partnerships with private organizations. In this way the availability of
more paid jobs could increase. These partners would also be a good source of positions for
the internship and mentorship programs, which are key in this effort.
DETAILS OF WORK TO BE DONE
Quality policies and protocols regarding diversity have been developed. With the purpose of
assuring the effectiveness of these, effective /strategic communication channels need to be
identified and used in order to expand the policies and protocols' reach. All TRCA staff should
be aware of these policies and protocols.
Effective "awareness training programs" need to be implemented. Every member of the staff
needs to understand the importance of accepting and taking advantage of diversity (in
business and social terms), as well as learn how to deal with it.
FINANCIAL DETAILS
The cost to TRCA of the EVN is $65,700, including the salary and benefits for the Volunteer
Coordinator and incremental costs. This has been budgeted for in the 2005 Preliminary
Operating and Capital Budget. In addition, diversity training costs of $4,500 were approved at
Authority Meeting #9104, held on October 29, 2004.
176
The EVN has so far been successful in raising $2,800 in external funding, and is actively
seeking further support from non - traditional municipal, provincial and federal sources to
support the growth of this initiative.
Report prepared by: Chris Benjamin, extension 5360
For Information contact: Chris Benjamin, extension 5360
Date: December 15, 2004
RES. #C65/04 - COLD CREEK CONSERVATION AREA STEWARDSHIP COMMITTEE
2004 ACTIVITIES
Update on the 2004 activities of the Cold Creek Conservation Area
Stewardship Committee.
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the Cold Creek Conservation
Area Stewardship Committee be thanked for their dedication and commitment to the
protection and restoration of the Cold Creek Conservation Area;
AND FURTHER THAT Toronto and Region Conservation Authority (TRCA) staff continue
to work with the Cold Creek Stewardship Committee in order to jointly pursue the
implementation of the Cold Creek Management Plan.
CARRIED
BACKGROUND
The Cold Creek Conservation Area is approximately 190 hectares (475 acres) in size. It is
primarily forested with some open meadow and has four buildings including an outdoor
education centre, barn, classroom /canteen and rifle range building. The Cold Creek
Conservation Area was closed to formal public use in 1990 due to financial constraints.
However, informal public use of the area by hikers, birdwatchers and horseback riders still
occurs.
In 2002, through consultation with interested citizens, groups and organizations, TRCA finalized
the Cold Creek Conservation Area Management Plan. The management plan includes a
description and evaluation of the property based on current land uses, land use planning
policies, land features, constraints and opportunities. The plan also identifies specific
management zones and made recommendations to direct future uses within each of the
management zones.
At Authority Meeting #11/02 held on January 10, 2003, Resolution #A282/02 was approved in
part as follows:
THAT the Cold Creek Conservation Plan, dated December 6, 2002 be approved;
177
...THAT staff encourage interested stakeholders to establish a Cold Creek Conservation
Area Stewardship Committee made up of interested citizens, interest groups and
organizations, to continue to help the Authority in the planning and implementation of the
Management Plan;...
In response to the above recommendation TRCA staff assisted in bringing together members
of the public to form the Cold Creek Conservation Area Stewardship Committee. This
committee is composed of approximately 20 individuals whom have carried out or participated
in various activities at Cold Creek to help achieve the management plan objectives. A summary
of 2004 activities is provided below.
Cold Creek Conservation Area Stewardship Committee 2004 Activities
• General Conservation Area Maintenance: gardening, entrance sign repair, grass cutting,
post hole filling, replaced visitor's centre windows, road grading.
• Trails: Surveillance, clearing, signage, enhancement/improvement planning.
• Habitat Enhancements: Bird box construction and installation.
• Events: Clean -up Day (May 9, 2004).
• Reviewed and commented on TRCA's Wetland Creation Plan.
Current Initiatives Underway
• Creation of a pamphlet highlighting important public information about the area.
• Community event to showcase conservation and natural features at Cold Creek.
• Planning for the improvement of the wetland boardwalk trail (in conjunction with TRCA staff)
including realignment, widening and bridge construction.
• 20 additional bird box construction and installations proposed.
• Investigation into the possibility of Trillium Foundation funding to assist in working towards
further implementation of the management plan.
• Conservation seminar (hosted by TRCA Environmental Services staff) planned for spring
2005.
Other Accomplishments
• Construction of a 1 hectare wetland by TRCA including the planting of 700 trees and shrubs
(reforestation of 0.5 hectares), bird nesting boxes and perching sites for birds of prey and
tree roots were added to the wetland site to diversify the habitat.
• TRCA worked with the Humber - Seneca Boy Scout group in May 2004 to plant 3,200
reforestation seedlings in an area north of the former rifle range.
• TRCA completed an environmental audit of the trap and rifle ranges. Lead contamination
was found at the rifle range only which precludes public use of the area at this time. The
site is approximately 100m x 25m. Site remediation is in the planning stages.
The stewardship committee has demonstrated their commitment and dedication to the
restoration and protection of the Cold Creek Conservation Area. To date, over 370 volunteer
hours have been contributed by 'committee and other community members in association with
the various activities listed above.
FINANCIAL DETAILS
Subject to budget approval, $16,500 has been identified to continue habitat improvement,
environmental awareness, pedestrian trail and safety and security activities.
178
Private and other funding will continue to be sought in 2005 to implement the management
plan. King Township has contributed $1,500 to date. The stewardship committee has
requested an additional $4,000 in 2005.
DETAILS OF WORK TO BE DONE
TRCA staff will continue to work closely with the Cold Creek Conservation Area Stewardship
Committee to implement the management plan and foster further community involvement in
the Cold Creek Conservation Area.
Report prepared by: Lisa Turnbull, extension 5325
For Information contact: Gary Wilkins, extension 5211
Date: November 16, 2004
RES. #C66/04 - TERMS OF REFERENCE FOR THE BUSINESS EXCELLENCE
ADVISORY BOARD
Audit Committee - Amendment. Amendment to the Business Excellence
Advisory Board's terms of reference to include the role of "Audit
Committee ".
Moved by:
Seconded by:
Bill O'Donnell
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT the terms of reference of the
Business Excellence Advisory Board be amended to include the following:
"Serving as the TRCA Audit Committee in which role the board shall recommend
the appointment of auditors, ensure their. independence, monitor the relationship
with the appointed auditors and ensure that recommendations of the auditors are
acted upon by management. ".
CARRIED
BACKGROUND
At Authority Meeting #10/04, held on November 26, 2004, Resolution #A315/04 was approved
as follows:
THAT staff be directed to report to the Business Excellence Advisory Board (BEAB), at
their meeting scheduled to be held on January 14, 2005, on recommended revisions to
the BEAB's terms of reference to include the role of an audit committee.
RATIONALE
The recommendation amends the board's terms of reference to include an additional provision
in which the role of the board as the Toronto and Region Conservation Authority's (TRCA)
"Audit Committee" is confirmed. The board has acted in this role informally since its inception
and this change sets out formally that the BEAB is also the Audit Committee for TRCA.
179
TRCA has appointed Grant Thornton LLP as auditors commencing with the 2004 fiscal year.
Grant Thornton LLP has provided to the board their publication "A practical guide for the audit
committee of not - for - profit organizations" to assist the board in this role.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim DiIlane, extension 6292
Date: January 03, 2005
RES. #C67/04 -
Moved by:
Seconded by:
BORROWING RESOLUTION AND APPOINTMENT OF AUDITORS
FOR 2005
Report to the annual Authority meeting on borrowing limits and
appointment of auditors for 2005.
Bill O'Donnell
Bas Balkissoon
THE BOARD RECOMMENDS TO THE AUTHORITY THAT staff report directly to Annual
Authority Meeting #1/05, scheduled to be held on February 25, 2005, with respect to the
borrowing resolution and appointment of auditors for 2005.
CARRIED
BACKGROUND
Each year, at the annual meeting, the Authority approves recommendations with respect to
borrowing facilities and appointment of auditors for the coming year. As there are no meetings
of the Business Excellence Advisory Board scheduled between the January 28, 2005 meeting
of the Authority and the February 25, 2005 annual meeting, staff are seeking permission to
report directly to the annual meeting.
With respect to borrowing needs, staffs recommendations to the Authority will be as follows:
THAT the Toronto and Region Conservation Authority (TRCA) may borrow from the Royal
Bank of Canada, or TRCA member municipalities or other institutions, as may be
specifically approved by the Authority, up to the sum of TEN MILLION DOLLARS
($10,000,000) on the promissory note or notes of the TRCA until payment to the TRCA of
any grants and of sums to be paid to the TRCA by participating municipalities designated
as such under the Conservation Authorities Act, R.S.O. 1990, Chapter 27, at such rate of
interest as the Minister of Natural Resources approves;
THAT the amount borrowed pursuant to this resolution, together with interest, be a
charge upon the whole of the monies received or to be received by the TRCA by way of
grants, etc., and when such monies are received, and of sums received or to be
received by the TRCA from the participating municipalities, as and when such monies
are received;
180
AND FURTHER THAT the signing officers of the TRCA are hereby authorized to take such
action as may be necessary to give effect thereto.
With regard to auditors, staff will be making the following recommendation to the authority:
THAT Grant Thornton be appointed auditors of the Toronto and Region Conservation
Authority (TRCA) for the year 2005, in accordance with section 38 of the Conservation
Authorities Act.
Grant Thornton LLP were recently appointed auditors for 2004, following a competition for audit
services conducted by staff during the summer of 2004.
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: January 05, 2005
SECTION IV - ITEMS FOR THE INFORMATION OF THE BOARD
RES. #C68/04 - REIMBURSEMENT FOR TRAVEL EXPENSES
Advising the board of an increase in the per kilometre vehicle allowance
for employees and members who use their personal vehicle to travel on
approved Toronto and Region Conservation Authority business, effective
January 1, 2005.
Moved by:
Seconded by:
Rob Ford
Bill O'Donnell
IT IS RECOMMENDED THAT the report dated January 4, 2005, on changes to the policy
for reimbursement of travel expenses to increase the per kilometre vehicle allowance
when using a personal vehicle on approved Toronto and Region Conservation Authority
business, be received.
CARRIED
BACKGROUND
The Toronto and Region Conservation Authority's (TRCA's) policy on travel expenses was
approved at Executive Committee Meeting #4/98, as Resolution #B82/98. The policy states in
part:
(1) Employees, when authorized by their Manager to attend conferences, meetings, courses
of instruction and trips of a similar nature shall be entitled to reimbursement for expenses
as follows:
(a) Kilometre rate as established from time to time by the Director of Finance and
Business Development when using a privately owned vehicle for business travel in
excess of "to and from work" travel.
181
The existing rates (approved April 1, 2003) are as follows:
0 to 4,000 km /calendar year 40 cents /km
4,001 to 10,000 km /calendar year 35 cents /km
10,001 to 24,000 km /calendar year 31 cents /km
The rates are intended to cover the cost of use of personal vehicles for TRCA business and
take into account the cost of additional insurance each person must carry if their vehicle is
used for business travel.
RATIONALE
Regularly, staff reviews the rates to be paid to reimburse for travel using their personal vehicle
while on TRCA business. Staff has reviewed the Canadian Automobile Driving Costs brochure
which identifies a 2004 rate of 44 cents /km for an average -sized vehicle travelling a total of
24,000 kilometres annually. Staff also considers the rates of reimbursement used by
municipalities in the TRCA area of jurisdiction.
As a result of research, staff has concluded that the TRCA's rates do not adequately reimburse
for use of personal vehicles. The following rates are being implemented effective January 1,
2005:
0 to 4,000 km /calendar year
4,001 to 10,000 km /calendar year
over 10,000 km /calendar year
44 cents /km
39 cents /km
34 cents /km
The number of staff traveling on TRCA business in their personal vehicles has increased in
recent years reflecting the increased program activities of the TRCA. The Chief Administrative
Officer has initiated a program to reduce the volume of travel by car pooling, greater use of
TRCA's fleet vehicles, use of public transit (i.e. TTC tokens are available to staff) and more
effective use of telecommunication tools such as conference calls. The TRCA's environmental
sustainability team is working with staff to ensure effective environmental practices across the
organization. This includes use of alternative fuel vehicles and other practices designed to
reduce the environmental cost of travel.
FINANCIAL DETAILS
In 2003, TRCA reimbursed 387 staff for travel totalling 333,504 kilometres at a cost of $119,000.
In 2004, the distance travelled declined marginally to 330,540 at a cost of $121,560. Based on
past experience, the increased rates have the potential to create an additional annual cost of
about $12,000. However, staff will continue to use the methods described above to reduce the
volume of travel and mitigate budget impact.
Report prepared by: Jim Dillane, extension 6292
For Information contact: Jim Dillane, extension 6292
Date: January 03, 2005
182
RES. #C69/04 - ACCOUNTS RECEIVABLE STATUS REPORT
December 30, 2004. Staff report on accounts receivables, as of
December 30, 2004.
Moved by:
Seconded by:
Rob Ford
Bill O'Donnell
IT IS RECOMMENDED THAT the report on accounts receivable, as of December 30, 2004
be received.
CARRIEDRATIONALE
The schedule below summarizes the status of receivables, including aging and classification.
The schedule excludes $14,491 in accumulated interest arrears on invoices outstanding for
more than 30 days.
ACCOUNTS RECEIVABLE AGING, BY CATEGORY
Excluding Municipal Levy and MNR Grant - As at December 30. 2004
183
CURRENT
31 TO
60 DAYS
61 TO 90
DAYS
90 PLUS
DAYS
TOTAL
%
SCHOOLS AND
SCHOOL
BOARDS
65,931
15,750
3,911
85,592
4.4%
GOVERNMENT
660,664
266,483
176,859
58,433
1,162,439
60.1%
CORPORATE,
INDIVIDUAL AND
COMMUNITY
GROUPS
270,355
183,500
46,148
187,382
687,385
35.5%
TOTAL
996,950
465,733
226,918
245,815
1,935,416
100.0%
% OF TOTAL
51.5%
24.1%
11.7%
12.7%
100.0%
183
Items in excess of $1,000.00 included in the 90- plus -days column, are as follows:
CLIENT NAME
AMOUNT
$
ARREARS
INTEREST
$
AGE
(DAYS)
NOTES
City of Toronto
20,437.00
n \a
116
Contract for archaeological monitoring
at Todmorden Mills museum.
City of Toronto
36,796.55
n \a
303
Contract work for wetland construction.
City staff has assured TRCA that
payment will be processed.
Cannington
Excavating
35,659.17
Note
125
Amount due for top soil placement at
the Boyd North gravel pit. Company
has asked for time to make payments.
TRCA is holding a security deposit in
the amount of $50,000.
Wild Water Kingdom
37,151.01
Note
121
August base rent. WWK has asked for
a deferral of payment of % rent plus
other amounts. Interest charged as
per lease agreement, generally at the
end of June each year.
Basciano Parkin Ltd.
2,000.00
154.57
161
Outstanding amount for planning fees.
Malone Given
Parsons Ltd.
7,000.00
540.99
161
Outstanding amount for planning fees.
Weston Consulting
15,000.00
15,000.00
2,408.12
2,150.86
314
270
Outstanding amounts for planning
fees.
Glen Pietrowski
10,000.00
613.63
125
Outstanding amount for planning fees.
Ron Wilton
7,000.00
429.55
134
Outstanding amount for planning fees.
KLM Planning
2,000.00
20,000.00
219.69
1,227.27
230
134
Outstanding amounts for planning
fees.
Alcorn & Associates
15,000.00
920.46
134
Outstanding amount for planning fees.
Robertson Gaze
Associates Inc.
4,621.56
1,420.38
566
For planting materials. Company has
advised that it is insolvent and cannot
make payment. Account sent for
collection.
TOTALS
227,665.29
10,085.52
The amount due from Robertson Gaze Associates Inc. of $4,621.56 is very doubtful. The
company has indicated, in writing, that it is insolvent and has discontinued operations. This
account has been sent for collection. All other amounts listed above are considered collectible
at this time.
Receivable balances, as reported on each of the previous reports to the advisory board, after
1999, are presented as follows:
184
DATE
Total $
90 -Plus $
December 30, 2004
1,935,416
245,815
October 25, 2004
1,127,102
180,891
September 28, 2004
876,800
187,754
September 3, 2004
936,923
197,539
May 17, 2004
1,018,188•
129,505
February 17, 2004
1,386,809
178,370
January 7, 2004
1,064,464
45,382
November 2, 2003
951,999
101,194
August 24, 2003
768,825
125,803
May 25, 2003
445,116
168,327
March 2, 2003
709,807
141,313
October 20, 2002
774,831
46,237
August 25, 2002
326,529
109,560
May 26, 2002
658,514
201,158
January 31, 2002
585,736
64,259
December 30, 2001
1,078,071
38,666
October 23, 2001
350,385
106,343
August 27, 2001
371,985
17,153
May 25, 2001
1,132,443
44,810
March 26, 2001
621,560
167,094
December 30, 2000
1,014,021
67,981
September 06, 2000
596,536
47,728
March 19, 2000
869,266
100,758
February 15, 2000
1,007,850
42,952
Report prepared by: Rocco Sgambelluri, extension 5232
For Information contact: Rocco Sgambelluri, extension 5232
Date: January 3, 2005
TERMINATION
ON MOTION, the meeting terminated at 9:55 a.m., on Friday, January 14, 2005.
David Barrow
Chair
/ks
185
Brian Denney
Secretary- Treasurer