Conservation Halton Board of Directors Meeting - October 22, 2020

Conservation Halton Board of Directors Meeting - October 22, 2020 Zoom Webinar: https://us02web.zoom.us/j/85243985405?pwd=cFpXVjM4NFY4Yk14d2FSVnZHU2czQT09 Passcode: 338366

Start: Thursday, October 22, 2020 - 3:00pm

End: Thursday, October 22, 2020 - 6:00pm

1. Roll Call

2. Disclosure of Pecuniary Interest for Conservation Halton Board of Directors

3. Acceptance of Agenda

4. Delegations - Don Mclean, The Hamilton 350 Committee

Kirkwall to Hamilton valve pipeline 2020.pdf

5. Presentations

5.1. Strategic Forestry Management Plan - Hajnal Kovacs, Forest Technician (Report # CHBD O7 20 06)

5.2. 2021 Budget Summary - Hassaan Basit, President & CEO (Report # CHBD 07 20 07)

6. Consent Items

6.1. Approval of Conservation Halton Board of Directors DRAFT Meeting Minutes dated September 24, 2020

Conservation Halton Board of Director DRAFT Meeting Minutes - September 24 2020.pdf

6.2. Approval of Finance & Audit Committee DRAFT Meeting Minutes dated October 7, 2020

Finance & Audit Committee DRAFT Meeting Minutes - October 7, 2020.

7. Briefing Memos

7.1. Summary of Funding Received for Stewardship

1/320 Memo - Outreach Restoration

7.2. Progress update on Source Protection plan updates

Memo - Source Protection.pdf

7.3. Kelso & Glen Eden Master Plan

Memo - GE Master Plan - October 2020

8. Action Items

8.1. CHBD 07 20 01 - SW Georgetown Subwatershed Study

CHBD 07 20 01 - SWS VisionGeorgetown.pdf

8.2. CHBD 07 20 04 - Oakville Slope Stability Assessment

CHBD 07 20 04 - Oakville Slope Stability Assessment.pdf

8.3. CHBD 07 20 02 - Site Specific Principles for Redevelopment of the Post Office Property - 193 Church Street, Town of Oakville, CH File No. ADM 349

CHBD 07 20 02 Oakville Post Office.pdf

8.4. CHBD 07 20 03 - Halton Region Official Plan Review: CH Discussion Paper Comments CH File: MPR 734

CHBD 07 20 03 - Halton Region Official Plan Review: CH Discussion Paper Comments - CH File: MPR 734

CHBD 07 20 03 - ROPR Attach.pdf

8.5. CHBD 07 20 05 - Applications to expand Burlington Quarry, Nelson Aggregate Co. - CH File No. PQ 20

CHBD 07 20 05 - Nelson Quarry

8.6. CHBD 07 20 06 - Strategic Forest Management Plan Report

2/320 CHBD 07 20 06 - Strategic Forest Management Report - October 2020

CHBD 07 20 06 - Full Plan 2020 - Proposed

8.7. CHBD 07 20 07 - 2021 Budget Summary

CHBD 07 20 07 - Board Report 2021 Budget Summary - October 22 2020.pdf

Conservation Halton Budget Book - 2021.pdf

8.8. CHBD 07 20 08 - Amendment to CH By-Law No. 18 01 - Title Change for CAO

By-law amendment President & CEO title 22 10 20.pdf

CH_By-Law 2018 CAO title change - REVISED October 22, 2020

9. CEO Update

10. CHF Update - Jim Sweetlove

11. IN CAMERA

11.1. Legal Matter - Memo - October 22, 2020

11.2. Legal Matter - Memo - October 22, 2020

12. Other Business

13. Adjournment

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Dundas Turtle Watch 49, Kirby Ave. Dundas ON L9H 6H6 To: Environment Hamilton Re: Proposed Kirkwall to Hamilton Valve natural Gas pipeline

August 2020 DTW is aware that we have missed deadline dates for submissions against the pipeline, but a turtle pond on the Brock Road has just been brought to our notice.

DTW does not approve of turtle habitat being disturbed for a pipeline anywhere along the proposed Kirkwall to Hamilton Valve route especially the Beverley swamp and a known turtle pond on the Brock Road. There is no good time to move large equipment through such sensitive lands as turtles are nesting in the spring, turtles eggs are in nests all through the summer and hatch in the Fall, they then live in the mud, during all their winter hibernation. It takes fourteen to twenty years for a female snapping turtle to reach adult maturity to lay her first batch of eggs. If this cycle is broken or disturbed, then those turtles are lost forever. All the species of turtles in this area are on the Ontario species at risk list. They will be destroyed whenever the pipeline is constructed. It would then take years, if it happened at all, for the any turtle to rehabilitate on lands damaged to that extent by a pipeline corridor.

Rosemary Horsewood , Chairperson Dundas Turtle Watch [email protected] 905-627-4498 or Dundas Turtle Watch [email protected]

Dundas Turtle Watch DundasTurtleWatch.ca [email protected]

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MEETING NO: #06 20 Conservation Halton Board of Directors

MINUTES

A meeting of the Conservation Halton Board of Directors was held on Thursday, September 24 at 3:30 p.m. via Zoom Webinar.

Members Present: Hamza Ansari Mike Cluett Rick Di Lorenzo Joanne Di Maio Cathy Duddeck Allan Elgar Dave Gittings Zeeshan Hamid Zobia Jawed Moya Johnson Gordon Krantz Bryan Lewis Marianne Meed Ward Rory Nisan Gerry Smallegange Jim Sweetlove Jean Williams

Absent with regrets: Rob Burton Steve Gilmour

Guests: Ken Jull, Legal Counsel, Gardiner Roberts Peter Pickfield, Partner, Garrod Pickfield, LLP

Staff present Robin Ashton, Manager, Marketing Kim Barret, Associate Director, Science & Partnerships Hassaan Basit, CAO/Secretary-Treasurer Garner Beckett, Director, CH Foundation Adriana Birza, Manager, Office of the CAO Tamara Boric, Project Lead, PMO Niamh Buckley, Administrative Assistant, Office of the CAO Chitra Gowda, Senior Manager, Watershed Planning & Source Water Meghan Hunter, Manager, Risk & Lands Craig Machan, Associate Director, Park Operations Kellie McCormack, Associate Director, Planning & Regulations Marnie Piggot, Director, Finance

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Plezzie Ramirez, Senior Manager, Human Resources Jill Ramseyer, Director, Corporate Compliance Pavan Seth, Procurement Specialist Katie Skillen, Associate Director, Marketing and Communications Barb Veale, Director, Planning & Watershed Management Mark Vytvytskyy, Director, Parks and Operations, Executive Lead Digital Transformation

Chair Gerry Smallegange called the meeting to order at 3:30 p.m. Chair advised that the Agenda would be amended to reflect that CAO Hassaan Basit would present the CH Fall event.

1. Roll Call

2. Disclosure of Pecuniary Interest for Conservation Halton Board of Directors

There were NONE.

3. Acceptance of Amended Agenda

CHBD 06 01: Moved by: Jean Williams Seconded by: Moya Johnson

THAT the Amended Agenda be accepted as distributed.

Carried 4. Presentations

4.1 Strategic Plan methodology (Action Item 6.2) (Hassaan Basit, CAO & Tamara Boric, PMO)

At the request of the CAO 4 members have volunteered to be part of the Conservation Halton Strategic Plan Task Force team: Mike Cluett, David Gittings, Jim Sweetlove and Rory Nisan. Staff will reach-out directly to the members with next steps for the project and engagement.

4.2 CH Foundation – Fall Event (Hassan Basit, CAO)

The CAO provided an update to the board on the CHF “Mountsberg Sugarbush Experience Event” that will take place on Saturday October 3 with 3 experiences; “A Bluegrass Brunch”, “A Whiskey Sip” and “A Country Dinner” .

In response to concern from some Board members re timeliness of the event, the CAO advised that CH staff have worked closely with the City of Hamilton to ensure that all measures are being taken to adhere to COVID 19 public health guidelines and restrictions. Arrival times are staggered, and the experiences are set up to respect social distancing.

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CH will post and email a fact sheet to guests advising them of the staggered arrival times (which appears on the top of their invite) and the steps that have been taken to ensure their safety.

5. Consent Items Approval of Conservation Halton Board of Directors Meeting Minutes dated June 25, 2020 2020.

5.1 Purchasing Report for April – July 2020 (Report #: CHBD 06 20 01)

5.2 CN Status Update (Report #: CHBD 06 20 02)

5.3 Proposed Amendment 1 to A Place to Grow: Growth Plan for the Greater Golden Horseshoe (A Place to Grow) and Proposed Land Needs Assessment Methodology for A Place to Grow: Growth Plan for the Greater Golden Horseshoe ERO No. 019-1680 and 019-1679/CH File No. PPO 053 (Report #: CHBD 06 20 03)

5.4 Updating Ontario’s Water Quantity Management Framework ERO No. 019-1340 CH File No. PPO 059 (Report #: CHBD 06 20 04)

5.5 Permits & Letters of Permission issued under Ontario Regulation 162/06 from January 1 to August 31, 2020 (Report #: CHBD 06 20 05)

5.6 Hamilton Harbour Remedial Action Plan Funding (Report #: CHBD 06 20 06)

6. Action Items

6.1 Amendment to The Halton Region Conservation Authority General Membership By-law No. 2018-01 (Report #: CHBD 06 20 07)

CHBD 06 02 Moved By: David Gittings Seconded by: Cathy Duddeck

THAT the Conservation Halton Board of Directors direct staff to post the amended General Membership By-law No. 2018-01 on the Authority’s website, www.conservationhalton.ca

And

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THAT the Conservation Halton Board of Directors direct staff to post the MECP Minister’s Direction that enables conservation authorities to convene meetings of the board electronically in order to make the necessary amendments to their By-law on www.conservationhalton.ca. Carried

6.2 Strategic Plan methodology (Report #: CHBD 06 20 08)

CHBD 06 03 Moved by: Moya Johnson Seconded by: Allan Elgar

THAT the Conservation Halton Board of Directors approve the proposed project methodology, governance model, work plan and task force membership to support the renewal of Conservation Halton’s strategic plan, 2021-24’.

Call for Participation from Board Members: Rory Nisan, Dave Gittings, Jim Sweetlove, Mike Cluett volunteered to be part of the Strategic Plan Task Force.

Carried

6.3 Land Disposition – King’s Highway 401 at Kelso CA (Report #: CHBD 06 20 09)

CHBD 06 04 Moved by: Gordon Krantz Seconded by: Jim Sweetlove

THAT the Conservation Halton Board of Directors approve the disposition of 0.0865 acres from PIN 249740013, shown as Part 2 of Plan 20R-21482 (known as Part Lot 5, Concession 6 Nassagaweya), part of Kelso Conservation Area, owned by The Halton Region Conservation Authority to be transferred to the Ministry of Transportation, in alignment with the approved Land Securement Strategy;

And

THAT the Conservation Halton Board of Directors approve the acceptance and deposit of $2030.00 into the Land Securement Reserve based on the calculated market value and administration fees from the Ministry of Transportation, in alignment with the approved Land Securement Strategy. Carried

6.4 Budget Variance Report for the Period Ended July 31, 2020 and 2020 Projected Year End Amounts (Report #: CHBD 06 20 10)

CHBD 06 05 Moved by: Allan Elgar Seconded by: Dave Gittings

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THAT the Conservation Halton Board of Directors approve capital projects as follows:

1. Reinstating the Milton Channel Repairs capital project included in the 2019 budget for $255,927 and associated funding sources, closed in the staff report dated June 25, 2020 and 2. Conservation Areas capital projects of $235,000 related to facility, infrastructure and technology requirements as noted in the staff report dated September 24, 2020 funded by a transfer from the Conservation Areas Capital Reserve;

And

THAT the Conservation Halton Board of Directors receive for information the staff report dated September 24, 2020 on the Budget Variance for the period ended July 31, 2020 and 2020 Projected Year End Amounts. Carried

The CAO provided an update on ParkPass that CH had worked with to enable the parks to reopen. The CAO advised that the system they developed, which had gone through many changes and updates, had enabled CH to welcome guests back to the parks in a safe way while continuing to respect social distancing. Visitation was up by 70% from previous years.

The CAO advised that the marketing team had carried out a survey for opening Glen Eden and had received over 3000 response in 3 days. The CAO confirmed that Glen Eden will reopen using the same ParkPass reservation system.

Allan Elgar and Board members commended the CAO for all of the work and efforts that had been made to reopen the parks during the pandemic and keep staff safe and supported over the past eight months.

6.5 Margaret Grace Harris Bequest (Report #: CHBD 06 20 11)

CHBD 06 06 Moved by: Dave Gittings Seconded by: Allan Elgar

THAT the Conservation Halton Board of Directors approve the designation of funds bequeathed by Margaret Grace Harris as recommended herein.

CHF Director Garner Beckett will work with family to identify memorial to honour the legacy of Margaret Grace Harris. Carried

6.6 Re-appointment of Member to the Conservation Halton Foundation Board of Directors (Report #: CHBD 06 20 12)

CHBD 06 07 Moved by: Jean Williams

9/320 Seconded by: Moya Johnson

THAT the Conservation Halton Board of Directors approve the re-appointment of Don Ford, as member to the Conservation Halton Foundation Board of Directors for a two-year term.

And

THAT the Conservation Halton Board of Directors accepts the recommendation from the Conservation Halton Foundation Board of Directors report CHF 05 19 02 (approved at the CHF Board meeting dated September 23, 2020) regarding the above-named appointment.

Chair Gerry Smallegange acknowledged that Jim Sweetlove had been re-elected Chair of Conservation Halton Foundation 2020/2021. Carried

7. CAO Verbal Update

The CAO advised the Board members that CH has been awarded the “Best Social Initiative” by Sustainable Hamilton Burlington (SHB). CH is a relatively new and proud member of SHB with a mission to inspire other organizations with a goal of reducing environmental impact while providing for greater social good.

The CAO provided an update on MPP Jeff Yurek, Minister of the Environment, Conservation and Parks' recent visit to Crawford Lake.

The CAO advised that CH is working with a consultant to turn CH into a “Model of Innovation” and will provide an update at a future Board of Directors meeting about CH’s vision for a Innovation Hub. The Innovation Hub will create strategic partnerships, collaborate with local start up and/or established technology companies to develop pilots and proof of concept deployments, with the intention of continuing to potential product development. The potential partner will have to show evidence of having developed products in the areas of interest to CH – broadly, smart water and smart parks.

8. CHF Update (Jim Sweetlove)

CHF Chair Jim Sweetlove provided an update on Conservation Halton Foundation including a synopsis of a presentation at the September 23 CH Foundation meeting on “Fundraising Activities and Opportunities During a Pandemic", by Karen Willson, Senior Vice President at KCI, Ketchum Canada Inc.

9. IN CAMERA Items

CHBD 06 08 Moved by: Jean Williams Seconded by: Marianne Meed WARD

10/320 THAT the Conservation Halton Board meeting break for 15 minutes and convene IN CAMERA

Carried 9.1 Legal Matter (Report #: CHBD 06 20 13)

9.2 Legal Matter (Report #: CHBD 06 20 14)

9.3 Legal Matters Report #: CHBD 06 20 15)

9.4 Legal Matter (Verbal update with legal counsel, Kenneth Jull, Gardiner Roberts LLP)

9.5 Legal Matter (Report #: CHBD 06 20 16)

9.6 Legal Matter (Report #: CHBD 06 20 17)

9.7 Personnel Matter (Report #: CHBD 06 20 18)

CHBD 06 09 Moved by: Gordon Krantz Seconded by: Cathy Duddeck

THAT the Conservation Halton Board meeting reconvene in public forum.

THAT the Conservation Halton Staff proceed as directed by CH Board members.

Carried 10. Other Business

11. Adjournment

CHBD 06 10 Moved by: Gordon Krantz

THAT the Conservation Halton Board of Directors meeting adjourn at 6:10 p.m.

Carried

Signed: Hassaan Basit, President & CEO/Secretary-Treasurer

Date: October 22, 2020

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MEETING NO: # 02 20 Finance & Audit Committee

MINUTES

A meeting of the Finance & Audit Committee was held on October 7, 2020 via Zoom videoconference at 10:05 a.m.

Present: Rob Burton Mike Cluett Moya Johnson Jim Sweetlove Gerry Smallegange

Absent with regrets: Joanne Di Maio

Staff Present: Hassaan Basit, President & CEO/Secretary- Treasurer Marnie Piggot, Director of Finance, Adriana Birza, Manager, Office of the President & CEO Melissa Silber, Manager, Accounting Lawrence Wagner, Senior Director, Corporate Services Niamh Buckley, Administrative Assistant, Office of the President & CEO

Chair Rob Burton called the meeting to order at 10:01 p.m.

1. Acceptance of Agenda

FA 02 01 Approved by: Moya Johnson Seconded by: Jim Sweetlove

THAT the Finance and Audit Committee approve the agenda as distributed.

Carried

2. Disclosure of Pecuniary Interest for Committee Members

There were NONE

3. Consent Items

4. Action Items

4.1 2021 Budget & Business Plan (FA O3 20 01)

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FA 02 02 Moved by: Moya Johnson Seconded by: Mike Cluett

THAT the Finance and Audit Committee recommend to the Conservation Halton Board of Directors that municipal funding of $10,430,879 in the 2021 budget be approved by a weighted vote by the Conservation Halton Board of Directors at the October 22, 2020 meeting;

And

THAT transfers to and from Reserves in the 2021 budget be approved as outlined in this report;

And

THAT the 2021 Budget & Business Plan be approved as presented.

Carried 5. Other Business

6. Adjournment

FA 02 03 Moved by: Mike Cluett

THAT the Finance & Audit Committee Meeting be adjourned at 10:10 am

Carried

Signed: Hassaan Basit, President & CEO/Secretary-Treasurer

Date: October 22, 2020

13/320 TO: Conservation Halton Board of Directors

FROM: Barbara J. Veale, Director, Planning and Watershed Management

DATE: October 22, 2020

SUBJECT: Landowner Outreach & Restoration (Stewardship) Program Funding

MEMO

Conservation Halton has been successful in securing additional funds in support of the Landowner Outreach & Restoration (Stewardship) Program over the next few years. Pending forthcoming decisions on outstanding grant applications and negotiation on compensation projects, the funds raised in 2020 may surpass any raised in past years.

In total, Conservation Halton staff applied for $1,023,258.67 in external funding and have confirmed $658,952.76 to date; a further $218,528.91 in requests remains outstanding. Most funding sources span multiple years, which reduces administrative tasks and provides stability to overall program funding. In many cases, external funding leverages Conservation Halton’s levy funding to make those investments go even farther. The following table provides more detail.

Funding Source Project Amount Amount Length Funding Stream Requested Received of Grant Metrolinx Burlington/Oakville $194,844.76 $194,844.76 2020- Compensation Project Compensation Planting 2022 Compensation Species at Risk Aquatic Species at $183,100.00 $177,100.00 2020- Grant Stewardship Risk in 2023 Fund Conservation Halton Watersheds Sustain our Great Limestone Creek $120,500.00 $120,500.00 2021- Grant Lakes Restoration Project 2022 Great Lakes Hamilton Harbour $96,000.00 $66,008.00 2020- Grant Protection Watershed 2022 Initiative Stewardship Project

14/320 Funding Source Project Amount Amount Length Funding Stream Requested Received of Grant Canada Ontario Brighton Beach $49,000.00 $49,000.00 2020 Grant Agreement Bioswale Part 2 Imperial Oil Joe Sams Park $35,000.00 $35,000.00 2020- Foundation Stewardship Action 2021 Sponsorship Plan Meighen Brookies in Bronte $10,000.00 $10,000.00 2020 Foundation Foundation Forever Sponsorship Terrapure General $5,000.00 $5,000.00 2020 Foundation Stewardship Sponsorship TD Friends of the Partner with OFAH $4,500.00 $1,500.00 2020 Grant Environment on Atlantic Salmon Foundation Riparian Plantings Habitat Western Chorus $99,285.00 $0.00 N/A Grant application Stewardship Frog Project unsuccessful Program Woodbine Cares Horse Farm $7,500.00 $0.00 2020 Foundation Stewardship/ Sponsorship (funding Restoration approved, then cancelled due to COVID-19) MTO Redside Dace $125,940.58 ? TBD, Compensation Project Compensation Outreach and multi- Part 2 Restoration year Canada Ontario Hamilton Harbour $65,063.33 ? TBD, Grant Agreement Rainwater multi- Compensation year Project Canada Nature Campbellville Side $20,000.00 ? 2020- Grant Fund for Aquatic Road Weir 2021 Species at Risk Decommissioning Design TD Friends of the Courtcliffe Park $7,525.00 ? 2021 Grant Environment Riparian Planting Fund TOTAL $1,023,258.67 $658,952.76

Notes: • Compensation projects are typically driven by development proponents whose projects impact the habitat of species at risk, which triggers a requirement under the Endangered Species Act for them to compensate elsewhere. These projects cover 100% of the cost of restoration projects that address both the strategic

15/320 priorities of Conservation Halton and the regulatory needs of development proponents, which in the past have included municipal governments, provincial ministries, private developers and other private businesses. The Metrolinx project is unique in that it is the outcome of a voluntary program initiated by the organization itself. • Conservation Halton successfully competed against applications from both Canada and the United States for the Sustain Our Great Lakes grant. Sustain Our Great Lakes is an American public-private partnership designed to sustain, restore and protect fish, wildlife and habitat in the basin by leveraging funding, building conservation capacity, and focusing partners and resources toward key ecological issues. This funding will support Conservation Halton’s Brookies in Bronte Forever program, launched in 2014 to protect, sustain and enhance Brook Trout habitat through education, awareness and empowerment of private landowners to undertake meaningful actions. • The Great Lakes Protection Initiative is administered by Environment and Climate Change Canada. This funding is provided through a long-standing partnership with Hamilton Conservation Authority (since 1994) to provide stewardship and environmental restoration services to the joint watersheds of the Hamilton Harbour Area of Concern (AOC). • The Canada-Ontario Agreement funding is administered by the provincial Ministry of Environment, Conservation and Parks, and relates to the Hamilton Harbour AOC and associated Remedial Action Plan. Staff has been working with the Brighton Beach community and City of Burlington for several years to help mitigate the lack of stormwater control in the community using bioswales, which are a form of Low Impact Development. The two bioswales we have constructed to date will trap sediment and reduce the erosive force of rainfall as it travels through steep ravines to the Harbour.

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TO: Conservation Halton Board of Directors

FROM: Barbara Veale, Director of Planning and Watershed Management

DATE: October 22, 2020

SUBJECT: Source Water Protection Update 2021

MEMO

This memo provides a brief update on the Source Water Protection program and some key priorities over the coming months.

The Conservation Authorities Act and Source Water Protection Through amendments made to the Conservation Authorities Act in 2019, the responsibilities of a conservation authority (CA) as a source protection authority under the Clean Water Act, 2006 will be a mandatory program. The changes will enable municipal levy to be utilized for source protection authority responsibilities. The program will be prescribed through regulations that have yet to be proclaimed. In the interim, the province continues to fully fund source protection authority responsibilities. Staff will keep the board apprised of any proposed regulations. It is anticipated that there will opportunities for public input prior to proclamation.

Conservation Halton Source Water Protection Program Priorities 2021 Conservation Halton (CH) is the lead source protection authority of the Halton-Hamilton Source Protection Region as designated under the Clean Water Act, working closely with the Hamilton Conservation Authority (HCA). A major responsibility and current priority of CH and HCA is to update the Halton-Hamilton Source Protection Plan and the underlying science.

These updates ensure the continued protection of Lake Ontario and groundwater aquifer sources of municipal drinking water through changing landscape activities, climate conditions, new water sources, etc. CH staff is leading work through 2021 to support comprehensive updates to the source protection plan in partnership with HCA. CH continues to engage municipalities, the Source Protection Committee and other drinking water stakeholders through this process.

The key events and milestones in the program since its inception in 2006 are shown on Figure 1.

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Source CA Act Protection Source changes, Plan Updates, Protection 2019 2020-21 Assessment Plan, Reports, 2015 Clean 2011 Water Act, 2006

Figure 1: Key Events and Milestones

In August 2020, the province proposed changes to the technical rules through a posting on the Environmental Registry of Ontario. Comments are due by November 9, 2020. The technical rules form a crucial part of the process of updating the source protection plan. CH staff are simultaneously analysing the proposed changes, while engaging municipalities and the committee prior to submitting comments. An information report summarizing staff’s comments will be provided to the CH Board at the November board meeting.

Road Salt Management Ontario’s Clean Water Act source protection plan policies include mandatory policies to manage road salt application and storage, where they pose a significant level risk to municipal drinking water sources. Policy implementation is well underway. However, road salt continues to impact not only drinking water sources but aquatic life, while also causing infrastructure damage and other impacts. Climate change is expected to exacerbate these impacts. At the same time, it is recognised that road salt is necessary for the safety of the public during winter conditions. This emerging issue was highlighted in the Made In Ontario Environment Plan, which includes several actions to manage road salt impacts.

The Association of Municipalities of Ontario (AMO), at it’s Board of Directors meeting in September 2020, invited Chitra Gowda, Senior Manager, Watershed Planning and Source Protection for Conservation Halton and Martin Keller, Source Protection Program Manager for the Grand River Conservation Authority to present on this matter. Staff spoke about the need for a review of Ontario’s liability framework, training for third party contractors, use of techniques that optimize road salt usage, watershed monitoring, and several other considerations. In response, AMO will seek cooperation from several Ontario ministries to make sure that road salt can be used in a manner that balances public safety, source water protection and municipal liability. To effectively manage the environmental, social and economic impacts of road salt, a broader watershed management approach is necessary. Staff will continue to enhance awareness of the issue and solutions through 2021.

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TO: Conservation Halton Board of Directors

FROM: Meghan Hunter, Manager of Risk & Lands

DATE: October 22, 2020

SUBJECT: Kelso & Glen Eden Master Plan

MEMO

Conservation Halton staff have now completed the Kelso & Glen Eden Master Plan renewal in collaboration with the internal Steering Committee and external agencies.

This Memo along with final report submission to the Niagara Escarpment Commission (NEC), Ministry of Natural Resources & Forestry (MNRF) and Ministry of Environment, Conservation and Parks (MECP) for approval marks the end of the project. The final Master Plan report will be going to the NEC for approval in November for final endorsement with sign-off from President & CEO, Hassaan Basit and Board Chair, Gerry Smallegange.

Long-term sustainable planning for Conservation Halton’s programs, services, and development over the next 5-10 years for Kelso & Glen Eden are identified within this Master Plan. Phased Capital investments for both Kelso North and the Kelso Quarry total just over $74M. The Master Plans outlines directions for sustainable management for the property that balance the cultural, natural and recreational needs of the park.

The presentation done by staff at the June 21, 2018 Conservation Halton’s Board of Directors meeting outlined the process, public engagement, conceptual designs, and investment proposed by the Master Plan. The phased Capital investment was presented to the Board members on October 24, 2019 as part of Investing in Canada Infrastructure- Grant Funding Request. A presentation to the Conservation Halton Foundation Board on February 19, 2020 detailed the major Capital projects for the park, as identified in the Master Plan, including the preliminary design of the proposed Recreation Centre.

19/320 REPORT TO: Conservation Halton Board of Directors

REPORT NO: # CHBD 07 20 01

FROM: Barbara J. Veale, Director, Planning and Watershed Management

DATE: October 22, 2020

SUBJECT: Vision Georgetown Secondary Plan and Subwatershed Study, Town of Halton Hills, CH File No.: MPR 634

Recommendation

THAT the Conservation Halton Board of Directors receives for information the staff report entitled “Vision Georgetown Secondary Plan and Subwatershed Study, Town of Halton Hills”;

And

THAT the Conservation Halton Board of Directors endorses the Vision Georgetown Secondary Plan and Subwatershed Study, specifically the management recommendations that relate to areas regulated by CH;

And

THAT the Conservation Halton Board of Directors directs staff to send staff report entitled “Vision Georgetown Secondary Plan and Subwatershed Study, Town of Halton Hills” to the Town of Halton Hills and Region of Halton for information.

Executive Summary

The Town of Halton Hills prepared a Secondary Plan (Official Plan Amendment 32) to establish land use designations and policies for residential and mixed use, as well as Natural Heritage System (NHS) lands, within its Vision Georgetown Secondary Plan Area. The Secondary Plan was informed by a Scoped Subwatershed Study (SWS) that characterized environmental features and functions and established management recommendations for the NHS. As a member of the SWS Technical Advisory Committee, Conservation Halton’s involvement was twofold: 1) as a regulatory agency and 2) as a technical advisor as per the Memorandum of Understanding with Halton Region and local municipalities.

The NHS includes features regulated under Ontario Regulation 162/06 (e.g., Sixteen Mile Creek tributaries and associated flooding and erosion hazards, wetlands, and other significant features such as woodlands and wildlife habitat, linkages and buffers). Some regulated watercourses and small wetlands are identified in the SWS management recommendations as features that may be relocated in future development scenarios. Proposed relocations/enhancements would be subject to more detailed study through an Environmental Implementation Report/Functional Servicing Study (EIR/FSS) to demonstrate an overall benefit to the system and would require Conservation Halton permit approval.

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The SWS is a foundational document that guides future development. Planning and permit applications must adhere to the management requirements contained within it. By endorsing the report and approving the SWS management recommendations specifically related to CH’s regulations, CH staff can issue permits for works in regulated areas when they meet the requirements of the SWS. This is in keeping with Board approved policies as per the Board-approved Policies and Guidelines for the Administration of Ontario Regulation 162/06 and Land Use Planning (modified February 25, 2016).

Report

Background

The Vision Georgetown Secondary Plan Area, located in the Town of Halton Hills, is bounded by 10 Side Road to the south, 15 Side Road to the north, Eighth Line to the east and Trafalgar Road to the West. The study area is approximately 400 hectares (988 acres) in size and lies within the Sixteen Mile Creek and Silver Creek watersheds (Figure 1). The study area contains tributaries of Sixteen Mile Creek and Silver Creek, including associated flooding and erosion hazards, as well as headwater drainage features, wetlands and woodlands. Silver Creek is within the jurisdiction of Credit Valley Conservation.

Figure 1: Vision Georgetown Secondary Plan Area

Secondary Plan and Subwatershed Study Process

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The Vision Georgetown Secondary Plan establishes land use designations and policies for residential, mixed use and a Natural Heritage System (NHS) for the above-described study area. The Secondary Plan was adopted by the Town of Halton Hills in June 2018, by way of Official Plan Amendment (OPA) 32. The Region of Halton made a decision on September 25, 2020 to approve OPA 32 with modifications.

Local municipalities are required to prepare Area-Specific Plans (Secondary Plans) or policies for major growth areas, including the development or redevelopment of communities. The plans or policies are to be incorporated by amendment to the Local Official Plan and must demonstrate that the goals and objectives of the Regional Official Plan (ROP) have been met. The ROP requires that Secondary Plans be supported by a subwatershed study. The purpose of the SWS is to:

• inventory, characterize and assess natural hazard, natural heritage and water resource features and functions within the study area (i.e., constraints to development); • provide recommendations for the protection, conservation and management of natural hazard, natural heritage and water resource features within the study area; • provide sufficient detail to support the designation of a Natural Heritage System (NHS), through refinement of the Regional Natural Heritage System. • evaluate a land use concept, as well as a supporting stormwater management strategy, where the functions of natural features are maintained or enhanced, while ensuring no aggravation of natural hazards; and • provide recommendations for a management strategy, implementation and monitoring plan to be implemented through the Secondary Plans and future site/area specific studies.

The SWS characterized and established management recommendations regulated features including watercourses, floodplains, valleylands, and wetlands. These regulated features comprise a significant portion of the study area’s NHS, which was refined through the SWS process. A stormwater management strategy was also established.

The SWS outlines requirements for future studies to be submitted in support of future Planning Act applications (e.g., EIR/FSSs). These future studies will further evaluate and provide a greater level of detail on the future land use, servicing and stormwater management strategy and may further refine the limits of the NHS. These studies will also establish a more refined monitoring plan to evaluate potential effects of development on the NHS.

Basis of CH Review and Involvement

CH staff participated as a member of the SWS Technical Advisory Committee (TAC) and provided technical advice to Town staff and their consulting team, as well as Regional staff, throughout the preparation of the SWS. CH staff also ensured that CH’s interests, specifically regulatory requirements under Ontario Regulation 162/06 and responsibilities delegated by the Province of Ontario with respect to Section 3.1 (Natural Hazards) of the Provincial Policy Statement (2014) were addressed. CH provided technical advice on matters relating to stormwater management and ecology as outlined in the MOU with the Region of Halton and local municipalities.

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Vision Georgetown NHS

One of the overarching goals of the SWS was to develop an NHS that would protect, restore and enhance natural features and areas on the landscape for the long-term. The goal was to take a systems approach to identifying and protecting natural heritage and hazard features and areas, such that there would be an overall net benefit to the system. This approach also ensures that future development adjacent to the NHS or hazard lands, or proposed NHS refinements to the NHS limits, will not negatively impact critical natural heritage features/areas or create new natural hazards or aggravate existing ones.

Through the SWS, a series of management recommendations were produced that focused on ensuring that the natural features and areas would function as part of an overall, robust system and that natural hazards would be contained. Features were evaluated based on their sensitivity and connection with other natural features. All significant natural features and natural hazards, along with appropriate regulatory allowances and/or buffers, form part of the NHS. In general, more sensitive features are to be protected in-situ and less sensitive features are to be relocated and enhanced elsewhere in the study area, adjacent to the NHS.

Primary components of the Vision Georgetown NHS include several tributaries of Sixteen Mile Creek, wetlands, Significant Wildlife Habitat and Significant Woodlands. Some regulated watercourses and small wetlands are identified in the SWS management recommendations as features that may be relocated in future development scenarios. These proposed relocations/enhancements would be subject to more detailed study at the EIR/FSS level to demonstrate an overall net benefit to the system and would also require Conservation Halton permit approval.

CH Policies

Policy 3.19.1 of CH’s Policies and Guidelines for the Administration of Ontario Regulation 162/06 and Land Use Planning Policy Document (modified February 25, 2016) states:

Major flood plain alterations (including placement of fill to create, or enlarge, a building lot) and major watercourse alterations (including enclosures and diversions from one watershed to another) are generally not permitted. Such alterations may be considered where justification is provided through a subwatershed study, an Environmental Assessment or similar comprehensive study and are subject to conformity with municipal planning documents. The applicable study or assessment must be current (generally within 5 years) and must be supported by Conservation Halton.

Staff is satisfied that the Vision Georgetown SWS provides comprehensive justification for the recommended relocation/re-creation of the regulated watercourse and floodplain, as well as the re- creation of small wetland features, and that by doing so, it will result in an overall benefit to the system. Further, it has been demonstrated that future conditions will not create new or aggravate existing hazards. CH staff supports the SWS as a foundational document that guides land use planning and related Planning Act applications and specifies the requirements that supporting technical studies will need to adhere to. CH staff is seeking Board approval of the SWS so that, in the future, CH staff can issue permits for works in regulated areas when they meet CH’s policy and permitting requirements, the requirements of the SWS and further technical studies.

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Conclusion

CH staff has worked with the Town of Halton Hills, Region of Halton and their respective consultants in the development of a SWS as part of the Vision Georgetown Secondary Plan process. Through the SWS, an NHS has been identified that will protect, restore and enhance existing natural features and areas for the long term. All significant natural features and natural hazards, along with appropriate buffers and regulatory allowances, form part of the NHS. In general, more sensitive features are to be protected in- situ and less sensitive features are to be relocated and enhanced elsewhere in the study area, adjacent to the NHS. Staff is satisfied that the Vision Georgetown SWS provides comprehensive justification for the recommended relocation/re-creation of regulated watercourses and small wetland features and recommends that the Board of Directors endorse the Vision Georgetown SWS.

Impact on Strategic Goals This report supports the Metamorphosis strategic theme of Taking care of our growing communities.; and Protecting our natural, cultural, and scenic assets. The theme is supported by the objective to remain dedicated to ecosystem-based watershed planning that contributes to the development of sustainable rural, urban and suburban communities.

Financial Impact CH’s involvement in the development of Secondary Plan’s is part of the plan input services that CH provides Halton Region municipalities in accordance with the joint MOU.

Signed & respectfully submitted: Approved for circulation:

Barbara J. Veale Ph.D, MCIP, RPP Hassaan Basit Director, Planning and Watershed Management President & CEO/Secretary-Treasurer

FOR QUESTIONS ON CONTENT: Matt Howatt, Team Lead, Regional Infrastructure Team, 905.336.1158, x 2311, [email protected]

Kellie McCormack, Associate Director, Planning and Regulations, 905.336.1158, x 2228, [email protected]

24/320 REPORT TO: Conservation Halton Board of Directors

REPORT NO: # CHBD 07 20 04

FROM: Barbara J. Veale, Director, Planning & Watershed Management

DATE: October 22, 2020

SUBJECT: Sixteen Mile Creek Valley Slope Assessment: Erosion Hazard Limits in Downtown Oakville CH File No. MPR 709

Recommendation

THAT the Conservation Halton Board of Directors receive for information the staff report entitled “Sixteen Mile Creek Valley Slope Assessment: Erosion Hazard Limits in Downtown Oakville”.

And

THAT the Conservation Halton Board of Directors approve the updated Regulation Mapping produced as part of the ‘Sixteen Mile Creek Valley Slope Assessment: Erosion Hazard Limits in Downtown Oakville’ for posting on the Conservation Halton website and for distribution to member municipalities in accordance with the timeframes established in CH’s Approximate Regulation Mapping Maintenance Protocol.

Executive Summary

The Town of Oakville and Conservation Halton completed a Slope Stability Assessment for an area along the southerly bank of Sixteen Mile Creek, in the vicinity of Randall Street, within Oakville’s Downtown Area. The purpose of the Assessment was to refine the stable top of bank and associated regulatory allowance (i.e., regulation limits) for the study area. Targeted public consultation was undertaken to ensure that affected landowners and the general public were made aware of the study and had opportunities to provide input. No formal written comments were received within the consultation period. CH staff recommends that the CH Board of Directors approve the updated stable top-of-bank line and regulation limit for the study area based on the results of the ‘Sixteen Mile Creek Valley Slope Assessment: Erosion Hazard Limits in Downtown Oakville’.

Report

Background – Ontario Regulation 162/06 & Approximate Regulation Limit Mapping

Conservation Halton (CH) is responsible for administering Ontario Regulation 162/06 (Development, Interference with Wetlands and Alterations to Shorelines and Watercourses Regulation). Ontario Regulation 162/06 restricts development in hazard areas.

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Pursuant to Ontario Regulation 162/06, CH regulates: • All development in or adjacent to river or stream valleys, wetlands and surrounding lands where development could interfere with the hydrologic function of the wetland, Lake Ontario shorelines, and hazardous lands such as karst and any prescribed allowances • Alterations to a river, creek, stream or watercourse; and • Interference with wetlands.

Permission is required from CH for undertaking any works within regulated areas. CH’s Board- approved Policies and Guidelines for the Administration of Ontario Regulation 162/06 and Land Use Planning Policy Document (modified February 25, 2016) outlines the policies and technical requirements which must be met before permission may be granted.

Areas regulated by CH are generally shown on Approximate Regulation Mapping (ARL) which is available to the public through CH’s website and to municipalities as digital map layers. Not all regulated areas are mapped, but natural hazards and associated allowances, whether mapped or not, are regulated. CH’s ARL mapping is an important screening tool used by conservation authority staff, municipal staff, consultants, real estate agents, and others to determine if a site may contain natural hazards and be regulated by CH.

To ensure that the most current and comprehensive regulation limit mapping is provided in the ARL maps, Conservation Halton Board of Directors approved a new Mapping Maintenance Protocol on November 21, 2019 for updating regulation limit mapping for sites where technical studies supporting a planning or permit application refine the hazard limits to the satisfaction of CH (Res. No. CHBD 11 08).

Major changes made at the watershed, subwatershed, watercourse or shoreline reach, or multi— property scale, not associated with a planning or permit application, require CH Board approval prior to incorporating them into the public-facing ARL mapping layer. For these types of changes, CH follows Conservation Ontario’s (CO) Guidelines for Updating Section 28 Mapping: Development, Interference with Wetlands and Alterations to Shorelines and Watercourses Regulations. This document, updated and approved by Conservation Ontario Council in 2018, indicates that hazard mapping should be done in accordance with provincial standards and follow the public consultation and notification processes contained within it.

Sixteen Mile Creek Valley Slope Assessment: Erosion Hazard Limits in Downtown Oakville

In Fall 2016, the Town of Oakville and CH commenced a Slope Stability Assessment (SSA) for an area along the southerly bank of Sixteen Mile Creek, in the vicinity of Randall Street, within Oakville’s Downtown Area. The study area included the Sixteen Mile Creek Valley and lands along Navy Street, Randall Street and Dunn Street (Figure 1). The area between Lakeshore Road East and Navy Street was studied earlier as part of the Downtown Cultural Hub Study.

When CH’s ARL mapping was originally developed for this area, it was generated using computer modelling, air photo interpretation and contour mapping based on guidance from the Province and CO. A regulated allowance of 15 metres, as prescribed by Provincial regulation, was also included. Erosion hazard lines were based on a computer-generated stable top-of-bank, as defined by the 3:1 (horizontal:vertical) slope, plus an 8 to 15 metre toe erosion setback depending on the cohesiveness of the soil. Conservative, computer-generated stable top-of-bank or meander belt lines are used until

26/320 the lines can be refined and more accurate, site/area specific mapping is produced through detailed technical studies (e.g., slope stability assessment, fluvial geomorphological assessment).

Figure 1: Study Area for Sixteen Mile Creek Valley Slope Stability Assessment (Existing and Proposed Approximate Regulation Limit)

As part of the Town of Oakville’s Downtown revitalization plans, an opportunity was identified to produce more accurate stable top-of-bank line and regulation limits along Sixteen Mile Creek in Downtown Oakville based on a detailed technical study. Some of the key components of the study included: • Review of background information (previous mapping and reports); • Site inspections and detailed topographic survey; • Geotechnical investigation to assess subsurface soil/bedrock and groundwater conditions; • Slope stability analysis to determine stable slope line; and • Fluvial geomorphological investigation to estimate creek bank erosion over a 100-year plan horizon.

Based on the results of the SSA, a refined stable top-of-bank line and regulation limit was identified for the study area and has resulted in a reduced regulated area in the study area. Figure 1 shows CH’s current ARL and the proposed, updated regulation limit for the study area.

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The regulated area is defined as the greatest extent of the combined natural hazards plus a prescribed allowance. CH’s current ARL in this area is based 120 metres from the limit of a Provincially Significant Wetland (PSW), which is located within the valley of Sixteen Mile Creek. In cases where a wetland is located within a steep valley, CH generally clips its regulated limit to reflect the stable-top-of-bank and regulatory allowance, as impacts to or interference with wetlands are unlikely. As such, the greatest extent of CH’s regulated area would be defined by the erosion hazard which is identified by the updated stable top-of-bank line identified through the SSA and a prescribed allowance of 15 metres.

Public Consultation

In accordance with Conservation Ontario’s Guidelines for Updating Section 28 Mapping: Development, Interference with Wetlands and Alterations to Shorelines and Watercourses Regulations (modified February 25, 2016), as well as Town of Oakville public consultation requirements, the Town of Oakville and CH have worked together to undertake scoped public consultation for landowners within the study area.

Scoped public consultation was with those landowners whose properties impacted by the proposed adjustments to the regulatory line. Given the limited number of properties affected, extensive public consultation was not necessary. Consultation involved an ad in the local newspaper, targeted mail- out in early August to affected landowners and 30 day posting on Town and CH’s website. Town and CH staff’s contact information was provided to landowners, allowing them to raise questions and receive answers.

Interested parties were invited to provide their insights and comments directly to Town and CH staff. All comments received in writing were to be recorded and responded to. Final comments were requested to be submitted by September 30, 2020.

CH received one phone inquiry related to the study, but no formal, written comments were submitted. Town of Oakville staff did not receive any inquiries or comments. Given that the results of this study reduced the limit of CH’s regulated area, which is largely viewed as a positive, substantive comments or concerns were not anticipated. No concerns were expressed over the study findings.

Conclusion and Recommendation

Given the growth and development that has occurred in CH’s watershed, it is imperative that CH’s mapping is updated on a regular basis to reflect best available information. More accurate mapping allows CH to provide cost-effective and more efficient client service and avoid confusion resulting from obvious errors contained in outdated mapping (e.g., the mapping of features which no longer exist or that have changed in extent over time).

CH staff recommends that the CH Board of Directors approve the updated 2020 regulation limit for Sixteen Mile Creek along Randall Street based on the results of the study entitled “Sixteen Mile Creek Valley Slope Assessment: Erosion Hazard Limits in Downtown Oakville.” The extent of CH’s regulated area in the study area would be based on the updated stable top-of-bank line identified through the SSA and a 15-metre regulatory allowance.

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Following Board approval, CH staff will update its internal mapping layer. External mapping will be updated in accordance with the timelines established via CH’s Approximate Regulation Mapping Maintenance Protocol.

Impact on Strategic Goals This report supports the Metamorphosis strategic theme of Taking care of our growing communities. The theme is supported by the objective to remain dedicated to ecosystem-based watershed planning that contributes to the development of sustainable rural, urban and suburban communities.

Financial Impact There is no financial impact to this report.

Signed & respectfully submitted: Approved for circulation:

Barbara J. Veale, Ph.D, MCIP, RPP Hassaan Basit Director, Planning & Watershed Management President & CEO/Secretary- Treasurer

FOR QUESTIONS ON CONTENT: Kellie McCormack, Associate Director, Planning & Regulations; 905-336-1158 x 2228; [email protected]

29/320 REPORT TO: Conservation Halton Board of Directors

REPORT NO: CHBD 07 20 02

FROM: Barbara J. Veale, Director, Planning & Watershed Management

DATE: October 22, 2020

SUBJECT: Site Specific Principles for Redevelopment of the Post Office Property 193 Church Street, Town of Oakville CH File No. ADM 349

Recommendation

THAT the Conservation Halton Board of Directors receives for information the staff report entitled “Site Specific Principles for Redevelopment of the Post Office Property 193 Church Street, Town of Oakville”;

And

THAT the Conservation Halton Board of Directors approve site-specific principles for the Post Office Property 193 Church Street, Town of Oakville that, if met, allow CH staff to issue a permit for proposed development.

AND

THAT the Conservation Halton Board of Directors direct staff to provide Town of Oakville staff with a copy of this report and associated resolution.

Executive Summary

The Town of Oakville and Conservation Halton completed a Slope Stability Assessment (SSA) for an area along the southerly bank of Sixteen Mile Creek, in the vicinity of Randall Street, within Oakville’s Downtown Cultural Hub. Within this area, the Town of Oakville owns a few properties, including the Post Office property. Through the SSA, the Post Office property was confirmed to be outside of the stable top-of-bank but partially within CH’s regulatory allowance. The Town is contemplating redevelopment of the site and is seeking direction from CH about what opportunities may be possible. Strict adherence to CH’s policies would preclude full redevelopment of the Post Office site.

In May 2014, CH’s Board of Directors approved site-specific policies and principles for redevelopment for portions of the Downtown Cultural Hub in the area bounded by Navy Street to the west, Lakeshore Road to the south, and Sixteen Mile Creek to the west and north. However, these principles and site- specific policies do not apply to the SSA study area, including the Town’s Post Office property. Site- specific principles for the Post Office property, consistent with the intent of CH’s current policies, will allow for redevelopment of the site outside of hazard lands.

30/320 Given that no development is proposed within hazard lands, publicly-owned and maintained infrastructure (i.e., Randall Street) is located adjacent to the valley, and redevelopment of the site is unlikely to jeopardize the health or safety of persons or result in damage or destruction of property if site-specific principles are met, staff recommends that the CH Board support the staff recommendation in Report CHBD 07 20 04.

Report

Background/Proposal

As outlined in Report CHBD 07 20 02, the Town of Oakville and Conservation Halton (CH) completed a Slope Stability Assessment (SSA) for an area along the southerly bank of Sixteen Mile Creek, in the vicinity of Randall Street, within Oakville’s Downtown Area. The study entitled “Sixteen Mile Creek Valley Slope Assessment: Erosion Hazard Limits in Downtown Oakville” covered the Sixteen Mile Creek Valley and lands along Navy, Randall, and Dunn Streets.

The purpose of the SSA was to refine the stable top of bank and associated regulatory allowance (i.e., regulation limits) for the study area shown on Figure 1. Targeted public consultation was undertaken to ensure that affected landowners and the general public were made aware of the studies and had opportunities to provide input. Based on the results of the SSA, CH staff recommended that the CH Board of Directors approve an updated stable top-of-bank line and regulation limit for the area.

Figure 1: Study Area for Sixteen Mile Creek Valley Slope Stability Assessment

31/320 Within the SSA study area, the Town of Oakville owns a few properties, including the Post Office building which is located at 193 Church Street. The northerly limit of the subject property is adjacent to Randall Street, beyond which is the Sixteen Mile Creek valley (Figure 2). Randall Street is a Town-owned, public right-of-way and the Town also owns and maintains a Bin-Wall (revetment works) along a portion of the Sixteen Mile Creek valley wall.

Figure 2: Post Office Property – 193 Church Street, Oakville

CH’s current ARL mapping shows the entire Post Office property as being regulated by CH. However, based on the results of the SSA and pending Board approval of the revised regulation limit for this area, the subject property is confirmed to be outside of the stable top-of-bank but partially within the erosion access allowance and regulatory allowance. The depth of the regulatory allowance on the property varies but, at its greatest, it extends approximately 9 metres into the site (refer to Figure 2). The Post Office building is completely outside of CH’s regulated area.

The subject property, located in Downtown Oakville, is recognized as a key area of focus for mixed use development and is illustrated as a Node in the Town’s Urban Structure. It is also within the Town’s Downtown Cultural Hub (DCH) study area. The DCH study was undertaken to explore opportunities for revitalizing the Town’s downtown, as the Town is interested in combining cultural and performing arts facilities with mixed uses, to support cultural venues, maintain the economic viability of the downtown area and strengthen social and cultural opportunities for residents.

The Sixteen Mile Creek Valley is a prominent feature within the DCH and a considerable portion of the DCH study area is regulated by CH, pursuant to Ontario Regulation 162/06. Given this, the Town of Oakville initiated discussions with Conservation Halton in July 2013, to explore what redevelopment

32/320 opportunities would be possible within CH regulated areas. Strict adherence to CH’s current regulatory policies would preclude substantial changes in size and use.

To keep with the intent of CH’s regulatory policies and considering the existing development footprint uses and level of natural hazard risk, site-specific policies and principles were recommended to allow the Town to move forward with several alternative redevelopment scenarios outside of the natural hazard areas. CH’s Board of Directors approved site-specific policies and principles for redevelopment in May 2014 (Staff Report CHBD 05 14 01). The Board Resolution is applicable for lands bounded by Navy Street to the east, Lakeshore Road to the south, and Sixteen Mile Creek to the west and north.

The principles and site-specific policies established at that time are not applicable for the SSA study area, which includes the Town’s Post Office site. The Town is contemplating redevelopment of the Post Office property and is seeking direction from CH about what opportunities may be possible, now that the SSA is completed.

Although concepts for the Post Office site have not been finalized, the building footprint is anticipated to be expanded, and underground parking provided, northerly towards the Randall Street frontage. Any future development on the site would maintain at least a 2-metre setback from the northerly property line or a 6-metre setback from the stable top-of-bank (i.e., no development is proposed within the erosion hazard).

Depending on the final details of the proposed development, a potential zoning by-law amendment may be necessary and site plan approval will be required for any future development. Development will also need to meet CH regulatory requirements.

Policy Review

Policy 3.35 of CH’s Policies and Guidelines for the Administration of Ontario Regulation 162/06 and Land Use Planning Policy Document (modified February 25, 2016) outlines CH’s policies for development within 15 metres of stable top-of-bank of a major valley system.

3.35.2 Where buildings and structures already exist within 15 metres of the stable top of bank of major valley systems, and a 7.5 metre publicly owned access is not provided adjacent to the stable top of bank the following policies will apply:

3.35.2.1 Any replacement (same size and use) or additions, to the existing buildings and structures may be permitted subject to the following: a) the replacement or addition does not encroach any closer to the stable top of bank than the existing development at its closest point; b) even if existing development is closer than 6 metres to the stable top of bank, no new development is permitted within 6 metres of the stable top of bank in order to provide for an erosion access allowance as per the Provincial Policy Statement; c) a geotechnical assessment by a qualified engineer (at the expense of the applicant), may be required to determine the location of the stable top of bank and to determine if the proposed development would have a negative impact on slope stability. See Policy 3.4.2 and Section 5 for study requirements; and,

33/320 d) In cases where the building or structure can be reasonably relocated outside of the setback the applicant will be encouraged to do so. …. 3.35.3 Except as provided for in policies 3.35.1 and 3.35.2, no new development or redevelopment is permitted within 15 metres of the stable top of bank of major valley features.

The intent of Policy 3.35.2 is to limit development within hazard lands and CH regulated lands if reasonable alternative locations for redevelopment are possible onsite. The intent is also to provide for an erosion access allowance, ideally on publicly owned lands, to ensure there is a large enough safety zone for people and vehicles to enter and exit an area during an emergency (e.g., slope failure) and to provide sufficient area to access and maintain protection works along valley. The 6-metre erosion access allowance is based on guidance from the Province.

As noted above, based on the results of the SSA, CH’s regulatory allowance extends approximately 9 metres into the site from Randall Street but, the existing Post Office building is located outside of CH’s regulated area. Redevelopment of the site would be considered new development within CH’s regulatory area and any development would encroach closer to the stable top-of-bank than existing, which is not permitted based on CH’s current policies. Options to redevelop the subject property away from the valley, towards Church Street, are not feasible given the lot configuration.

The Town is not proposing any development within hazard lands and public infrastructure is located between the Post Office property and Sixteen Mile Creek valley (e.g., Randall Street/public right-of- way, water/wastewater lines). As such, a publicly owned access is available if access to the slope is necessary. A Bin-Wall is also located on the valley wall, which is owned and maintained by the Town.

Like other areas of the DCH, strict adherence to CH’s policies would preclude full redevelopment of the Post Office site. CH staff can only issue permits that meet CH’s Board-approved regulatory policies and deviation from CH’s regulatory policies requires Board of Director approval.

Recommendation

CH staff recommends that the CH Board support site-specific principles for redevelopment on the Post Office site for the following key reasons: • No development is proposed within hazard lands; • A publicly owned access (i.e., municipally owned and maintained infrastructure) is located adjacent to the valley; and • Redevelopment of the site is unlikely to affect the control of erosion or to create a condition or circumstance that, in the event of a natural hazard, might jeopardize the health or safety of persons or result in damage or destruction of property.

Site-specific principles for the Post Office property, consistent with the intent of CH’s current policies, will, if met, enable CH staff to issue a permit allowing for redevelopment of the site outside of the hazard lands.

Principles for redevelopment of the Post Office property (193 Church Street, Oakville) include:

34/320 1. Development does not encroach any closer to the stable top of bank than 6 metres at its closet point in order to provide for an erosion access allowance; and

2. A geotechnical assessment, prepared by a qualified engineer, is submitted, as necessary, to confirm: a) the location of the stable top of bank; b) the proposed works will not negatively impact slope stability; and c) the Bin-Wall along the valley is functioning as designed.

Conclusion

For the reasons stated above, staff recommends that the CH Board endorse site-specific principles for the Post Office property that, if met, would enable CH staff to issue a permit to allow for redevelopment of the site.

Impact on Strategic Goals This report supports the Metamorphosis strategic theme of Taking care of our growing communities. The theme is supported by the objective to remain dedicated to ecosystem-based watershed planning that contributes to the development of sustainable rural, urban and suburban communities.

Financial Impact There is no financial impact to this report.

Signed & respectfully submitted: Approved for circulation:

Barbara J. Veale Hassaan Basit Director, Planning & Watershed Management President & CEO/Secretary- Treasurer

FOR QUESTIONS ON CONTENT: Kellie McCormack, Associate Director, Planning & Regulations; 905-336-1158 x 2228; [email protected]

35/320 REPORT TO: Conservation Halton Board of Directors

REPORT NO: # CHBD 07 20 03

FROM: Barbara J. Veale, Director, Planning & Watershed Management

DATE: October 22, 2020

SUBJECT: Halton Region Official Plan Review: Conservation Halton Discussion Paper Comments CH File: MPR 734

Recommendation

THAT the Conservation Halton Board of Directors endorse the staff report entitled “Halton Region Official Plan Review: Conservation Halton Discussion Paper Comments”;

And

THAT the Conservation Halton Board of Directors direct staff to send the report entitled “Halton Region Official Plan Review: Conservation Halton Discussion Paper Comments” to the Region of Halton, the local Halton Area municipalities and conservation authorities.

Executive Summary

A review of the Region of Halton’s Official Plan (ROP) commenced in 2014. Phase 2 of the review is currently underway and has involved background research, technical analysis and the development of five discussion papers related to Rural and Agricultural System, Natural Heritage, Regional Urban Structure, Climate Change and North Aldershot Planning Area. Conservation Halton staff has engaged with Regional staff throughout the ROP review process, as a member of the Halton Area Planning Partnership (HAPP).

CH staff has reviewed all five discussion papers and has responded to the discussion questions in each paper. Staff’s review and comments focused on the areas that fall within CH’s areas of expertise and on matters of interest to CH, including topics related to natural hazards, natural heritage, water resources, source protection and climate change. Staff recommends that the CH Board of Directors endorse Report No. CHBD 07 20 06.

Report

Background

Halton Region’s Official Plan (ROP) review commenced in 2014. Phase 1 of the ROP review was completed in 2016 and included the establishment of key directions and a work plan.

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Phase 2 of the ROP review is currently underway. Phase 2 involved on background research, technical analysis and the development of discussion papers related to key themes of the ROP review. Five discussion papers have been prepared on the following topics: Rural and Agricultural System, Natural Heritage, Regional Urban Structure, Climate Change and North Aldershot Planning Area. The discussion papers explore issues related to each of these topic areas and options for how the ROP could address issues and achieve conformity with the Provincial Plans and Provincial Policy Statement (PPS). These reports are available on Halton Region’s website.

Regional Council endorsed the discussion papers for public release at the Regional Council meeting on July 15, 2020. The Region is currently undertaking a broad public consultation on the discussion papers until the end of October 2020.

Conservation Halton (CH) staff has engaged with Regional staff throughout the Regional OP review process, as a member of the Halton Area Planning Partnership (HAPP). Staff will continue to participate in HAPP reviews and technical meetings throughout the OP review and will keep the Board of Directors apprised of progress at critical milestones.

Key comments

CH staff has reviewed the discussion papers and has responded to the discussion questions raised in each paper (Attachment A). Staff’s review and comments were focused on the areas that fall within CH’s areas of expertise and on matters of specific interest to CH, including topics related to natural hazards, natural heritage, water resources, source protection and climate change. Key comments for the Region to consider as part of the ROP review are:

1. ROP natural hazard policies should be strengthened.

The current ROP policies are limited and focused on flooding. Through the ROP review, there is an opportunity to strengthen and develop broader policies to address all natural hazards, as identified in Section 3.1 of the PPS. At a minimum, CH staff recommends ROP policies include clear language that identifies natural hazards as a constraint, whether mapped or not, and directs the reader to the appropriate Conservation Authority’s regulatory mapping and local Official Plans/zoning by-laws as a source of information. ROP policies should also guide the user to consult with and conform to conservation authority (CA) regulatory policies, as they relate to development in and adjacent to hazard lands (excluding wildfire hazards). CA regulatory policies direct how and where development can proceed as it relates to hazard lands. Opportunities exist for the ROP to support CA policies and promote CA consultation.

CAs have the delegated responsibility to represent the Province on the natural hazard policies of the PPS (3.1.1-3.1.7 inclusive). These delegated responsibilities require CAs to review and provide comments on municipal policy documents (Official Plans and comprehensive zoning by-laws) and applications submitted pursuant to the Planning Act, as part of the Provincial One Window Plan Review Service. It is recommended that CH staff be actively engaged in the development of natural hazard policies of the ROP.

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2. CH’s Floodplain Mapping Program can support planning decisions.

In 2018, CH embarked on a renewed Floodplain Mapping Program. New technologies and tools offer opportunities to provide more accurate depiction of flood hazards. This information is used to support CH’s regulatory program and planning decisions, as well as infrastructure planning, design and maintenance, flood forecasting and warning, emergency planning and response and prioritization of flood mitigation efforts. It also provides an opportunity for CH, the Region and local municipalities to work collaboratively to identify priority areas to be mapped, such as new growth areas (e.g., MTSA boundary delineation, settlement area expansions) or areas of concern. CH will engage with municipal planning staff in this regard.

3. CH has data and expertise that can support the identification of a Water Resources System and the development of source protection related policies and mapping.

Given CH’s roles as a watershed management agency, regulatory authority, and Source Protection Authority (SPA), CH has data and expertise that would benefit the Region in the identification of a Water Resources System (WRS), as required in the Provincial Plans, and as it relates to source water protection. CH staff would be pleased to provide support to the Region in the development of WRS and source protection mapping or policies.

Under the Clean Water Act, CH was designated the lead SPA for the Halton-Hamilton Source Protection Region. In 2019, CA roles and responsibilities in source water protection were further reinforced, when the Conservation Authorities Act was amended to prescribe source protection as a mandatory program and service for CAs to deliver. In 2021, CH will be updating the Halton-Hamilton Source Protection Plan, as well as the underlying science. The Plan update will support continued protection of Lake Ontario and groundwater aquifer sources of municipal drinking water and consider changing landscape uses and activities, climate change and new water sources, among other things. CH staff will continue to engage municipalities throughout the Plan update process to ensure that any changes are addressed in the ROP.

4. ROP policies and a corporate strategy will help Halton respond to climate change.

CH supports the Region’s intention to develop climate change policies in the ROP that can be implemented through land use planning and sees opportunities to embed climate change mitigation and adaptation direction throughout the ROP, including within the natural heritage, natural hazard, water/source water sections of the ROP. Maintaining and enhancing policies related to watershed planning and natural assets/green infrastructure would also strengthen the Region’s approach to addressing the impacts of climate change. The Region should consider developing a corporate Climate Change Strategy to address climate change corporate mitigation and adaptation actions that fall outside of the land use planning arena.

5. CAs are important partners for the development of a Regional Natural Heritage Strategy.

The CAs that have jurisdiction in Halton should be recognized as key partners in helping the Region develop a Regional Natural Heritage Strategy, particularly given that CAs deliver numerous programs and services that support the Region’s vision and objectives (e.g., environmental education, environmental monitoring, stewardship, land securement, protection of greenspaces). Furthermore, CAs have decades monitoring data and expertise that can help support such initiatives.

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Next Steps

Consultation on the discussion papers will conclude at the end of October 2020. Phase 3 of the Regional Official Plan review will focus on the development of policy directions including a draft amendment to the ROP. There will be additional opportunities for public engagement throughout the Regional Official Plan Amendment process in Phase 3, which Conservation Halton staff will participate in and report to the Board of Directors at critical milestones.

Impact on Strategic Goals This report supports the Metamorphosis strategic theme of Taking care of our growing communities The theme is supported by the objective to remain dedicated to ecosystem-based watershed planning that contributes to the development of sustainable rural, urban and suburban communities.

Financial Impact There is no financial impact to this report.

Signed & respectfully submitted: Approved for circulation:

Barbara Veale, PhD, MCIP, RPP Hassaan Basit Director, Planning & Watershed Management President & CEO/Secretary- Treasurer

FOR QUESTIONS ON CONTENT: Kellie McCormack, Associate Director, Planning & Regulations (905-336-1158 ext. 2228, [email protected])

Leah Smith, Manager, Environmental Planning (905-336- 1158 x2235, [email protected])

39/320 APPENDIX A: Regional Official Plan Review Discussion Paper Conservation Halton Comments

CH’s specific comments on the five discussion papers in response to the questions posed by the Region within those documents are below:

Natural Heritage System Discussion Paper

Discussion Question Response 1. As required by the Growth Plan, the new Natural Heritage Conservation Halton (CH) recommends Option 2 or 3. Any opportunity to harmonize System for the Growth Plan mapping and policies must be Natural Heritage System (NHS) policy frameworks would be helpful to the end user, incorporated into the Regional Official Plan. Based on where possible. Harmonized policies would be applicable to all NHS areas, regardless of options outlined in Section 3.3, what is the best approach what provincial plan policies may apply. However, CH acknowledges that for both in incorporating the NHSGP into the ROP? Options 2 and 3, different sets of policies would be also required for each area, in addition to the harmonized policies, where provincial plans have different minimum NOTE on options: standards (e.g., Vegetation Protection Zones). Option 1 – Provide Separate Frameworks for Each Natural Heritage System Option 2 – Harmonize the Provincial Natural Heritage Systems Option 3 – Create an updated Regional Natural Heritage System that incorporates the Provincial Natural Heritage Systems 2. RNHS policies were last updated through ROPA 38. Are CH recommends the following new/amended objectives related to the NHS be included in the current goals and objectives for the RNHS policies still the ROP: relevant/appropriate? How can the ROP be revised • A general goal/objective(s) that speaks to the various approaches to NHS further to address these goals and objectives? management (e.g., protection, restoration, enhancement) that is to be employed based on context. For example, objectives for NHS management may differ depending on whether it is an urban, greenfield or rural context. • New objective(s) (and related policies) on the Cootes to Escarpment EcoPark system (see Question 7). • New objectives (and related policies) to introduce the concept of ecosystem services/natural assets infrastructure. • Regarding the existing objective: “To preserve the aesthetic character of natural features.” CH recommends that this objective be further qualified to underscore the ecological and hydrologic function is a first principle over aesthetic objectives. e.g., "To preserve the aesthetic character of natural features …in a manner that supports the ecological and hydrologic function of the features." • New goal related to the precautionary principle (see Question 3). 3. Based on the discussion in Section 4.2, to ease the Precautionary Principle implementation of buffers and vegetation protection CH supports the inclusion of the term “precautionary principle” in the ROP.

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40/320 Discussion Question Response zones, should the Region include more detailed policies While the current ROP policies support an approach to the protection of natural heritage describing minimum standards? that is grounded in the precautionary principle (i.e., faced with uncertainty, fault on the side of being conservative in the protection of natural heritage components), in practice NOTE on options: there have been implementation challenges with the application of the precautionary Precautionary Principle principle in Subwatershed Studies and site specific Environmental Impact Studies. Option 1: Include Policy Direction Option 2: Maintain Current Approach Identifying the precautionary principle in the vision and/or goals of the ROP, in combination with implementation guidance through various ROP guidelines, would assist Buffers and Vegetation Protection Zones with the implementation of the principle. Option 1: Include Policies in the ROP Option 2: Do Nothing Buffers and Vegetation Protection Zones (VPZ) CH recommends Option 1, to include buffer and VPZ policies in the ROP, subject to the following considerations: • Identify minimum VPZ as per provincial policies but avoid significant detail or a prescribed VPZ in the Official Plan, as a one-size-fits-all VPZ would not be appropriate across all sites or areas across the Region (i.e., urban properties/areas may require different VPZ than rural properties/areas). • Instead of a prescribed VPZ, guidance for establishing a VPZ should be provided through publicly consulted documents such as Subwatershed Study and/or EIA guidelines. These types of guidance documents could provide additional guidance about how to best evaluate and establish buffer widths. This would allow for flexibility and to address site specific information acquired through the application process (i.e. the type of development that is proposed, the sensitivity of the features, site specific ecological data, etc.). • The ROP should ensure there is clarity on terminology and distinguish between VPZ (Provincial Plans), buffers (Regional OP), and regulatory allowances and other areas adjacent to wetlands (Conservation Authorities Act/Regulations). These terms should not be used interchangeably, as they are all defined differently and may provide different functions. 4. Given the policy direction provided by the PPS and Option 2 is recommended. Provincial plans, how should policy and mapping address In rural areas, CH supports the use of a land use designation for the key features of the the relationship between natural heritage protection and NHS used in conjunction with an overlay, to conform with the latest provincial policies, agriculture outside of the Urban Area or the Natural and to solve some practical challenges of implementing the NHS. A NHS designation Heritage System? Options are provided in Section 5.3. applied to key features, paired with an overlay that triggers the need for detailed study in NOTE on options: other areas of the system, is an effective tool to demonstrate support for agriculture in Option 1: Prime Agricultural Area with NHS Outside Key rural areas and counter any perceptions that the ROP is not supportive of agriculture Features overlay and NHS Key Features overlay and/or that environmental regulations have expanded too far, while still ensuring the Option 2: Prime Agricultural Area and Key Features are natural environment is protected. designated with a Natural Heritage System overlay. Key

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41/320 Discussion Question Response Features that overlap with the Prime Agricultural Area are cut In urban areas, it is recommended that other NHS lands (i.e., linkages, buffers, out of the Prime Agricultural Area and incorporated into the enhancements) be included as part of the land use designation once the limits of these Key Features Designation. areas are confirmed through a detailed site-specific study, such as an EIA or equivalent. Option 3: Prime Agricultural Area and Key Features are designated with Natural Heritage System overlay. Key Features that overlap with the Prime Agricultural Area are designated separately as “Key Features in Prime Agricultural Area.” Option 4: Sustainable Halton – Existing Policy and Mapping Approach. 5. The Greenbelt Plan 2017 and Growth Plan 2019 require Recommend Option 1, as it reflects the integrated nature of Natural Heritage and Water municipalities to identify Water Resource Systems (WRS) Resource Systems. As noted in the discussion paper, while common set of policies for in Official Plans. Based on the two (2) options provided in Key Natural Heritage Features and Key Hydrologic Features can be developed, the ROP Section 6.3, how should the WRS be incorporated into the should also include separate policies pertaining to the two systems, as needed, and must ROP? include separate policies for Key Hydrologic Areas.

Given CH’s role as a watershed management agency, regulatory authority and source NOTE on options: protection authority, CH has data and expertise that would benefit the Region in the Option 1: Combine the NHS and WRS identification of a Water Resources System (WRS). CH staff would be pleased to provide Option 2: Separate the NHS and WRS support to the Region in the development of WRS mapping or policies. 6. Preserving natural heritage remains a key component of CH supports the development of a Natural Heritage Strategy and the broad objectives Halton’s planning vision. Should Halton Region develop a identified in the discussion paper: Natural Heritage Strategy and what should be included in • restore habitat and increase forest cover through restoration and stewardship; such a strategy? • promote natural heritage education and community awareness; • secure greenlands and their linkages; • explore opportunities to mitigate climate change; and • promote and protect the natural environment. The Conservation Authorities (CAs) that have jurisdiction in Halton should be recognized as key partners in developing a Natural Heritage Strategy, particularly given that CAs deliver numerous programs and services that support the Region’s vision and objectives highlighted above (e.g., environmental education, watershed-wide and site-specific environmental monitoring, stewardship, land securement, protection of greenspaces). The COVID-19 pandemic has highlighted the importance of providing public access to green and open spaces for recreation, health and wellness. Any Natural Heritage Strategy should also support the objective of promoting access to nature for recreational use, providing opportunities for residents to connect with nature for physical and mental health benefits and to develop an appreciation for and commitment to the protection of

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42/320 Discussion Question Response the NHS. The Strategy should also evaluate opportunities to better physically connect all green and open spaces throughout Halton. 7. Should the ROP incorporate objectives and policies to We support general objectives and policies to support and recognize the Cootes to support/recognize the Cootes to Escarpment EcoPark Escarpment EcoPark System. System? Objectives related to supporting partnerships and strategies for promoting and supporting the EcoPark system could also be developed and the implementing policies could focus on lands securement. While the ROP could include high level supportive objectives and policies, the Natural Heritage Strategy referenced in Question 6, could act as a supportive tool to provide more detailed guidance. 8. The Regional Official Plan is required to conform to As noted in the discussion paper, the ROP must conform to significant threat policies and applicable Source Protection Plans and must be updated Great Lakes designated policies, in accordance with the Clean Water Act. through this ROPR process. What is the best approach to Source Protection Plan (SPP) policies applicable to vulnerable areas with the same policy address Drinking Water Source Protection policies and implementation outcome could be grouped into “common” ROP policies to avoid mapping? redundancy. For example, the ROP could include one overarching policy to address the

S. 59 - restricted land use policy of the SPP. We recognize that the three SPPs applicable to Halton Region may not have similar policy approaches and applicability, mainly due to unique watershed characteristics. The OP should include maps of drinking water vulnerable areas where significant threat policies apply. We recognize that this mapping may change during the life of the ROP for various reasons, such as Provincial requirements or new or expanded drinking water systems. As such, if possible, the ROP could refer to the necessary maps contained in the SPPs to ensure the policies will apply to the any new or updated maps approved by the Province. Alternatively, regular consolidations of the ROP would be required to update any source protection maps embedded in the ROP. Under the Clean Water Act, CH is designated the lead source protection authority for the Halton-Hamilton Source Protection Region. In 2019, CA roles and responsibilities in source water protection were further reinforced, when the Conservation Authorities (CA) Act was amended to prescribe source protection as a mandatory program and service for CAs to deliver. While the implementing regulations under the CA Act are not yet enacted, a major responsibility and current priority for 2021 will be for CH to update the Halton- Hamilton SPP, as well as the underlying science. The Plan update will support continued protection of Lake Ontario and groundwater aquifer sources of municipal drinking water and consider changing landscape uses and activities, climate change and new water sources, among other things. CH staff will continue to engage municipalities, the source protection committee and other drinking water stakeholders throughout the Plan update process. As mentioned in Comment #5 NHS Discussion Paper, CH has data and expertise that would benefit the Region in the development of source water protection 4

43/320 Discussion Question Response related ROP policies and mapping. CH staff would be pleased to provide support to the Region, as requested. 9. The ROP is required to conform to the updated Natural At a minimum, CH supports Option 3. ROP policies should include clear language that Hazard policies in the PPS. What is the best approach to identifies natural hazards as a constraint, whether mapped or not, and directs the reader incorporate Natural Hazard policies and mapping? to CA Approximate Regulation Limit (ARL) (i.e. regulatory mapping) and local Official Plans/zoning by-laws as a source of information. NOTE on options: Option 1: Create a separate Schedule in the ROP that maps ROP policies should also guide the user to consult with and conform to CA regulatory the Natural Hazards. policies as they relate to development in and adjacent to hazard lands (excluding wildfire Option 2: On the RNHS schedule (Map 1G), show the Natural hazards). CA regulatory policies direct how and where development can proceed as it Hazards as an overlay. relates to hazard lands. As such, opportunities exist for the ROP to support CA policies Option 3: Do not map Natural Hazard in the ROP but rather and promote CA consultation. include additional policies to direct the Local Municipalities Notwithstanding the above, a hybrid approach to incorporating both natural hazard to map Natural Hazards in their Official Plans. policies and mapping into the ROP, would also be supported, as it would ensure there is

a visual representation of some natural hazards in the ROP. If Natural Hazards mapping is included in the ROP, CH suggests Option 1 to identify the hazard lands on a single schedule rather than an overlay. The NHS does not contain all hazard lands, nor was it intended to. In some instances, flood plains were included as a general proxy for ecological features and areas. While this is appropriate, there is often a misconception that all environmental constraints to development are encompassed within the NHS designation, and as such, hazards are not often well understood when decisions are being made regarding the purchase of land, or when studies are being undertaken in support of a planning process. A ROP natural hazards map would ensure that applicants and staff have an easy-to-access screening map to identify natural hazards early in the process. If Option 1 is carried forward, in addition to Option 3, we offer the following recommendations: • In order to encompass all natural hazards (i.e., flooding, erosion and shoreline), Conservation Authority regulations and regulatory mapping should be used as a source of information; • As hazard mapping is updated frequently through Conservation Authority updates to the ARL, the ROP schedule should be updated at regular intervals through consolidations, or consider including the hazard mapping in an appendix that can be updated more frequently/easily; • It may be challenging to depict natural hazards at a Regional scale. Including a map panel for each local municipality may be more useful to the end user. • Indicate that mapping is approximate and subject to change, direct the reader to the policy section, and promote further consultation with the CA.

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44/320 Discussion Question Response Refer also to Comment #4 under the Regional Urban Structure Review Discussion Paper. 10. How can Halton Region best support the protection and CH staff concurs with the suggestion in the Discussion Paper that consideration should enhancement of significant woodlands, through land use be given to refining the existing definition of woodland, in order to address issues policy? identified in the Greenbelt Plan technical paper (e.g., “Woodlands experiencing changes such as harvesting, blowdown or other tree mortality are still considered woodlands. Such changes are considered temporary whereby the forest still retains its long-term ecological value”.) As noted in the paper, woodlands experiencing these changes still provide habitat for wildlife, as well as potential areas for enhancement to the NHS, and should continue to be assessed. The increasing frequency of extreme weather (e.g., ice storms), impacts from invasive species and urban environments will continue to impact woodlands, which will require increased efforts to protect, restore and enhance significant woodlands, particularly those experiencing mortality. This is especially critical in urban areas. The protection, restoration and enhancement of woodlands will also contribute to the goals identified in the Climate Change Discussion Paper.

11. Are there any additional considerations or trends that CH staff recommends the Region address the following policy updates through the ROP Halton Region should review in terms of the Natural Review: Heritage component of the ROP? • We recommend updating ROP policies to allow the Region to update NHS mapping outside of an MCR. As site specific studies are completed and NHS limits are revised through approved Planning Act applications, the updated mapping could be incorporated into the ROP through periodic consolidations. This would ensure the mapping remains up to date and based on the best information available. • Policy 118(2) a) should be broken into two points to separate Species at Risk and fish habitat from significant wetlands and significant coastal wetlands. This is to ensure that provincial Endangered Species Act approval for works within species at risk habitat are not misconstrued as representing provincial approval for works within Provincially Significant Wetlands, where the two features are coincident.

Climate Change Discussion Paper

Discussion Question Response 1. Have you felt the impacts of climate change on your The climate change impacts that are of most concern to CH relate to natural hazards, community? What impacts are of most concern to you in natural heritage and the source protection of drinking water. the next 20 years? Climate change increases risk related to natural hazards. For example, the region is experiencing more frequent and intense storms. This results in increased risk of damage 6

45/320 Discussion Question Response and destruction to property or infrastructure from flooding and erosion. Critical public infrastructure may not be designed to withstand the frequency, duration and/or intensity of these storm events. Climate changes also impacts the NHS. For example, climate change exacerbates thermal impacts to streams, which can render streams uninhabitable for sensitive species or species at risk. Climate change also results in increased impacts to woodlands and other natural areas, through increased introduction of invasive species and impacts to species diversity. Sources of drinking water are also impacted by climate change. For example, in Halton region, some municipal groundwater wells are showing elevated (and increasing) levels of chloride, likely from road salt. This could worsen with climate change, as longer or more intense winter conditions may lead to increased use of road salt. 2. How do you think the Regional Official Plan can help Areas where the ROP can support to climate change mitigation and adaptation goals Halton respond to climate change? What mitigation and include: adaptation actions would you like to see embedded in the ROP? Natural Hazards • Stronger natural hazard policies to ensure development is directed away from hazard lands, consistent with the PPS 2020 and CA regulations/regulatory policies. • ROP policies should ensure that climate change is considered/addressed through master planning processes, particularly for public infrastructure. Policies should address resiliency and adaptation as it relates to infrastructure and stormwater management (e.g., infrastructure should be planned/sized to accommodate more frequent, intense and longer storm events). Low Impact Development (LID) stormwater management approaches should be promoted. Natural Heritage & Water Resource Systems • Forests, wetlands, woodlands and soils act as natural carbon sinks. As such, they soak up some of the greenhouse gas emissions providing an important benefit to addressing climate change. The ROP should include policy objectives related to the protection of the NHS, water resource system and urban forest for carbon sequestration benefits. • Embed the concept of natural infrastructure (natural assets) in the ROP, for the services and benefits the natural system provides for mitigating climate change (e.g. flood attenuation, carbon sequestration, thermal impacts) and increasing resiliency to climate change impacts (see the Municipal Natural Assets Initiative at MNAI.ca). • Policies that support land dedication to ensure natural areas are secured and protected in perpetuity.

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46/320 Discussion Question Response • Policies to support recreational and connected greenspaces, such as conservation areas and other publicly owned and accessible greenspaces across the region. • Selecting a growth concept that protects the NHS over the long term, and that supports the development of more compact, mixed-use and transit-oriented communities, and minimizes the need for any urban boundary expansions. • ROP policy direction should continue to support Watershed and Subwatershed planning and require climate-change related issues to be considered/addressed at the watershed scale, through future and ongoing studies. Watershed Planning supports better understandings of and maintenance of functioning and resilient ecosystems at the watershed level. • The ROP should include specific targets and monitoring policies to track if/how targets are being met. Given CH’s role as a watershed management agency, CH has monitoring data and expertise that would benefit the Region in setting ecological and water quality and quantity targets. CH staff would be pleased to provide support to the Region in the development of climate change targets and monitoring policies. Source Protection • The ROP should include source protection related policies to address potential climate change impacts to drinking water. • While planning for growth, ROP policies should address current water stressed areas (i.e., water quantity and quality related stresses), as these stresses could worsen with climate change. Cumulative impacts of multiple water takings should also be considered. 3. Halton’s population is forecast to grow to one million Yes, CH supports policies to plan for climate change through more compact urban form people and accommodate 470,000 jobs by 2041. What and complete communities, as summarized in question 2. do you think about policies to plan for climate change through more compact urban form and complete communities? In your opinion, are we growing in the right direction? 4. What do you think the Region should do to help you The reduction of GHG emissions can be partially addressed through ROP land use reduce your GHG emissions? For example, if you policies that lead to the creation of compact, complete and transit-oriented communities. typically commute by car to work or school every day, In order to further enable the reduction of GHG emissions, the Region should undertake a what would make you consider taking transit, biking, broader corporate Climate Change Strategy to address the impacts and opportunities in walking? other program areas that are not addressed directly by land use policies in the ROP. For example, a Climate Change Strategy could recommend prioritization of transportation electrification, both in transit and private automobiles. Enabling residents to change the fuel source for their cars may result in a more rapid reduction in emissions, over the larger and longer-term shift from driving to transit. Policies supporting a public network of 8

47/320 Discussion Question Response charging stations (including at Regional facilities) could have a dramatic effect on emissions, particularly in low density neighbourhoods, that cannot support transit. ROP can also provide direction for the Active Transportation Plan, including direction to support the protection of system of linked publicly owned greenspaces across Halton Region. 5. Do you think the Region should encourage and support Yes, the Region should encourage and support local renewable energy sources. local renewable energy sources? If so, what should be Similar to question 4 above, a Climate Change Strategy and/or other non-land use considered? planning strategies may better address support for renewable energy sources, than the Regional OP. For example, such a strategy could include recommendations related to: • Electrified transit vehicles could provide a source of storage for electricity produced from renewable energy sources. Policies should seek to integrate local renewable energy sources with bus storage/maintenance facilities. • The use of solar lights on municipal properties and road rights-of-way. • Programs to promote the use of renewable energy sources with the industrial commercial sector. 6. Can you provide examples of opportunities to address Increasing local food production in the GTHA will result in fewer transportation related climate change as it relates to agriculture that you would GHG emissions. The ROP should include a strong agricultural system framework to like to see in Halton? support local food production and related industries. The Region’s Agriculture Strategy should continue to support agricultural landowner stewardship programs, in conjunction with other partners such as CAs. Agricultural stewardship programs contribute towards healthier agriculture systems and soils, which act as a carbon sink and help mitigate the impacts of climate change. 7. According to the PPS, 2020, planning authorities are As highlighted under question 9 of the Natural Heritage System Discussion Paper, required to consider the potential impacts of climate current ROP policies are limited and focused on flooding. There is an opportunity to change in increasing risks associated with natural provide stronger policies on natural hazards, including mapping. hazards (e.g. fires and floods). How can ROP policies be At a minimum, this should include strong policy direction in the ROP directing local enhanced to address climate change impacts on natural municipalities to map natural hazards in their Official Plans. However, a visual hazards? representation of natural hazards in the Regional Plan may assist with the identification of potential constraints prior to purchase of land and/or the submission of a Planning Act application. As noted under question 2 of the Climate Change Discussion Paper, maintaining and enhancing policies related to watershed planning and infrastructure would also strengthen the Region’s approach to addressing natural hazards and the impacts of climate change. 9

48/320 Discussion Question Response 8. Are there additional measures the ROP should include to Many of the approaches recommended in the discussion paper, and the feedback in the improve air quality? questions above related to the reduction of GHG emissions also support improving air quality. For example, the protection of the NHS and other greenspaces, building a compact and transit-oriented built form, promoting renewable energy, the electrification of transit and the development of electric vehicle charging stations. Therefore, we recommend the ROP and/or a climate change strategy include these directions.

Rural and Agriculture System Discussion Paper

Discussion Question Response 1. Mapping options CH’s land restoration and stewardship program and goals for protecting valuable A. Should the updated ROP designate prime agricultural resources (including a sustainable land base) aligns with the goals of a sustainable areas with a separate and unique land use designation? agriculture system. B. Are there any additional pros and cons that could be As summarized in above under question 4 of the NHS Discussion Paper, option 2 is identified for any of the options? recommended. C. Do you have a preferred mapping option? If so, why? In rural areas, CH supports the use of a land use designation for the key features of the NHS used in conjunction with an overlay, to conform with the latest provincial policies, and to solve some practical challenges of implementing the NHS. A NHS designation applied to key features, paired with an overlay that triggers the need for detailed study in other areas of the system, is an effective tool to demonstrate support for agriculture in rural areas and counter any perceptions that the ROP is not supportive of agriculture and/or that environmental regulations have expanded too far, while still ensuring the natural environment is protected. 2. Agriculture-related uses The ROP should continue to include policies to manage the interface between A. Should the ROP permit the agriculture-related uses as agriculture-related uses and key features of the NHS. outlined in the Guideline on Permitted Uses in Ontario’s Prime Agricultural Areas in its entirety? B. What additional conditions or restrictions should be required for any agriculture-related uses? C. Should some uses only be permitted in the Rural Area as opposed to Prime Agricultural Lands? 3. On-farm diversified uses The ROP should continue to include policies to manage the interface between on-farm uses and key features of the NHS.

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49/320 Discussion Question Response A. Should the ROP permit on-farm diversified uses as outlined in the Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas in its entirety? B. What additional conditions or restrictions should be required for any on-farm diversified uses? C. The Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas limit on-farm diversified uses to no more than 2 percent of the farm property on which the uses are located to a maximum of 1 ha. As well, the gross floor area of buildings used for on-farm diversified uses is limited (e.g. 20 percent of the 2 percent). Are these the appropriate size limitations for Halton farms? 4. To what extent should the updated ROP permit CH supports the inclusion of policies in the ROP to direct the siting of this land use. cemeteries in: Regardless of the area that cemeteries are permitted in, we recommend including A) Urban areas policies to establish clear criteria for the siting of cemeteries outside of natural hazard and B) Rural areas natural heritage areas. C) Prime agricultural areas Explain the criteria e.g. factors that are important to you, that should be considered when evaluating cemetery applications for each? 5. Do the AIA policy requirements in the ROP sufficiently No comment from CH. protect agricultural operations in the Prime Agricultural Area and Rural Area? If not, what additional requirements do you think are needed 6. Should the requirements for an AIA be included in any No comment from CH. other new or existing ROP policies? 7. Should special needs housing be permitted outside of No comment from CH. urban areas and under what conditions? 8. Are there any additional considerations or trends that No comment from CH. Halton Region should review in terms of the Rural and Agricultural System component of the ROP?

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50/320 North Aldershot Planning Area Discussion Paper

Discussion Question Response 1. Given the environmental and other provincial policy Given natural heritage, natural hazard and other provincial policy constraints, land uses constraints, what are appropriate future land uses that associated with NHS and rural land use designations are appropriate in North Aldershot, should be permitted in the North Aldershot Planning as outlined in the discussion paper. Area? 2. Are there any additional considerations or trends that Grindstone Creek and its tributaries traverse much the North Aldershot area. As such, Halton Region should review in terms of the North the erosion and flooding hazards associated with Grindstone Creek and its tributaries, as Aldershot Planning Area review of the ROP? well as any CH regulatory allowance, may influence development limits in this area. Both natural heritage features/areas and natural hazard lands need to be considered when identifying what is developable vs. non-developable. Any new policies for the North Aldershot area should address natural hazards. As noted under question 7, the ROP should include policies to support the Cootes to Escarpment EcoPark System, in order to better protect, restore and connect the natural lands in this biodiversity hotspot.

Regional Urban Structure Discussion Paper

Discussion Question Response 1. How can the Regional Official Plan further support the The ROP should acknowledge the need to identify potential constraints to development development of Urban Growth Centres? within Urban Growth Centre if hazard lands are identified (or if the nature/extent of hazard is greater than previously thought) through future Area Specific Plans and other comprehensive planning processes. 2. Should the Region consider the use of Inclusionary No comment from CH. Zoning in Protected Major Transit Station Areas to facilitate the provision of affordable housing? 3. Should the Region consider the use of the Protected No comment from CH. Major Transit Station Areas tool under the Planning Act, to protect the Major Transit Station Areas policies in the Regional Official Plan and local official plans from appeal? If so, should all Major Transit Station Areas be considered or only those Major Transit Station Areas on Priority Transit Corridors? 4. From the draft boundaries identified in Appendix B and Hazard lands should be considered as part of the identification of MTSA boundaries. the Major Transit Station Area boundary delineation Ideally, hazard lands should be confirmed/delineated prior to the Region confirming

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51/320 Discussion Question Response methodology outlined, do you have any comments on the MTSA boundaries, as part of the ROPR. However, given that this may not be possible, proposed boundaries? Is there anything else that should the ROP will need to acknowledge potential constraints to development if hazard lands be considered when delineating the Major Transit Station are identified (or if nature/extent of hazard is greater than previously thought) through Areas? future Area Specific Planning processes. For example, the extent of the flood hazard in the Burlington GO MTSA and Downtown Burlington were confirmed to be substantially larger than initially thought through the City’s Mobility Hubs Flood Hazard Study. Special policies will need to be developed for Burlington’s OP that address the nature and extent of the hazard in those areas. Ideally, the boundaries of the MTSAs would exclude hazard lands to the extent possible. Where hazard lands are within an MTSA boundary, the ROP and/or local Official Plans should provide clear policy direction to direct development away from these areas, in keeping with the PPS. In 2018, CH embarked on a renewed Floodplain Mapping Program. New technologies and tools offer opportunities to provide more accurate depiction of the flood hazard. This information is important to support CH’s regulatory and planning programs, infrastructure management decisions, flood forecasting and warning, emergency planning and response, prioritization of flood mitigation efforts and infrastructure design. It also provides an opportunity for CH, the Region and local municipalities to work collaboratively to identify priority areas to be mapped. CH will be engaging with municipal planning staff to initiate discussions in this regard. 5. How important are Major Transit Station Areas as a No comment from CH. component of Halton’s Regional Urban Structure? What is your vision for these important transportation nodes? 6. Building on the 2041 Preliminary Recommended No comment from CH. Network from the Determining Major Transit Requirement, should corridors be identified as Strategic Growth Areas in the Regional Official Plan? Is so, should a specific minimum density target be assigned to them? 7. Should the Regional Official Plan identify additional multi- No comment from CH. purpose and minor arterial roads in the Regional Urban Structure, not for the purposes of directing growth, but to support a higher order Regional transit network? 8. Are there any other nodes in Halton that should be No comment from CH. identified within the Regional Official Plan from a growth or mobility perspective (i.e. on Map 1)? If so, what should the function of these nodes be and should a density

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52/320 Discussion Question Response target or unit yield be assigned in the Regional Official Plan? 9. Are there any other factors that should be considered No comment from CH. when assessing Employment Area conversion requests in Halton Region? 10. Are there any areas within Halton Region that should be No comment from CH. considered as a candidate for addition to an Employment Area in the Regional Official Plan? 11. How can the Regional Official Plan support employment No comment from CH. growth and economic activity in Halton Region? 12. What type of direction should the Regional Official Plan No comment from CH. provide regarding planning for uses that are ancillary to or supportive of the primary employment uses in employment areas? Is there a need to provide different policy direction or approaches in different Employment Areas, based on the existing or planned employment context? 13. How can the Regional Official Plan support planning for No comment from CH. employment on lands outside Employment Areas, and in particular, within Strategic Growth Areas and on lands that have been converted? What policies tools or approaches can assist with ensuring employment growth and economic activity continues to occur and be planned for within these areas? 14. Are there other factors, besides those required by the Similar to comment #4 above, hazard lands should be considered as part of any Growth Plan, Regional Official Plan or Integrated Growth proposed settlement area expansion and ideally confirmed as part of ROPR. Further, we Management Strategy Evaluation Framework that Halton recommend that the Region consider the potential implications and/or policy options if Region should consider when evaluating the appropriate hazard lands are identified (or if nature/extent of hazard is greater than previously location for potential settlement area expansions? thought) through future Area Specific Planning processes. Since greenfield areas should have no new development in hazard lands, these lands become a “take out” when identified/confirmed during the Area Specific Planning process, which impacts developable area, proposed built form and/or density targets. Challenges arise if the anticipated amount of developable land is substantial reduced through the ASP process. See Comment #4 above regarding CH’s Floodplain Mapping Program.

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53/320 Discussion Question Response 15. What factors are important for the Region to consider in No comment from CH. setting a minimum Designated Greenfield Area (DGA) density target for Halton Region as whole, and for each of the Local Municipalities? Should the Region use a higher minimum Designated Greenfield Area density target than the 50 residents and jobs per hectare target in the Growth Plan? 16. Are there any additional considerations or trends that No comment from CH. Halton Region should review in terms of the Regional Urban Structure component of the Regional Official Plan Review?

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54/320 REPORT TO: Conservation Halton Board of Directors

REPORT NO: # CHBD 07 20 05

FROM: Barbara J. Veale, Director, Planning & Watershed Management

DATE: Oct ober 22, 2020

SUBJECT: Applications to expand Burlington Quarry, Nelson Aggregate Co. CH File No. PQ 20

Recommendation

THAT the Conservation Halton Board of Directors receives for information the staff report entitled “Applications to expand Burlington Quarry, Nelson Aggregate Co.”;

And

THAT the Conservation Halton Board of Directors directs staff to send the staff report entitled “Applications to expand Burlington Quarry, Nelson Aggregate Co.” to the Niagara Escarpment Commission, Region of Halton, City of Burlington and Ministry of Natural Resources for information.

Executive Summary

On May 14, 2020, Nelson Aggregate Co. submitted applications under the Planning Act, Niagara Escarpment Planning and Development Act, and Aggregate Resources Act (ARA) for a Category 2, Class A Licence for a pit and quarry below the water table. The proposed quarry expansion is on lands adjacent to the existing quarry at 2435 No. 2 Sideroad in the City of Burlington.

A Joint Agency Review Team (JART) was established with staff from the Region of Halton, City of Burlington, Niagara Escarpment Commission and Conservation Halton (CH). The JART will prepare coordinated technical comments on the reports submitted to inform decision making by the parties reviewing the various applications. CH is not a decision-making body with respect to the Nelson quarry applications. CH will review the applications based on our delegated responsibility to represent the Province on the natural hazard policies of the PPS (3.1.1-3.1.7), as a technical advisor providing advice on natural heritage and groundwater matters through the JART technical review process. CH will also review the applications to ensure that the proposed works meet the intent of CH’s regulatory policies and requirements.

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Background

On May 14, 2020, Nelson Aggregate Co. filed several applications related to a proposed expansion of the existing Burlington quarry, including: 1. An application for a Licence pursuant to the Aggregate Resources Act (ARA) to the Ministry of Natural Resources and Forestry (MNRF). The application is for a Category 2, Class A Licence for a pit and quarry below the water table; 2. An application to amend the Niagara Escarpment Plan (NEPA); 3. A Niagara Escarpment Development Permit Application; 4. An application to amend the Regional Official Plan (ROPA); and 5. An application to amend the Burlington Official Plan (LOPA).

The applications propose to expand the existing quarry by extending the license and extraction areas to the south and west of the existing quarry lands located at 2435 No. 2 Sideroad. The proposed new extraction areas are on lands located at Part Lot 17 & 18, and Part Lot 1 & 2 Concession Two NDS (former Township of Nelson) in the City of Burlington (Figure 1).

Figure 1: Proposed Location of Nelson Quarry, Burlington Quarry Expansion (From Region of Halton Report # LPS08-20)

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The area proposed to be licensed for the pit and quarry is approximately 78.3 hectares (193 acres); however, the extraction area is proposed to be 50.2 hectares (124 acres). The south quarry extension is 18.3 hectares (45 acres) with a proposed extraction area of 14.5 (36 acres) hectares. The west quarry extension is 60 hectares (148 acres) with a proposed extraction area of 35.7 hectares (88 acres). Nelson has applied for a maximum tonnage of 2 million tonnes per year. It is estimated that the Burlington quarry extension lands contain approximately 30 million tonnes of aggregate resources.

The existing Burlington Quarry site is located within the Bronte Creek watershed and proposed expansion lands are primarily located within the Grindstone Creek watershed. The expansion lands contain and/or are adjacent to features regulated by Conservation Halton (CH), including various tributaries of Grindstone Creek, and the flooding and erosion hazards associated with these watercourses, in addition to wetlands. The site also contains hazardous lands in the form of karst topography and sensitive groundwater features and significant woodlands, as well as provides habitat wildlife. [Note: Areas licensed for aggregate extraction under the ARA, are exempt from CA permitting activities. However, CAs may bring technical expertise and local environmental and watershed knowledge into the application review processes. CH’s role in the review process is discussed below.]

The lands are located within the Niagara Escarpment Plan (NEP) Area and are designated ‘Escarpment Rural Area’. The lands are designated ‘Agricultural Area’ and ‘Natural Heritage System’ in the Region’s Official Plan (OP) and ‘Escarpment Rural Area’ in the City of Burlington’s OP. As the site is subject to development control under Ontario Regulation 826/90 of the Niagara Escarpment Planning and Development Act (NEPDA), the site is not subject to the City’s Zoning By-Law.

There was a previous proposal for expansion to the mineral aggregate extraction area for the Burlington Quarry, covering a larger area on the south side of No. 2 Sideroad. The extent of that application is shown on Figure 1. CH participated in the review of the 2004 proposal, along with the Region of Halton, the City of Burlington and the Niagara Escarpment Commission.

The applications for the previous proposal were referred to the Joint Board (consisting of the Ontario Municipal Board and Environmental Review Tribunal). The key issue with the proposal was related to the protection of Jefferson salamander habitat. The Joint Board found that the proposal was not consistent with the purpose and objectives of the Niagara Escarpment Planning and Development Act (NEPDA) and the NEP and not consistent with the Provincial Policy Statement (PPS), and refused the expansion.

As illustrated on Figure 1, the current proposal includes a smaller portion of the lands from the previous 2004 proposal on the south side of No. 2 Sideroad, and also includes proposed extraction to the west of the existing quarry on the lands that are currently part of the Burlington Springs golf course.

Joint Agency Review Team

Following the submission of the various applications, staff from CH, Halton Region, City of Burlington and Niagara Escarpment Commission (NEC) initiated a Joint Agency Review Team (JART). The Ministry of Natural Resources and Forestry and other provincial ministries, as required, will also participate in JART technical discussions.

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The purpose of the JART is to share information and expertise, as well as to review and respond to the application and submitted materials in a comprehensive and co-ordinated manner. The JART will prepare coordinated technical comments on the reports submitted to inform decision making by the parties reviewing the various applications.

JART is not a decision-making body, nor does it make recommendations on whether the proposal should be approved. Rather, the JART’s role is to manage the technical review process, including co- ordinating all agency technical review efforts and responding to the public and government decision- makers on issues and concerns. The JART process reduces duplication, promotes better government decision-making, and provides the various approval agencies and applicant with a coordinated, streamlined response. A JART Protocol, which outlines the purpose, roles and responsibility of the JART, was updated in February 2020.

Application Hierarchy and Agency Roles

The proposed quarry expansion will require approvals under the ARA, the NEPDA, and the Planning Act. The JART review process will take place during the legislated processes so that technical input can be provided to the decision-making bodies prior to any decisions being made.

The NEC must decide on the applications under the NEPDA prior to the Region, City or the Ministry of Natural Resources and Forestry (MNRF) deciding on their respective applications. As per subsection 24(3) of the NEPDA, no approval or permission required by an Act that relates to development (such as the ARA or Planning Act) shall be made, in respect of any land, building or structure within an area of development control, unless a Niagara Escarpment Development Permit has been issued. Any amendment to the Regional Official Plan and a local Official Plan that deals with lands subject to the Niagara Escarpment Plan must be in conformity with the Niagara Escarpment Plan. This makes conformity with the Niagara Escarpment Plan a precondition to other approvals for mineral aggregate extraction within the Niagara Escarpment Plan Area.

Unlike the other agencies, Conservation Halton is not a decision-making body with respect to the Nelson quarry applications. Under Section 28 (2) of the Conservation Authorities Act, areas licensed for aggregate extraction under the ARA are exempt from CA permitting activities. However, CAs may bring technical expertise and local environmental and watershed knowledge into the application review processes. CAs are afforded an opportunity to review and provide comments directly, through their participating municipalities or through a JART, to the MNRF on applications submitted under the ARA, during the application review and consultation process. MNRF is the approval authority for ARA license applications, whereas the NEC is the approval authority for applications submitted pursuant to the NEPDA and municipalities Planning Act applications. As with other applications submitted pursuant to the NEPDA or Planning Act, CH will review the applications based on its delegated responsibility to represent the Province on the natural hazard policies of the PPS (3.1.1-3.1.7) and as a technical advisor, providing advice on natural heritage and groundwater matters through the JART technical review process. CH staff will also review the applications to ensure that the proposed works meet the intent of CH’s regulatory policies and requirements.

Process and Next Steps

After the applications were filed with the MNRF, NEC, Region of Halton and City of Burlington in May of 2020, the applications were assessed for completeness by the various agencies.

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On July 20, 2020, the Region deemed the application to amend the Regional OP complete and the City of Burlington concurrently deemed the application to amend the City’s OP complete.

The NEP Amendment process was recommended for initiation and circulation at the August 20, 2020 NEC meeting.

At the time of report writing, the MNRF has not yet deemed the ARA application complete, as the provincial emergency order (COVID-19) has delayed the process by which the MNRF is required to deem the application complete. Once the ARA application is deemed complete, all agencies will have 45 days to file initial letters of objection.

CH, the Region of Halton, City of Burlington and NEC staff have all commenced the technical review of the applications and supporting studies and reports. This review will be ongoing throughout the next year. CH staff will keep the Board of Directors apprised of JARTs progress at critical review milestones.

Impact on Strategic Goals This report supports the Metamorphosis strategic theme of Taking care of our growing communities The theme is supported by the objective to remain dedicated to ecosystem-based watershed planning that contributes to the development of sustainable rural, urban and suburban communities.

Financial Impact There is no financial impact resulting from this report.

Signed & respectfully submitted: Approved for circulation:

Barbara Veale, Ph.D, MCIP, RPP Hassaan Basit Director, Planning & Watershed Management President & CEO/Secretary-Treasurer

FOR QUESTIONS ON CONTENT: Kellie McCormack, Associate Director, Planning & Regulations, 905-336-1158 x2228, [email protected]

Leah Smith, Manager, Environmental Planning, 905-336- 1158 x2235, [email protected]

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REPORT NO: # CHBD 07 20 06

FROM: Craig Machan, Associate Director, Park Operations

DATE: October 22, 2020

SUBJECT: Strategic Forest Management Plan

Recommendation

THAT the Conservation Halton Board of Directors approve the Conservation Halton Strategic Forest Management Plan for 2020-2040.

Executive Summary

Conservation Halton has been managing forests within its watersheds since its inception in 1963, and before that as the Sixteen Mile and Twelve Mile Creek Conservation Authorities. For more than 50 years the Authority has protected, restored, managed, and planted forests in the Halton watershed. During this time more than 4 million trees were planted, over 10,840 acres (4,387 ha) of largely forested lands are protected through ownership and contributing toward the delivery of more than 24.71% forest canopy cover across the watershed.

The Strategic Forest Management Plan reflects the ongoing evolution of this program within Conservation Halton and establishes a context for the next 20 years of our role as a leader in sustainable forest management.

The Plan:

• Identifies a desire to take a landscape approach to forest management, focussing less on individual properties, and more on the landscape scale and management of our forest resource • Re-establishes a commitment to sustainable management practices that place forest health as the main outcome • Highlights the key pressures and challenges that our forests face from both global and local activities, changes and how these can be addressed through sustainable forest management • Supports Conservation Halton re-engaging in active, sustainable forest management, to ensure that the current challenged condition of our forests is addressed • Takes an accountable approach to forest management, with Key Performance Indicators built into the Plan • Re-defines a commitment to excellence and leadership in forest management

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The purpose of the Strategic Forest Management Plan is: • To enable Conservation Halton to maximize the efficiency and effectiveness of our external partnerships • To redefine our forestry relationship with our partners • To guide the delivery of services through Forests Ontario and 50 Million Tree program which supports afforestation and increasing forest cover on private and public lands through funding • To support the delivery of functions and services of our Conservation Areas through our Master Plans. • To provide the tool to enable Conservation Halton to budget for its forest management operations and activities.

The goals of the Plan are: • To improve forest health conditions using current and future accepted methodologies and science. • To maximise the value of our forests in delivering environmental goods and services, social and health benefits, and enhanced forest diversity. • To maintain, and where possible, increase forest cover across our watershed through afforestation of Conservation Halton land acquisitions and on private, municipal, and corporate lands, and through public education and landowner outreach programs

The Strategic Forest Management Plan will be reviewed in 2027 and 2037 (which aligns with the Managed Forest Tax Incentive Plan) and will be formally updated in 2040.

The Full Strategic Forest Management Plan is attached to this report as Appendix A.

Impact on Strategic Goals This report supports the Metamorphosis strategic theme of Preparing for the effects of climate change. The theme is supported by the development of a forest management plan to ensure sustainability and relevance of our forests and forestry services.

Financial Impact CH Staff will use the revenues generated through forestry programs such as Tree Planting to offset the cost of the Plan. $20,000 will be set aside as a contingency in the first year.

Signed & respectfully submitted: Approved for circulation:

Craig Machan Hassaan Basit Associate Director, Parks Operations President & CEO/Secretary-Treasurer

FOR QUESTIONS ON CONTENT: Jennifer Roberts, Forest Technician Lead; 905-336-1158 ext 2251; [email protected]

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1.

Strategic Forest Management Plan

SECTION ONE: Context, Goal and Performance Measures

Conservation Halton | 2020

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Executive Summary

Conservation Halton has been a manager of forests within its watersheds since its inception in 1963, and before that as the Sixteen Mile and Twelve Mile Creek Conservation Authorities. For more than 50 years the Authority has protected, restored, managed and planted forests in the Halton watershed; more than 4 million trees planted, over 10,840 acres (4,387 ha) of largely forested lands protected through ownership and contributing toward the delivery of more than 24.71% forest canopy cover across the watershed1.

The Strategic Forest Management Plan reflects the ongoing evolution of Conservation Halton and establishes a context for the next 20 years of our role as a leader in sustainable forest management; the Plan:

• Identifies a desire to take a landscape approach to forest management, focusing less on individual properties, and more on the landscape scale and management of our forest resource • Re-establishes a commitment to sustainable management practices that place forest health as the principle outcome • Highlights the key pressures and challenges that our forests face from both global and local activities, changes and how these can be addressed through sustainable forest management • Supports Conservation Halton re-engaging in active, sustainable forest management, to ensure that the current challenged condition of our forests is addressed • Takes an accountable approach to forest management, with Key Performance Indicators built into the Plan • Re-defines a commitment to excellence and leadership in forest management The Plan, is in three sections:

1. Section 1: Context, Goals and Approaches 2. Section 2: Forest Inventory 3. Section 3: Implementation – a rolling annual operational program supported by Forest Prescriptions

1 Data sourced from SOLRIS v3 data tallying SOLRIS Landcover types: Conifer Forest, Deciduous Forest, Forest, Hedged Rows, Mixed Forest, Plantation, and Treed Swamp. 2

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The Plan is driven by the following Vision and Mission:

Our 20 Year Vision: Our working forest system will continue to support a range of habitat types and species richness that is vital in providing environmental, ecological, and sociological goods and services. Our forests will improve in health and resiliency while we prioritize conservation of forest communities over timber production.

Our mission to achieve this is:

To sustainably manage Conservation Halton’s forests in a changing climate while ensuring healthy, resilient, and productive forests for the benefit of our environment and watershed communities. Softwood plantations will continue to be managed with the intent of conversion to natural mixed hardwood stands and, where possible, selected mixed hardwood stands will be managed to include old growth forest characteristics.

In summary, the Plan identifies a 20-year vision, delivered through a rolling five-year outlook of activities that address three goals to be achieved through the Plan implementation:

1. Goal 1: To improve forest health conditions using current and future accepted methodologies and science. 2. Goal 2: To maximise the value of our forests in delivering environmental goods and services, social and health benefits, and enhanced forest diversity. 3. Goal 3: To maintain, and where possible, increase forest cover across our watershed through afforestation of Conservation Halton land acquisitions and on private, municipal and corporate lands, and through public education and landowner outreach programs.

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The Strategic Forest Management Plan

This Strategic Forest Management Plan (hereinafter, the Plan) is laid out in three sections:

Section One establishes a context for forest management at Conservation Halton. It reflects on the strengths, weaknesses, opportunities, and threats that our forests face, and represents the challenges and possibilities that this poses on us as an agency. Section One establishes a guideline for Conservation Halton for its forests and lays out a series of Strategic Themes. Forests, by their nature, have extended lives and so these Themes are developed with a timescale appropriate to the subject – Section One is written to provide a broad context to guide forest management for a 20-year period (2020 – 2040). Section Two establishes the current resource by way of a comprehensive inventory. Each forest stand will be recorded, each parcel of land managed by Conservation Halton will be reflected within this inventory. Maps that capture the current condition and pressures on our forests will be developed. Much of this stems from extensive records already developed, however, there are areas that we do not yet have full details on, and areas with outdated information on them. The Plan will lay out a tool for undertaking this inventory, populated with information that is current. It is envisioned that Section 2 will eventually be an electronic resource (Forest Information Management System or FIMS) through Geographical Information Systems (GIS) technology. The goal will be to keep all inventory current within 5 years so this will be an ongoing inventory and will be updated continuously. Section Three will establish activities that meet a range of social, outreach and forest cover targets as well as themes that stem from, and are suited to, the needs of each forest management stand based on the information in Section Two. Section Three needs to be agile and flexible to allow us to adapt to both to external pressures and organisational change. As such, Section Two and Three include a detailed 1-year Operational Plan accompanied by a list of priority properties needing forest management. As forest inventory data is collected, staff will create a rolling five-year outlook that will be updated as properties are prepared for operations. Activities will be listed with annual targets for operations across forests, and each year, activities completed will be reviewed and the list revised to ensure it always maintains a five-year outlook. Section Three will be supported by the development of forest management prescriptions for each stand. These will be developed as the comprehensive plan to deliver the activities in Section Three. These prescriptions do not form part of the plan but are an important element of delivery. For complex forest management stands, prescriptions could take up to five years to develop, for simple forest management activities they could be created in a few weeks.

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Contents

SECTION ONE: Context, Goal and Performance Measures ...... 1 Executive Summary ...... 2 The Strategic Forest Management Plan ...... 4 Contents ...... 5 Background ...... 9 Who We Are ...... 9 What We Do ...... 10 The Forestry Department ...... 11 Purpose and Scope of The Plan ...... 12 Forest Context ...... 14 Landscape Context ...... 14 Recreation and Community Engagement...... 16 Silvicultural Context ...... 17 Relevant Legislation and Policies ...... 21 Partners, Stakeholders and Linkages ...... 23 Land Securement, Land Management & Stewardship ...... 25 Land Securement ...... 25 Land Restoration/Rehabilitation ...... 25 Stewardship ...... 25 Forest Values ...... 26 Canada Target 1 ...... 26 Ecosystem Services ...... 26 Municipal Natural Assets Initiative for Grindstone Creek ...... 28 Timber Values ...... 29 Forest Health and Management ...... 30 Forest Health and Resilience ...... 30 Forest Health Metrics ...... 31 Forest Cover ...... 32 Tree Planting Programs ...... 33 Seed Stock ...... 33

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Forest Establishment and Growth ...... 34 Foundations of Forest Management ...... 35 Sustainable Forest Management ...... 35 Mimic Natural Disturbance ...... 35 Old Growth & Interior Forest Habitat ...... 36 Management Challenges and Opportunities ...... 36 Structural and Biological Diversity ...... 37 Climate Change ...... 37 Invasive Species ...... 38 Species at Risk ...... 40 Hazard Tree Management ...... 42 Recreational Use ...... 43 Development Pressure ...... 43 Forest Health Monitoring ...... 44 Summary ...... 46 Objectives of Forest Management ...... 47 Definitions ...... 50 References ...... 54 Appendices ...... 57 Appendix 1.1 Forest Management and Sustainability Policy ...... 58 Appendix 1.2 Conservation Halton Properties by Land Class...... 59 Appendix 1.3 Invasive Species Evaluation and Prioritization ...... 60 Appendix 1.4 Management Recommendations for Species at Risk ...... 61 Bats: eastern small-footed myotis, little brown myotis, northern myotis (aka northern long-eared bat), tri- coloured bat ...... 61 Butternut ...... 64 Jefferson salamander ...... 65 Snapping turtle ...... 67 West Virginia white ...... 68 Appendix 1.5. Forest Management Approaches for Climate Change...... 69 Appendix 1.6. Managing Hazard Trees Policy ...... 70 SECTION TWO: Forest Inventory ...... 71 Introduction ...... 72

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Inventory Approach ...... 73 Appendix 2.1. Example of Compartment Attributes Collected during Forest Inventory ...... 74 SECTION THREE: Implementation ...... 77 Introduction ...... 78 Conservation Halton’s Managed Forest ...... 78 Appendix 3.1. Management Plan ...... 84

Recommendations

RECOMMENDATION 1: Update Forest Inventory to inform strategic forest management...... 19 RECOMMENDATION 2: Continue to build, support and develop relationships with partners and agencies where there is a joint benefit...... 24 RECOMMENDATION 3: Develop and sustain meaningful relationships with First Nation, Metis and Indigenous partners that seek opportunities for increased engagement and mutually beneficial partnerships...... 24 RECOMMENDATION 4: Support active land securement by building relationships with private landowners through landowner education regarding Ecogifts program and/or designate a percentage of timber revenues to the Land Securement budget...... 25 RECOMMENDATION 5: Ensure that the ‘value’ provided by the forest infrastructure on Conservation Halton lands is reflected in the emerging asset management framework...... 29 RECOMMENDATION 6: Establish a Forest Reserve Budget to enable timber revenues to be dedicated toward the continued growth and improvement in Conservation Halton Forests...... 29 RECOMMENDATION 7: Monitor and improve overall forest health and wildlife habitat throughout Conservation Halton forests...... 32 RECOMMENDATION 8: Maintain current forest cover percentage through the management of the Conservation Halton forests and by working with watershed partners...... 32 RECOMMENDATION 9: Promote private landowner tree planting programs to engage a wider community in the importance and value of forested landscapes...... 33 RECOMMENDATION 10: Continue to support a vibrant local seed stock within southern Ontario nurseries by providing a reliable, local seed source...... 34 RECOMMENDATION 11: Manage for long term forest health by promoting and utilizing Sustainable Forest Management principles and practices that meet or exceed current standards...... 35 RECOMMENDATION 12: Identify and manage appropriate stands toward ‘old growth’ characteristics recognising that the human environment surrounding our forests will rarely allow for true old growth forests...... 37 RECOMMENDATION 13: Build resiliency in our forests with climate change mitigation and adaptation by maintaining and enhancing forest science knowledge for forest management practices...... 38

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RECOMMENDATION 14: Establish an Invasive Species Management Program and manage invasive and non- native plant species on Conservation Halton properties, where possible...... 40 RECOMMENDATION 15: Adopt leading practice through sustainable forest management to conserve and improve forest habitat for the benefit of Species at Risk...... 41 RECOMMENDATION 16: Maintain a responsive hazard tree program and reduce risk of hazard trees through proactive Sustainable Forest Management...... 43 RECOMMENDATION 17: Continue to monitor for forest pests and diseases, including invasive species, and establish greater interdepartmental collaboration on monitoring programs ...... 45

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Background

Who We Are

Conservation Halton works to sustainably protect, restore, and manage natural resources throughout the watershed, from lake to escarpment. Our vision is to sustain a healthy watershed with clean streams, vigorous forests, abundant green space, and balanced growth that results in strong livable communities. Our mandate is to create avenues for sustainable synergy between the natural world we live in and the 625,000 (growing to an estimated 1m by 2041) residents that make up the Conservation Halton watershed.

With many new neighbourhoods and growing communities within our watershed, it is Conservation Halton’s priority to protect the people, homes, and businesses within our watershed from the risk of flooding and erosion through planning and regulation. We also make it our priority to support sustainable, innovative approaches to infrastructure and land use that protect and restore the natural environment, enable community growth, and contribute to a thriving economy.

The natural systems within our watershed are essential for clean air, safe water, healthy ecosystems, biological diversity, climate change resilience, and flood and erosion control. It is our mandate to protect and restore the lands, forests, and water features needed to support these natural systems and maintain the features and functions that promote the environmental integrity of our watershed. We work to conserve the landscapes that create opportunities for recreation and tourism and the landmarks that define our natural, cultural, and indigenous heritage.

Healthy watersheds and resilient ecosystems enable us to reduce and better respond to the effects of climate change. Understanding the impacts of climate change, such as potential flooding, drought and erosion will increase the ability of our watershed to adapt to these changes and support our communities, agricultural lands and natural environment We will also address the impacts of climate change on biodiversity, such as species and habitat loss and invasive species.

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Our watershed is abundant with forests, trails, streams, and waterbodies which offer endless opportunities for active and passive outdoor recreation. Our parks provide diverse opportunities to connect people with nature, support the health and wellness of those who live in our communities and create living classrooms for children to learn about the natural world. It is important that these opportunities be provided in an environmentally sustainable way, while minimising disruption to plant and animal habitats or any of the natural features and functions of the environment.

To achieve our goals and objectives as an organization, we will continue to use innovative technologies, best practices, and creative solutions to operate in a way that is more effective, efficient, and agile. We will listen, cooperate, and take a proactive approach to accountability and transparency. We will pursue knowledge, share our expertise, and offer leadership. Above all, we will strive for service excellence for our customers, clients, partners, staff, and landscape.

What We Do

Conservation Halton owns and manages more than 10,840 acres (4,387 ha) of land across its watersheds. These lands represent a diverse mix of habitats and woodland types with over 63% of the lands being forested. The Forestry department is responsible for managing around 7,000 acres (2,834 ha) of forests under various programs such as the Managed Forest Tax Incentive Program, the Conservation Land Tax Incentive Program, the Ash and Hazard Tree Management Program, and trails and maintenance programs. Conservation Halton’s areas of focus include education, recreation and water and forest resource management. Educational and recreational experiences in natural environments enrich the lives of people of all ages by instilling awareness and appreciation of the watershed’s natural heritage. Conservation Halton manages water resources using integrated, ecologically sound environmental practices to maintain secure supplies of clean water, to protect communities from flooding and erosion, and to ensure that environmental planning is an integral part of community development.

Forests form a major part of the natural resources owned and managed by Conservation Haltonand play an important role in determining the quantity and quality of water in the watershed. Our forests form an important ecological network across our watersheds, protecting and enhancing both the natural heritage and quality of life

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of those who live in our watershed. These forests provide important landscape, recreation, economic and ecological-service values and represent an iconic element of the Conservation Halton mandate. Our goal is to manage this large forest resource using sustainable forest management practices while educating the public on the importance of the natural environment and why we need to be proactive in managing a resource that is facing increasing pressures. Mandatory programs under the CA Act stipulate:

21.1 (1) An authority shall provide the following programs or services within its area of jurisdiction: 1. A program or service that meets any of the following descriptions and that has been prescribed by the regulations: i. Programs and services related to the risk of natural hazards. ii. Programs and services related to the conservation and management of lands owned or controlled by the authority, including any interests in land registered on title.

The Forestry Department

The Forestry Department consists of an Arborist team and a Technical team, currently within our Park Operations team. The Department’s role is to plan, implement and monitor the management of Conservation Halton’s forests and to deliver sustainable forest and hazard tree management. The Forestry Department also provides support and services to internal departments and private landowners within the Conservation Halton watershed. Forestry staff offer services to landowners at a fee such as but not limited to creating Managed Forest Plans (under the Managed Forest Tax Incentive program), tree marking, and tree planting. The Forestry Department works in a close partnership with many teams within Conservation Halton:

• Parks: Our parks encompass approximately half of the total land that Conservation Halton manages. These are operating recreational facilities with hazard tree and forest management services. • Lands: Our property portfolio is extensive, and Forestry carries out tree planting, invasive species control, hazard tree and forest management on these lands. Through Managed Forest and Conservation Lands Tax Incentive Programs, Conservation Halton realizes significant financial cost savings on property taxes. In 2020, these savings were estimated to be $356,000/year. • Stewardship: Our Stewardship team is engaged in landowner outreach through a wide variety of programs. A close partnership between our Forestry and Stewardship teams means that landowners can benefit from the expertise offered from both teams as well as accessing available funding opportunities. • Restoration: Our Restoration team provides services to a range of landowners that are looking to engage in environmental restoration programs. Tree planting advice is provided, and stock is secured by our Forestry team who provides advice on which species align best with soil and climate conditions of planting sites. • Ecology: The skillset between Forestry and Ecology is shared; Ecological Land Classification (ELC) work, as an example, is delivered by and a shared resource of both teams. • Planning and Regulations: Our Planning and Watershed Management team provides planning expertise to help facilitate approvals for planning matters on our lands and regulatory oversight for ensuring that our parks operations and works comply with our legislation.

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• Engineering: Our Engineering team manages dams and flood control structures which are located across our watershed. Forestry provides the operational support in the management of the treed areas bordering these structures • Education: Our outreach and education teams are supported by Forestry in the delivery of a wide range of programs including Maple Town, the annual Water and Forest Festivals and Fall into Nature.

Not only is Forestry a key support and part of the output of each of these teams, but each of these teams provides support, advice, and expertise to our Forestry programs. This Plan attempts to encompass the totality of the Forestry programs at Conservation Halton, while focussing on the operational element of our forest resource.

The core focus of the Forestry Department is: • To manage the existing forest resource using accepted best practices of government and industry • To mitigate the effects of climate change • To enhance the existing forest resource responsibly and sustainably • To inspire and educate landowners on the importance of forested lands • Build on our role as a leader in forest management within the watershed. • To support the provision of safe and enjoyable recreational experience to those users of Conservation Halton lands. Purpose and Scope of The Plan

This document will be used to plan, prioritise, and meaningfully report on the management activities of Conservation Halton, designed to promote healthy and resilient forests now and into the future. The delivery, and accomplishment, of the Plan objectives will rely upon the breadth of expertise at Conservation Halton. From engaging internal corporate services, such as Information Technology Services (IT) and Geographic Information Services (GIS), to collaborative work with all other Conservation Halton teams from Stewardship to Ecology, and Planning and Engineering to Communications, to working with divisional peers in our Parks, the delivery of this Plan relies on developing, maintaining and growing internal partnerships.

The Plan will enable Conservation Halton to maximise the efficiency and effectiveness of our external partnerships and relationships to reach our forest health goals. From supporting landscape-scale strategic approaches of provincial plans such as the Niagara Escarpment Plan, to providing a context for discussion with ministerial colleagues such as the Ministry of Natural Resources and Forestry (MNRF), the Plan will be a key tool guiding Conservation Halton’s approach to implementing provincial forestry guidelines, processes and plans.

Further, the Plan is intended to redefine the forestry relationship with MNRF and the Municipal Property Assessment Corporation (MPAC). We have streamlined our role within the tax base we manage by replacing over 30 individual plans with a single document submitted to the Managed Forest Tax Incentive Program (MFTIP). Likewise, the potential impacts to the involvement in the Conservation Land Tax Incentive Program (CLTIP) will be planned for within this document providing a single overarching plan, empowering Conservation Halton to maximise the savings realized through these programs. The Plan will also guide other external relationships and partnerships, such as with District School Boards, Municipalities and particularly the Halton Region. It will guide our delivery of services through Forests Ontario

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and the 50 Million Tree program, which in turn establishes the basis and funding for supporting afforestation and increasing forest cover on private and public lands.

The Plan supports the delivery of a series of Master Plans that guide Conservation Halton’s functions and services in our Conservation Areas. These Master Plans have developed a Forest Management and Sustainability Policy endorsed and supported by the Niagara Escarpment Commission which this Strategic Forest Management Plan mirrors, builds on and guides the implementation of healthy forests, across our land holdings (Appendix 1.1). Lastly, the Plan will provide a tool to enable Conservation Halton to budget for, and resource, its forest management operations, and activities. It will help us identify where there are expenses, savings, and revenue opportunities to offset activities. This 20-year Plan will be reviewed each time the Managed Forest Tax Incentive Plan for Conservation Halton properties is being renewed (2027 and 2037) and will be formally updated in 2040.

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Forest Context

Landscape Context

Figure 1. Conservation Halton land holdings by classification type.

The Conservation Halton watershed spans approximately 1000 km2 of land, includes 17 flowing creeks, approximately 26 km of Lake Ontario shoreline, extensive forest cover and 80 km of Ontario’s Niagara Escarpment (a World Biosphere Reserve). Conservation Halton recognizes three different conservation classifications for properties, based in part on conservation value, and are characterized by different management approaches and by the level of public access and support for recreational activities. Properties are classified as Conservation Areas (8062 acres), Conservation Reserve (665 acres), and Natural Areas (1904 acres) (Figure 1, Appendix 1. 1). Please refer to the Land Securement Strategy (2017) for the definitions of these classifications.

Of this land, 5,121 ac (2,072 ha) is enrolled in Ontario’s Conservation Land Tax Incentive Program (CLTIP) (Figure 2). A further 1,744 ac (706 ha) is Managed Forest, forest managed under Ontario’s Managed Forest Tax Incentive

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Program (MFTIP). Based on MFTIP property data, coniferous (39%) and mixed (33%) plantations make up the bulk of the forest, and upland forest accounts for a further 11%.

Figure 2 Conservation Halton holdings by land class type (left); Conservation Halton MFTIP holdings by forest type (right)

As of 2020, there are 26 Areas of Natural and Scientific Interest (ANSI) on Conservation Halton properties . These are terrestrial or wetland areas with features having high value for protection, natural heritage appreciation, scientific research or education. Five ANSIs located on Conservation Halton land have been declared as regionally significant, these include:

• Clappison Escarpment Woods • Mountsberg Wildlife Centre • Kilbride Swamp • Lake Medad Meltwater Channel • Clappison Escarpment Woods

Forests can also be riparian – as such they provide important benefits by filtering pollutants and sediment, cooling water and protecting habitat, and mitigating/ reducing the impacts of natural hazard processes like erosion and flooding. They are also part of the Natural Heritage System (NHS) as defined and identified by municipal Official Plan policies. Several NHS have been identified within the Conservation Areas. These areas warrant a high degree of careful management because they provide essential ecosystem services and may also provide ancillary benefits for scientific research, education or recreation. The following Conservation Halton lands lie within the designated NHS’s of the Halton Region:

• Lake Medad Tract is situated with the Lake Medad and Medad Valley NHS • Mount Nemo Conservation Area is situated within the Mount Nemo Escarpment Woods NHS • Sixteen Valley Conservation Area is part of the Sixteen Mile Creek Valley NHS • Crawford Lake Conservation Area (Tract 1) and Rattlesnake Point Conservation Area are within NHS • Crawford Lake – Rattlesnake Point Escarpment Woods NHS

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• Calcium Pits contains two Conservation Authority properties which include Crawford Lake Tract 2 and the Yaremko Ridley property (OHT) • Hilton Falls Conservation Area is located within the Hilton Falls Complex, NHS • Harrison Tract is situated within the Guelph Junction Woods NHS • Moffat Swamp NHS contains the Bunker Tract • Kelso Conservation Area lies with the Milton Heights NHS

One of Conservation Halton’s properties is situated within NHS identified by the Wellington County Planning and Development Committee 1982:

• The McCrodan Tract lies within the Moffat Marsh NHS Another is located across Hamilton, Wellington, and Halton municipalities:

• Mountsberg Conservation Area is situated within the Mountsberg Wildlife Area NHS

Recreation and Community Engagement Conservation Halton offers a wide variety of recreational opportunities that attract a high number of visitors to our Conservation Areas – approximately 1 million people a year. The use of forested lands has steadily increased in recent years and this trend is expected to continue. This upward trend in visitation is driven by several factors, not least of which is the proximity of the large urban centres- Milton, Oakville, Burlington, and Hamilton- within the watershed, but also the proximity of the Greater Toronto Area. Halton Region is the fastest growing community in Canada and is expected to double in population to more than 1 million residents by 2041. Combined with the iconic backdrop of the Niagara Escarpment and the shores of Lake Ontario, the area is seen as a mecca for outdoor recreation day trips, making Conservation Halton land holdings a favourite destination for a large population of southern Ontario. The Bruce Trail runs through several Conservation Halton owned and managed properties adding to Conservation Halton’s trail network for hikers to enjoy the natural features of the watershed; mountain biking, snowshoeing, cross country skiing, rock climbing, geocaching, camping and down hill skiing are popular programs Conservation Halton offers at specific properties. Our forest and trail systems allow for ecological and recreational connectivity between Hamilton and Burlington as we work with many agencies under the Hamilton-Burlington Trails Council. The delivery of recreational opportunities within our Conservation Areas is steered by Master Plans, trails policies, and Land Classification systems that support a diverse range of recreational opportunities across our forests. As an initiative, the support of recreation in a Strategic Forest Management Plan context indicates the importance of the provision and maintenance of access and recreational opportunities and the critical need for management programs that promote healthy forests within which recreation can occur. This will also indicate where recreational activities need to be limited to minimize disturbance to fragile ecosystems Education about our woodlands is vital to creating awareness about ecosystem services and is delivered by a broad cross section of Conservation Halton departments. Our forestry staff engage the public through a variety of programs offered to landowners within the watershed through site visits, tree planting programs, forest management plans, and promotional materials. These efforts align with educational programs offered by other departments such as Science and Partnerships (including Stewardship and Festival programming), Communications and programming offered at our Conservation Areas. Ongoing education is an essential part of this plan and cements our roles within the watershed as experts.

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These uses and the continuing growth in use of Conservation Halton properties contains challenges. Once rural properties and forests are now urban fringe greenspaces and experience high levels of informal visitation; our Conservation Areas, once visited by half as many people, are dealing with challenges in trail and user management. As use grows, so does the adverse pressure placed on our forest ecosystem. From direct impacts such as soil compaction, trail expansion and understory impacts, to indirect impacts such as invasive species introduction, litter and the threat of accidental fire damage, our forest management must account for and mitigate against the impacts of human use of our forests. Conservation Halton is committed to engaging people in its work conserving our forests, be that through the provision and support of recreational facilities within our forests or the support of educational and outreach opportunities. Actively supporting people in being engaged in our greenspaces is critical in support of protecting and enhancing our forested lands.

Silvicultural Context The Halton Region Conservation Authority (now referred to as Conservation Halton) was formed in 1963 from an amalgamation of Sixteen Mile Creek (est. 1956) and Twelve Mile Creek (est. 1958) Conservation Authorities (CAs). An early recommendation for the original CAs was “that the Authority establish woodlot improvement projects on its own properties, to demonstrate the advantages of better forestry practices”. Since inception, Conservation Halton has been acquiring land for the purposes of natural resource management and environmental protection of a range of environmental features, and currently owns over 10,840 acres of land.

Throughout the next few sections, a list of recommendations will be provided to help accomplish the Strategic Forest Management Plan’s goals. For the full list of recommendations please see Summary of Plan Recommendations on page 49.

Conservation Halton has a rich history of forest management. Tree planting has been a priority for Conservation Halton since 1956; 4,359,334 trees have been planted through Conservation Halton forestry programs on private land, municipal properties, Regional properties, and Conservation Halton properties (Figure 3).

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Conservation Halton has worked with many different provincial and federal programs to advance forest management, some of which are listed below.

Ontario Power Generation (OPG) Carbon Sequestration/Biodiversity Management Program on Conservation Halton lands: OPG, in 2000 announced the above program, to plant at least one million native trees and shrubs over three-years, as part of its carbon offset and sequestration program. The program sought to mitigate climate change through reforestation and restoration efforts, and enhanced habitat for threatened species that are at risk due to the loss and fragmentation of woodlot habitat. Key forested areas were to be expanded to connect and link fragmented forested patches and to create and protect interior forest habitat. Conservation Halton planted more than 300,000 native and non-native trees and shrubs across Conservation Halton properties between 2001 and 2005 as part of this program.

Conservation Services on Private Land: In the spring of 1998, Conservation Halton embarked on the largest single private property reforestation project. The landowner had become disillusioned with farming practices and decided to convert 60 ac of farmland to forest cover. A total of 58,150 trees were planted. Since 2005, Conservation Halton has been offering a private landowner tree planting program with the support of Forest Ontario. To date, this program has planted over 820,000 trees in our watershed.

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Until the mid to late 1990’s, forest management in Conservation Halton forests was proactive, guided by a series of forest management plans and implemented by Conservation Halton’s 20-30 person forestry team. There were sufficient resources, both human and equipment, to manage the forests in this way. Management continued on a much smaller scale into the early 2000s but with the increasing environmental stressors, extreme weather and invasive species, forest management demands have increased. Set against more restrictive policies (NEC, MNRF, SAR), budgets, staffing, equipment, and lack of internal support for proactive management, the forestry program became reactive, responding to external factors such as ice damage, invasive insects, and diseases. In addition, the overall forest inventory is about 10-15 years out of date, further limiting our ability to manage these forests proactively. Updating the inventory is recognized as a key component of our Section 3 five year rolling operational Figure 3 Number of trees planted by Conservation Halton per year 1960-2017 plan.

RECOMMENDATION 1: Update Forest Inventory to inform strategic forest management.

Where forest management activities are proposed, management proposals and stand prescriptions are reviewed by a Registered Professional Forester and internal staff to ensure that ecological and recreational values are properly recognized. This process will be followed before any operations commence to ensure that recreational opportunities and other programs are minimally disrupted. Once internally approved, the Regional Forester is contacted for bylaw consideration and the Ministry of Natural Resources and Forestry and Ministry of Environment, Conservation and Parks will be engaged to provide further guidance and approvals as needed. Prescriptions for properties within the Niagara Escarpment Plan area are also reviewed by the Niagara Escarpment Commission (NEC).

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Proposal and Program reviewed Management Forest Description externally by Proposal and Stand Management Reviewed Regional Forester, Prescription Activity Proposed Internally by NEC and MNRF as Developed Forestry & Ecology applicable

This process, for a simple management operation, might take as little as 2 – 6 months; for a complex operation, this process could take five years.

Some examples of good forest management planning and implementation that Conservation Halton has undertaken with partners include: 1. Silviculture/ Upland Hardwood Management: In 1999, The Forestry Department proposed forest management operations on a 36.6 ac stand of sugar maple and red oak (Stand ‘E’) in the Rattlesnake Point Conservation Area. Management objectives included improving forest health and mitigating visitor risk by removing hazard trees along trails; maintaining ecological integrity and wildlife habitat and improving stem form and vigour. A single tree selection silvicultural system was prescribed and implemented during the winter of 1999-2000, with operations adhering to Good Forestry Practices. Total volume harvested was 475.6 m3 and resulted in $37,160 in stumpage revenues.

2. Oak Decline, Mount Nemo Conservation Area, 2003: In the fall of 2002, forestry staff observed a decline in the health of red oak at the ecologically significant Mount Nemo Conservation Area. During the same period, the Town of Oakville observed similar decline issues at the Iroquois Shoreline woods park. A panel of experts recommended reducing stand vulnerability and maximizing stand and tree growth and vigour by removing high-risk trees while maintaining and/or increasing tree species, age class and structural diversity within the stand. Of critical importance, the site was to continue to provide suitable wildlife and interior forest habitat for vulnerable species at risk (SAR) known to inhabit the area. A thinning prescription was written to target poor quality stems and to remove healthy trees to maintain recommended provincial spacing and stocking standards. Hazards trees along walking trails were removed. A buffer was established along the escarpment brow to protect ecologically fragile areas. With the harvesting of the declining trees, the health of the stand was improved, and the shade density of tolerant competitors was decreased to attempt to maintain the relative abundance of oaks in the forest. The harvest of this 59ac stand resulted in $46,260 in timber sales. It is also an example of the constructive networking with the Ministry of Natural Resources and Forestry (MNRF), Town of Oakville,

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Niagara Escarpment Commission (NEC), the Halton Region and the US Forest Service (USFS), to achieve the desired results as prescribed.

3. Plantation Thinning: Conservation Halton has a long history of reforestation and afforestation efforts across the watershed dating back to the early 1960’s. Plantations were created to foster the conversion of marginal and fragile lands to mixed forests over time. After establishment, these plantations require periodic thinning to allow the natural regeneration to occur. During the period of 2005-2008, 119 ac of conifer plantations located on six properties were thinned to create canopy gaps thereby allowing for greater amounts of sunlight to reach the forest floor to allow germination of hardwood seedlings that will eventually convert the stand to mixed hardwood forests. Over the next 10-15 years, these same stands will require a second thinning or selection/improvement cuts to promote the better-quality stems that remain. Thinning plantations for stand conversion are an important part of the five-year outlook of this Strategic Forest Management Plan initiative.

Relevant Legislation and Policies Forest management planning and prescriptions for Conservation Halton are compliant with federal and provincial Acts and policies, as well as municipal by-laws and internal Conservation Halton policies and regulations (Table 1).

The Conservation Authorities Act helps manage renewable natural resources and protects people and property through the management of watersheds. The purpose of the Act is “to provide for the organization and delivery of programs and services that further the conservation, restoration, development and management of natural resources in watersheds in Ontario.” responsibilities and governance in resource management and environmental protection.

Mandatory programs under the Act include programs and services related to the conservation and management of lands owned or controlled by the authority.

The Halton Tree By-Law, for example, was enacted to prohibit or regulate the destruction or injury of trees in Halton Region. It is a tool to promote healthy forests, protect forest ecosystems and prevent clearcutting of woodlands. Conservation Halton adheres to all elements of the Halton tree bylaw and follows Good Forestry Practices through tree harvest permit applications, administered and reviewed by the regional Forester.

Provincial Acts such as the Endangered Species Act (ESA) provide science-based assessment, automatic legal protection for species classified as endangered or threatened, as well as protection of the species’ habitat. When the presence of an endangered or threatened species is identified within the area of potential forestry operations, Conservation Halton’s forestry group in collaboration with MNRF and Conservation Halton ecologists and biologists, reviews the species of concern and its habitat. Conservation Halton applies for cutting permits and follows the guiding principles and policies on categorizing and protecting habitat under the ESA, with an emphasis on the use and characteristics of the affected habitat.

Another example is the federal Migratory Birds Convention Act. It provides protection to migratory birds during periods of nesting, breeding, and fledging. Nesting periods are associated with broad geographical areas across Canada, referred to as nesting zones. Conservation Halton’s watershed lies within nesting zone C2, with a

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nesting period from the end of March to the end of August. Conservation Halton will not undertake any non- emergency forestry operations during the aforementioned dates. Further, Conservation Halton will ensure that ecological support is sought to provide advice in a pre-planning phase, for undertaking and managing any such operations.

Table 1 Acts, Policies and Regulations Informing Forest Management Planning and Activities

Jurisdiction Act or Policy Federal Migratory Birds Conservation Act Department of Fisheries and Oceans Acts and Policy Forestry Act Plant Protection Act Species at Risk Act Provincial Niagara Escarpment Planning and Development Act Endangered Species Act Professional Foresters Act Environmental Assessment Act Fish & Wildlife Conservation Act Forestry Act (Ontario) Greenbelt Act Planning Act Invasive Species Act Ontario Heritage Act Conservation Authorities Act and Regulations Pesticides Act Local Official plans of Halton, Hamilton, Peel and County of Wellington by-laws & regulations, e.g. Halton Region Tree By-law (121-05) Watershed/Sub-watershed Studies Internal Conservation Halton regulations re: development, wetland interference and alterations to shoreline and watercourses (Ont. Reg. 162/06)

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Partners, Stakeholders and Linkages

Conservation Halton collaborates with several Provincial agencies. The NEC and the MNRF both have an advisory role in the management of our forests. We are the property steward for the Ontario Heritage Trust properties that are located within our watershed (Yaremko, Yaremko-Ridley and the Little Tract), providing management, monitoring, and reporting. We manage and are actively rehabilitating Glenorchy, one of Infrastructure Ontario’s properties.

Conservation Halton also has partnerships and collaborations with local municipalities. Collaborative relationships include land management agreements, and consultation on land and forest stewardship. For example, we assist Halton Region in managing Regional lands, providing technical expertise in tree planting, trail maintenance, invasive species, and hazard tree management. Conversely, 2 Conservation Halton properties in Burlington (Kerncliff Park, Burlington Beach strip) are managed by City of Burlington staff. Additional partnership planting projects have taken place with Ontario Hydro, Enbridge, Union Gas, and CRH Canada Inc (Dufferin Aggregates).

Conservation Halton is a Planting Delivery Agent for Forests Ontario’s 50 Million Tree program. This program endeavors to plant 50 million trees in Ontario by 2025. To date Conservation Halton has planted approximately 820,000 under the 50 Million Tree and other Forests Ontario tree planting Programs, averaging approximately 65,000 trees/year on both private and public lands. As of 2019, the annual planting rates are closer to 30,000 – 50,000/year. In addition to planting on private land, we have delivered tree planting projects for the municipalities of Burlington, Oakville, Milton, Hamilton, and the Halton Region.

We partner with several research groups with our involvement ranging from sitting in on committee meetings to offering Conservation Halton lands for data collection. The Forest Gene Conservation Association (FGCA) is a science and research partner for woody species at risk planning and management. Their mission is to broadly promote forest gene conservation, and to advise and assist members and associates to apply genetic resource management principles within their forest conservation and management programs in urban and rural landscapes in southern Ontario. Conservation Halton plans on supporting this mission through partnerships and projects related to climate change and afforestation, as well as reporting on and collecting seed from healthy target species at direction from FGCA and partner nurseries. Assisted migration trials will also soon be underway as a part of mitigating climate change.

Bioforest, Canadian Food Inspection Agency (CFIA) and Conservation Halton formed a partnership in late 2016 to create a simulated Asian Long Horned Beetle (ALHB) infestation at Kelso Conservation Area and at Mountsberg CA. The goal was to assess the practicality and utility in using drone technology to detect simulated signs of ALHB infestation (oviposition pits chew marks, exit holes etc.). The drone used was a military grade unit equipped with a camera capable of thirty times magnification. It was flown by AirVu, a company specializing in drone flight and image analysis. The flight was repeated in the spring of 2017 and can be used into the future as a teaching tool both internally and by other partnerships agencies.

Other research partnerships include a Canadian Forestry Service butternut monitoring project in 2010. University of Toronto research on American Elm resistance to Dutch Elm disease was conducted in our forests.

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RECOMMENDATION 2: Continue to build, support and develop relationships with partners and agencies where there is a joint benefit.

At a corporate level, Conservation Halton is working toward recognizing indigenous rights, and engaging with First Nations, Metis, and indigenous communities by fostering an open line of communication. In particular, the Forestry Department has been in communication with the Mississaugas of the Credit First Nation.

RECOMMENDATION 3: Develop and sustain meaningful relationships with First Nation, Metis and Indigenous partners that seek opportunities for increased engagement and mutually beneficial partnerships.

An external Forestry consultant was hired to develop the SFMP along with Forestry and Ecology staff. Going forward, internal staff will continue to provide input and advice about management of Conservation Halton forests, and will expand to include park staff and other potential stakeholders. MNRF and NEC review and permits/approvals will be sought out where necessary.

Ecology and Forestry staff at Conservation Halton are actively involved with programs such as the Ontario Invasive Plant Council (OIPC), the Early Detection Rapid Response (EDRR) Network of Ontario and the Hemlock Woolly Adelgid (HWA) working group for forest managers, with goals of early detection and management planning for significant invasive species. In addition, the Ecology team support an extensive network of Environmental Monitoring and Network (EMAN) Forest plots that are being studied for long-term environmental changes on Conservation Halton properties. Permanent sample plots (PSP) were established in 2002 across the watershed to monitor gypsy moth populations using the Modifed Kaladar Plot system and are remeasured on an annual basis. Forestry staff helped Parks staff set up a permanent sample plot at Mountsberg CA called Climate Change SOS for educational purposes. This plot is based on EMAN protocols and is remeasured annually with various high school groups.

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Land Securement, Land Management & Stewardship

Land Securement Land securement is the activity of acquiring lands via direct ownership transfer or conservation easements and has been an important aspect for Conservation Halton to ensure long-term environmental protection and resource management. Since 1956, Conservation Halton has acquired 10,860 acres, 1,200 acres of these have been secured over the last 20 years. With the recent approval of a new Conservation Halton’s Land Securement Strategy, 2017, it is hoped that new land might come available for afforestation projects. Specific to forestry, land securement has allowed for the growth of sustainable forest management within the Halton Watershed as well as afforestation uptake through a consistent and ongoing planting program by the Forestry team. In addition to Conservation Halton owned and managed forests, afforestation efforts supported by private landowners enable Conservation Halton to meet afforestation targets. These partnerships also open up significant opportunity for relationship building towards future land donations and securement of privately owned lands. Land Securement will be a critical tool in achieving long-term afforestation targets and would help connect forests via linkages or enhance existing natural areas by increasing forest interior habitat.

RECOMMENDATION 4: Support active land securement by building relationships with private landowners through landowner education regarding Ecogifts program and/or designate a percentage of timber revenues to the Land Securement budget.

Land Restoration/Rehabilitation Land restoration is the process of improvement or recovery of damaged, degraded or destroyed ecosystems. In this process, land is rehabilitated to provide higher functional levels of services and productivity, however, the land does not recover its pre-existing condition or function. Restoration is a valuable tool in delivering improved ecosystem services and creates a visual landscape that helps to engender support for conservation efforts. Restoring brownfield sites, creating tree buffers along creek systems, and restoring areas of abandoned farmlands to natural heritage systems all help deliver improved regional ecosystem services and forest cover. They are also ideal opportunities for public engagement as restoration works can be impactful on local landscapes and provide opportunity for community participation.

Stewardship To create and maintain a healthy environment, it is essential to promote a culture of environmental stewardship with private landowners. Stewardship programs are an outreach service offered by Conservation Halton to willing landowners who wish to learn more about the natural features that exist on their properties or who may be prepared to implement water quality and habitat improvement projects on their lands. Stewardship staff provide expertise and support in developing and implementing enhancement projects. They also provide financial assistance towards the implementation of projects when funding is available. Projects range in scope

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from large scale creek restoration, to agricultural projects like manure storage, to smaller scale community- based projects such as rain gardens. Stewardship projects often incorporate tree and shrub planting and forest management activities and include corporate and other community volunteer events. In addition to providing education and assistance to private landowners, Conservation Halton also recognizes landowners who are environmental stewards through a voluntary award program called the Watershed Stewardship Award. Landowners who are offered and accept this award receive a metal plaque, to display at the end of their laneway or keep indoors, to proudly show the efforts they have made on their property to protect the natural features. As of 2020, there are over 4,480 acres (1,813 ha) of privately owned lands that have been recognized for good environmental stewardship.

Forest Values

Canada Target 1 The Federal government has made a commitment to meeting an internationally agreed target of protecting 17% of land and inland waters for the conservation of Canada’s biodiversity by 2020. This has become known as Target 1, which has been adopted as a guideline or principle by every province and territory. The 17% must be reflective of all areas and ecosystem zones of Canada, i.e. it cannot be achieved by protecting large areas of northern Canada. Currently (2019), around 11.8% is recognized as protected; this reflects only lands held by the Provincial or Federal governments. Work in 2017 and 2018 recognized the significant contribution made by others, such as Conservation Authorities, Municipalities and Land Trusts, to meeting this target, however, even with these additional contributions Ontario will still fall short of the 17% Target 1. The development of the Conservation Halton Strategic Forest Management Plan is particularly timely as our Forests will help deliver on Target 1. Our goal of Maintaining and increasing where possible Forest Cover, will help deliver further lands contributing to the delivery of Target 1, and our goals to Improve Forest Health and Species Diversity help ensure that this contribution is managed to protect and enhance the biodiversity value of our forests over time.

Ecosystem Services Ecosystem services, or ecological good and services, is a term that is used to describe the wide range of economic and cultural benefits people derive from an ecosystem. In forests, there are several non-timber values that the ecosystem provides either directly or indirectly. For example: harvesting timber from an “over-mature” forest can sequester substantial additional carbon, because (a) the forest is currently sequestering little additional carbon (the amount stored is large, but annual addition from tree growth is small or even negative), (b) the timber can continue to store carbon for decades in long-term solid wood products, and (c) the newly established stand can sequester large amounts of carbon through its vigorous growth. The carbon released by harvesting operations substantially exceeds the additional carbon sequestered by new forest stands.

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Figure 5 Ecosystem services of a tree (photo from https://myarborsmith.com/)

Carbon sequestration and storage: Our forests are sinks into which carbon is stored. As trees photosynthesize and grow, they take carbon from the atmosphere into their biomass (Figure 4). This carbon is stored until such a time as the tree breaks down. Atmospheric carbon is a greenhouse gas, the emissions of which are subject to trading, offset and tax; therefore, the amount of carbon that can be stored within a tree becomes a tradable and marketplace item. Total tree carbon in young and old forest varies drastically with twice as much carbon sequestered by young forests than old forests.

Watershed services (water regulation, flood control, water quality): Trees and forested lands act as filters for run off into aquifers and water courses while helping reduce sedimentation. This benefits stream and lake biota. Water that enters systems that supply potable water in this way require less treatment. Forests that are near settled areas also contribute to watershed regulation – forests have a great capacity to keep water on the landscape, helping it absorb and thereby helping reduce flooding and maintain the water table.

Wildlife habitat and biodiversity: Forests provide key habitat for many species of animals, birds, insects, trees, shrubs, and plants. Maintaining heterogeneous forests helps to conserve these forest species.

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Recreation and Health (both mental and physical): Forests are an important resource for outdoor recreation especially in densely settled areas such as Halton Region. Social and health benefits of the outdoors are substantial, and there is an increasing area of awareness of the role of trees. Numerous studies from North America and Europe have provided evidence of the role of the natural environment in promoting human health such as decreased stress Figure 4 Carbon sequestration in agriculture and forestry (Environmental Protection Agency, 2007) levels by being in an outdoor area for a few minutes, reduced recovery times where there is a view of the outdoors, and holistic benefits from walking in a forest setting. Providing forests and woodlands that are accessible and provide access to a destination for people to support health and wellbeing is an important role for Conservation Halton. Ecosystem Services is a developing field of work, and while a great deal of work needs to be done on how to adequately quantify values delivered by the environment, there is now a consensus that our environment has a value which can be expressed in dollars and a financial expression beyond the ‘feel good’ factors. A recent estimate of the value of ecosystem services for a southern Ontario rural forest is $4443/ha/yr ($5146 in 2017) (Troy and Bagstad 2009). This would equate to an Ecosystem Value of Conservation Halton’s forests of approximately $22M.

Municipal Natural Assets Initiative for Grindstone Creek Forests and natural spaces within watershed are key natural assets and play a vital role in maintaining resilience to climate changes on the landscape, which in terms helps buffer the impacts of intense storms and drought, especially to avoid costly storm water management repairs downstream or avoid the costs of oversizing infrastructure in urban areas and to moderate/lessen the flooding/erosion impacts. Municipal Natural Assets refers to the stocks of natural resources or ecosystems that contribute to the provision of one or more services required for the health, well-being, and long-term sustainability of a community and its residents. The Municipal Natural Assets Initiative (MNAI) provides expertise to support and guide local governments in identifying, valuing and accounting for natural assets in their financial planning and asset management programs and developing leading-edge, sustainable and climate resilient infrastructure.

The objective of the MNAI in Ontario’s Greenbelt Project is to “help participating local governments identify, prioritize, value and manage key natural assets. This will result in the natural assets providing core services such as storm water management in a cost-effective and reliable manner for the long-term, which can in turn: save

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money relative to engineered alternatives; reduce risk and potential liability and result in sustainable service delivery to the community."

Conservation Halton, Burlington, Hamilton, and Royal Botanical Gardens put forward a proposal for the Grindstone Creek watershed. Grindstone Creek, with headwaters in Hamilton, flows through urban Burlington to its mouth in Hamilton Harbour. The proposal was successful, and a launch workshop was held in December 2019. Over the coming year, the project will comprise additional workshops, technical work, and collaboration across a range of organizations to assess, plan for and finally implement effective strategies to understand, measure, value and manage natural assets in the Grindstone Creek Watershed and eventually well beyond. To support effective decision-making, the project will consider a variety of scenarios including climate change impacts and different management and land-use practices.

Ultimately, the project will: · Enhance the services that natural assets provide to local communities and their well-being. · Manage community financial and asset risk: natural assets can, in some cases, provide the same benefits or services to municipalities as engineered assets, at a lower cost. · Help make the watershed more resilient to climate change. · Create a replicable model and natural asset management approaches that can be applied to other watersheds within CH’s jurisdiction and other regions or other watersheds across Canada. · Promote and support collaborative watershed planning and management.

RECOMMENDATION 5: Ensure that the ‘value’ provided by the forest infrastructure on Conservation Halton lands is reflected in the emerging asset management framework.

Timber Values There is a direct financial value to the management of our forests through the sale of forest products (see Silvicultural Context section for examples). Markets for local, small scale timber products are growing and large commercial markets are also drivers. Whilst there is a commercial value to timber production, Conservation Halton will explore the potential sale of timber not as a driver of operations, but as a secondary consideration to planned operations.

Revenues from the sale of timber are expected to offset the costs of preparing detailed prescriptions, tree marking and operations monitoring. Any net revenues from timber sales can be reinvested in the management of Conservation Halton’s forests.

RECOMMENDATION 6: Establish a Forest Reserve Budget to enable timber revenues to be dedicated toward the continued growth and improvement in Conservation Halton Forests.

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Forest Health and Management

Forest Health and Resilience Forest health is more than just an absence of pests and pathogens. A healthy forest is a resilient ecosystem with the capacity to tolerate external stressors and disturbances while maintaining a balance of desirable species of all sizes and ages. The fragmented nature of southern Ontario forests leads to compromised resilience of the forest ecosystem throughout the Conservation Halton watershed. Forest resilience, however, can be maintained or improved by sustainable forest management. Figure 6 Climate change effects on forests Maintenance of compositional (genetic, species, and community), structural and functional diversity at various scales (stand, landscapes, ecosystem), maintaining or improving forest connectivity, reducing competition by invasive species, and reducing the use of non-native tree species for afforestation or reforestation projects also preserves and improves resilience (Thompson et al. 2009). Objectives and activities of the Plan are to develop and implement a program designed to maintain and enhance forest resilience which in turn will help to maintain a healthy watershed. Conservation Halton’s overall forest condition is varied throughout our land holdings depending on a variety of factors including forest type, age, past management activities and recreational usage. However, generally, our forests are in a less than ideal condition and are, at times, in a poor condition. To date, varied forest health has occurred for a wide range of reasons, for example:

• Forest fragmentation is impacting species regeneration; there are minimal opportunities in this fragmented landscape for genetic diversity in natural seed source; there is little opportunity for the natural replacement that occurs in forests across a broader geographical area. • Abiotic factors such as extreme weather events, shallow soils, increasing temperatures, precipitation or lack thereof, combined with the other factors listed here contribute to decreased forest health and resiliency • Invasive plants have colonised and dominate in some areas reducing understory diversity. For instance, garlic mustard is present in many areas and impacts soil pH, and dog-strangling vine (DSV) has formed understory monocultures in Waterdown Woods, Grindstone Creek and Nicholson. • Native forest pest population spikes, when combined withabiotic factors such as repeated years of drought can cause heavy mortality across entire stands • Invasive insects and pathogens such as emerald ash borer (EAB), gypsy moth, butternut canker, and beech bark disease currently impact forest health and diversity and become a hazardous component of the woodland.

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• Plantations that were planted for rapid growth with the intention of conversion to more natural stands have missed necessary thinning resulting in several stagnant monoculture conifer stands in need of management. Additionally, diseases such as blister rust and fomes root-rot has increased the amount of unacceptable growing stock or caused high mortality within these stands. This can especially cause issues in red pine plantations. • Overly intense recreation can cause species loss, erosion issues, and provides a conduit for a wide spectrum of invasive species. • Our formal Conservation Area Parks tend to manage recreational pressures well, but many Natural Areas have not had such proactive management due to unavailable resources and funds. • Deer populations are escalating, and deer browse is preventing a natural regenerative cycle in native plant and tree species. Methodologies to measure and track the impact of deer browse on regeneration will be investigated and implemented for management consideration. • New pressures such as forest foraging are causing the decline of desirable plant and mushroom species. Forest Health Metrics To monitor forest health over time, and to evaluate trends, we have identified a set of robust metrics for assessing forest health. The first three metrics are based on standard data collected during forest resource inventories, while the fourth measure is assessed by the Ecology Team prior to forest management .

1. Growing stock condition. Our goal, based on Ontario silviculture standards, is to attain 70% acceptable growing stock (AGS) stems to 30% Unacceptable Growing Stock (UGS) stems at the stand and landscape level. This will allow us to achieve a high proportion of healthy, high quality stems, distributed evenly over various size classes at any given time. The 30% UGS trees will allow the priority removal of undesirable stems, such as those exhibiting major infectious diseases and trees that are impeding the development of potential AGS stems. It will further allow for the retention of trees exhibiting wildlife habitat characteristics. This target also aligns with our goals to improve forest health; and to improve stand and species diversity. 2. Presence of desirable natural regeneration in the stand prior to thinning operations. This will reflect stand capacity for sustainable regeneration or will indicate follow up planting requirements. Stands may be understocked (<1000 stems/ha2), adequately stocked (1000-3000 stems/ha) or overstocked (>3000stems/ha). The goal is to have adequate stocking in all stands. 3. Assess and manage invasive species, forest pestsand disease. Both the population size and invasiveness of plant and insect species present are factors impacting forest health. However, some invasive species are difficult to control or manage either because of the aggressiveness of the species and/or the lack of effective control options (see Invasive Species section in this document). The goal is to maintain or reduce the abundance of invasive species, forest pests and disease in Conservation Halton forests. Control or management approaches and priorities will species be developed based on species abundance, habitat value, impact and future threat of , control success and overall stand management needs (Appendix 2.1).

2`1 All categories of regeneration combined (saplings, advanced regeneration (>1.4m tall), and early regeneration (<1.4m tall))

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4. Presence or absence of habitat for species at risk (SAR) or confirmed presence of SAR. The goal is to maintain all SAR habitats identified and to assist in creating more interior forest habitat Management planning will consider SAR protocols (Appendix 1.3 as a baseline, or superseding legislation or science).

RECOMMENDATION 7: Monitor and improve overall forest health and wildlife habitat throughout Conservation Halton forests.

Wetland woods are lacking a forest inventory due to challenging terrain and access, however had been evaluated using the Ontario wetland evaluation system. These properties or stands are often enrolled in the CLTIP and do not require a forest inventory component for enrollment in the program. However, these stands are still subject to invasive species and pests that can severely affect the composition of the stand (e.g. Black Ash swamp heavily infested with EAB or a common buckthorn understory). These stands would benefit from assessment for future management opportunity and should be inventoried by Conservation Halton Forestry staff or assessed by Conservation Halton Ecology staff to determine quality.

Forest Cover Forest cover is a measure of the percentage of an area covered by forest canopy with a minimum density of 60% (e.g. SOLRIS Technical Team 2008) and is monitored and measured by aerial imagery. Environment Canada (2013) suggests that, an average of 30% - 50% forest cover is necessary to maintain species diversity on the landscape, and to maintain natural functions and processes. The Halton Region and its local municipalities have determined that a realistic target across the Region is 30% forest cover, reflecting the minimum federally established recommendation. Currently forest cover across Halton Region is 24.4%; on the way to achieving this target but falling short. To achieve this goal would require approximately 9000 acres of forested land across the regional watershed. However, the Region is under significant pressure as the watershed continues to see the fastest levels of urban growth in Canada and is forecasted to continue to see growth throughout the 20-year lifespan of this plan. With the continuous removal of canopy to make way for growth, even maintaining current forest cover level is an ambitious target. Increasing forest cover addresses many elements of Conservation Halton’s goals and approaches. By maintaining or increasing forest cover on CH lands, we can increase the net benefit of ecosystem services such as carbon storage, air and water quality, and amenity values and species diversity. Afforestation also creates opportunities for the future sale of timber, and therefore financial sustainability in woodland management. Conservation Halton is strategically positioned to be the delivery agency in trying to meet this target being the largest single land owner in the Region and having the ability to work on both its own lands and with other public and private landowners through our tree planting, managed forest planning and outreach programs.

RECOMMENDATION 8: Maintain current forest cover percentage through the management of the Conservation Halton forests and by working with watershed partners.

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Relationships formed through this initiative of maintaining or increasing forest cover are important for Conservation Halton in terms of encouraging stewardship and engagement with private and public landowners. Through programs like MFTIP, CH creates management plans that help maintain and even increase tree cover on CH properties.

Tree Planting Programs Trees are planted within Conservation Halton’s watershed through a variety of programs and planting is delivered by a broad team at Conservation Halton:

• Forestry plants approximately 30,000 - 50,000 trees annually through the 50 Million Tree Program and private landowner outreach services

• Stewardship supports the planting of trees through private landowner outreach and as part of restoration programs on public-partner owned lands

• Communications supports the planting of trees as part of an outreach and educational opportunity

• 95%+ of our farm leases were cancelled and those lands were afforested over the course of 4 years (2002-2005)

• Our Conservation Area programs support tree planting via management programming and trail management Each tree planting program focuses on different sets of objectives but are encompassed by a commitment to reforestation and afforestation. Through planting programs, a wide range of objectives and initiatives can be achieved. Conservation Halton is committed to ensuring that the right trees are planted in the right places to maximize future forest health and reduce management interventions. Restoration is a valuable tool in delivering improved ecosystem services and a visual landscape change that helps to engender support for conservation efforts. Restoring brownfield sites, creating tree buffers along creek systems, and restoring areas of abandoned farmlands to natural heritage systems all help deliver improved regional ecosystem services and forest cover. They are also ideal opportunities for public engagement in so far as restoration works can be impactful on local landscapes and provide opportunity for active engagement.

RECOMMENDATION 9: Promote private landowner tree planting programs to engage a wider community in the importance and value of forested landscapes.

Seed Stock Conservation Halton currently plants tree material that is grown from local seed sources (Zone 34 and 37) including stock grown from seed collected by staff. Staff collect local seeds because they are genetically adapted

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to withstand local climate conditions. To mitigate the impacts of climate change on Conservation Halton forests, it is suggested that we introduce a percentage of material sourced from more southerly locations which is expected to be better adapted to climate change (Ledig and Kitzmillar 1992, Boysen 2016). The amounts of each will depend on our confidence in climate change prediction over the course of the plan and stock availability from our neighbours to the south. A key factor in determining tree stock availability from more southerly seed zones is ensuring that the nurseries who grow the stock have a ready supply of genetically diverse seed and stock being purchased as it will need to meet the same level of quality we are currently receiving from local nurseries. With an extensive area of forested lands and a diverse mix of species, Conservation Halton will continue to play a key role in seed collection to provincially recognized standards on its own lands as part of its support of forest health across the region.

RECOMMENDATION 10: Continue to support a vibrant local seed stock within southern Ontario nurseries by providing a reliable, local seed source.

Forest Establishment and Growth Planting trees is not the end of establishing a forest but is simply the beginning. Forest establishment requires management; short term tending over 1-, 2- and 5-year periods initially, and the need for repeated assessment for the initial 10 years after planting. If, after five years, the survival remains above 60%, then the forest can be left to grow. After 10 years, the forest is becoming established, and ideally at 20 years a first thinning (especially in the case of conifer plantations) and management operation will be required to ensure a diverse and resilient woodland. However, forest growth and establishment require a sustained commitment by Conservation Halton, regardless of whether it is an owned, managed or partner-managed property.

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Foundations of Forest Management

Sustainable Forest Management Sustainable forest management is the care and use of forests such that their environmental, social, and economic values and benefits are maintained into the future (Natural Resources Canada 2017). Maintaining forests sustainably requires a science-based methodology for assessment, decision-making and management planning, and requires a re-evaluation of methods with scientific advancements and changing environmental conditions. Laws, regulations, and policies are in place to promote sustainable management practices in all provinces (Table 1). Registered Professional Foresters and Forestry Professionals are responsible for ensuring that these high standards are implemented in individual forests. It is these approaches that define international standards (e.g. Forest Stewardship Council (FSC) certification) for forest management.

All Conservation Halton forest management activities will meet or exceed any applicable, generally accepted standards of sustainable forest management, as outlined the MNRF’s “A Silvicultural Guide to Managing Southern Ontario Forests”, Natural Resources Canada’s “State of Canada’s Forests” and Forest Stewardship Councils “Principles and Criteria” for well-managed forests. This form of management maintains and enhances the long-term health of the forest ecosystem for present and future generations. It is the tool with which Conservation Halton will manage its forests to improve their overall health. To effectively address forest health challenges, Conservation Halton must implement sustainable forest management across all its forests, not just planted single-species stands. Sustainable forest management is the way we can enhance our iconic escarpment woodlands to better achieve forest health and resilience including maintaining characteristics for which lands are recognized, removing diseased and hazard trees, promoting vigorous growth, thinning over stocked areas and proactively addressing potential hazards.

RECOMMENDATION 11: Manage for long term forest health by promoting and utilizing Sustainable Forest Management principles and practices that meet or exceed current standards.

Our approach to sustainable forest management was developed as part of the Master Planning process and is reflected within Conservation Area Master Plans and will follow and adopt international standards defining ‘Sustainable Forest Management’ as captured by FSC Principles and Criteria for well managed forests and other recognized standards (e.g. Canadian Standards Association Sustainable Forest Management standards, Sustainable Forestry Initiative (SFI)).This applies to any other similar standards that might arise through the lifespan of this Plan as the science of sustainable forestry develops.

Mimic Natural Disturbance Conservation Halton manages a relatively small extent of what would have been a region-wide forest less than 200 years ago. Over time, these extensive forests have become marginalised and disconnected from each other, to the narrow scope of forest that we manage today within Halton. When our forests were an interconnected landscape, they would have been influenced by areas of loss and natural deforestation, and periods of forest

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renewal. These natural processes caused by disease, storm and fire would have provided a complex matrix of diverse forest age stands. The degree to which tree planting and subsequent management emulates the structural complexity, variability and key features of natural regeneration through the forestry cycle determines the diversity and composition of the biotic community at stand and landscape levels (Franklin et al., 2002; Hansen et al., 1991; Spence et al., 1999). Today, in a vastly reduced and fragmented forest complex, our aim is to conserve and promote diverse and resilient forests on the landscape. To do so, we must minimise the ‘risk’ of a natural loss such as fire. With smaller, isolated woodlands such as ours, these natural processes threaten entire woodland areas, or the removal of a species from a forested land holding. To maintain species diversity, a healthy forest and a forest that is resilient to climate change, these natural processes of loss and regrowth need to be re-created through silvicultural management such as stand improvement thinning, under planting with native species where necessary, and controlling invasive plants and undesirable regeneration.

Old Growth & Interior Forest Habitat Forest cover expansion is key to meeting nationally recognized standards to support healthy ecosystems; however, the quality of the forest is also critical. Old Growth is a term often used in forestry but has an indistinct meaning. The MNRF characterizes old growth forests by high turnover of overstory trees resulting in a mosaic of gaps that encourage development of a multi- layered canopy and an abundance of snags and downed woody debris (2015b). This provides a wealth of microhabitats for insects and wildlife. For a white birch forest, this might be 80 or more years old, whereas an old growth stand of cliff edge white cedars range in ages from 500-1000 years. In Halton Region, old growth would reflect forests that are 200 or more years old. Interior Forest Habitat is the inner area of a forest that is at least 100m in from the forest edge (MNR 2005). An interior forest has a unique and rich biodiversity and is home to species that avoid the more disturbed edge environments. These areas have become increasingly rare as forests have become fragmented – smaller pockets of woodland may add up to a total that is more significant, but do not contain the interior habitat relied on by many species. When looking at active parks, areas with trails or other recreational activities within the interior forest would disrupt these ecosystems. Growing and enhancing the amount of old growth and interior forest habitat within the watershed is a measure of the quality of the forest ecosystem being provided. Conservation Halton will manage for old growth characteristics, where possible. However, given the pressures on our woodlands and forests, it is unlikely that most of our forests would be considered undisturbed.

Management Challenges and Opportunities

Sustainable forest management for Conservation Halton must be based on the assumptions that: the climate will change, with concomittant impacts on the forest; the introduction and impact of invasive species will continue and potentially increase; development pressures will continue and increase; and, that recreational use of the forests will increase.

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Structural and Biological Diversity The architecture, or pattern, of a forest influences the flora and fauna that inhabits it. Key structural components include stand complexity, both horizontal and vertical, the presence of canopy gaps or glades, the quality and volume of both downed woody debris and snags, and forest floor complexity. At a stand level, maintaining or enhancing structural diversity to mimic that of natural forests will help to maintain diversity of flora and fauna at a local level. In addition, managing the forested landscape to conserve or restore a mosaic of forest species, sizes, successional stages, and regeneration cycles is necessary for enhancing environmental and economic resilience, and as such is required by international certification programs such as FSC. Species diversity, or biodiversity, is the spectrum of flora and fauna that inhabit our forests. Included in this diversity are species at risk – species in danger of becoming extinct because of environmental or human-induced changes that threaten either species or its habitat. Ecosystems that have a wide variety of plants and animals tend to be healthier and more resilient than those with a low level of biodiversity. Rapidly changing conditions caused by climate changes and human activity have the potential to reduce biodiversity and degrade the natural environment. Among the threats to biodiversity are habitat degradation, loss, and fragmentation, along with pollution, introduction of invasive species and unsustainable forest practices. Conservation Halton Forests lie within the Great Lakes-St Lawrence region and Carolinian zones, with most upland tolerant hardwood forests – a critical location for species diversity. Carolinian influences and escarpment topography, a climate influenced by the presence of the Great Lakes, and the unique environment of the Niagara Escarpment, make the forests of the region particularly ecologically valuable and diverse. However, this diversity and species richness is also under pressure. Conservation Halton’s forests are located within the fastest growing region in Canada with major population centres expected to grow significantly over the lifetime of this Plan. This is likely to result in further habitat loss for many species, as well as increased habitat fragmentation and greater pressures on our current forest resources. With the Greater Toronto and Hamilton Area (GTHA) on the doorstep of our forests, the risk to species diversity is a key driver and theme of this Strategic Forest Management Plan. The responsibility for biodiversity driven through the Strategic Forest Management Plan ensures that Conservation Halton must manage the forest ecosystem as a unit. Conservation Halton’s approach to strategic forest management goes beyond the traditional perspective of tree management and shadows our strategic commitment to landscape, ecosystem wide management for the overall net benefit of our biodiversity.

RECOMMENDATION 12: Identify and manage appropriate stands toward ‘old growth’ characteristics recognising that the human environment surrounding our forests will rarely allow for true old growth forests.

Climate Change Climate Change is occurring and will continue to influence our watershed into the future. Temperatures are increasing - the mean yearly temperature is higher (Environment Canada 2017), and extreme weather events are becoming more common (e.g. 2013 ice storm, increased forest fires in Ontario 2019-2020, increased flooding events in Canada 2020). Though predictions of the eventual outcomes vary, the scientific community predicts that the impacts of climate change will include hotter summers, more variable winter temperatures, more variable precipitation, and an increase in extreme weather events. These factors will affect Conservation

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Halton forests, potentially impacting ecosystem health and biodiversity. This ongoing change is a key driver for forest management to improve ecosystem health and species diversity. These changes are already being experienced and are a driver for sustainable forest management in three key ways: 1) Healthy forests that are resilient to the changes in weather and conditions and can recover from extreme events 2) Forests of a species mix that is adaptable to the longer-term changes in climate, such as temperature and precipitation levels and that can tolerate new species of insect that will extend in range with changing climate 3) Forests that help mitigate the impacts of climate change to human society – that support clean water supplies and that offset heat island effects and deliver a broad range of ecosystem services that will be facing increasing pressure Our ability to value and deliver ecosystem services through strategic forest management in response to climate change creates potential new areas for growth and management services of Conservation Halton. It is vital that we manage our forests to prepare for the impacts of climate change using scientifically sound approaches (Appendix 1.5). This requires a proactive approach for all our existing woodlands. This includes managing species aided by climate change. Through a more flexible approach to woodland management, managing our existing forests to ensure that should one species of tree start to be impacted by climate changes, there is a diversity of appropriate species to maintain effective forest cover. Anticipated climate change pressures should be reflected in tree planting and forest cover targets. We must plant a species mix that is equipped to deal with a climate not only as it is today, but as science suggests it will be in 20, 50 and 100 years from now. This requires maintaining a highly skilled technical forestry unit that is at the forefront of forest science and able to implement programs and techniques that enable us to deliver a sustained forestry program, that is both equipped to deal with the changes in climate but is also able to deliver ecosystem services that are going to change in need as we mitigate the impacts of climate change.

RECOMMENDATION 13: Build resiliency in our forests with climate change mitigation and adaptation by maintaining and enhancing forest science knowledge for forest management practices.

Invasive Species Invasive species are flora and fauna, not native to the ecosystem, that when introduced cause harm to the environment. Generally, these are non-native species that can exploit local conditions, have no local predators/control and either kill or damage (insects or pathogens) or outcompete (plants) native species. Invasive species have a range of mechanisms for altering ecosystems. The presence of host-specific pests and pathogens such as EAB, beech bark disease and butternut canker, that tend to kill all or most of their preferred host can dramatically impact the structure and function of a wooded area in the short and medium term. Woodlands can take decades to recover from these devastating impacts, and some may never recover. Invasive plants such as garlic mustard, DSV, phragmites and buckthorn are very rapid growers and quickly dominate an area. Without competition or effective predators – mainly insects, these species exclude native species from the areas they colonise and compromise ecosystem diversity. In some cases, such as DSV, the tree regeneration can be compromised. Species such as garlic mustard have an allelopathic impact on forest

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soils – garlic mustard’s ubiquitous nature makes this a significant threat to our forests. Species such as giant hogweed have significant human health implications having a sap which can cause severe burns when skin is exposed to sunlight. If discovered on our properties Conservation Halton will strive to manage populations. Existing and potential invasive insects, plants and pathogens are potential threats to forest health and resilience in Conservation Halton forests. Conservation Halton has noted the presence of invasive plant and insect species, at times multiple invasive species, in most of its forested lands (Table 2).

Table 2 Invasive plants, insects, and pathogens of concern in Conservation Halton forests

Plants Insects Pathogens

Dog-strangling vine Emerald ash borer Butternut canker Phragmites Gypsy moth Beech bark disease Common and Glossy Buckthorn Asian longhorned beetle* Oak wilt* Giant hogweed Hemlock woolly adelgid* Thousand canker disease* Japanese knotweed Garlic mustard Tartarian Honeysuckle Oriental bittersweet . Periwinkle Five-leafed aralia Goutweed Daylily Privet Japanese Angelica Tree Multiflora rose

*Not yet known to be present

The presence of invasive species in Conservation Halton forests creates management challenges. For example, we must ensure tree species diversity over the landscape to mitigate the impact of emerging and potentially catastrophic invasive pests and pathogens such as Asian Longhorned Beetle (ALHB). Planning for, and managing, invasive plants in the understory before and after forestry operations will be necessary to ensure tree regeneration and understory diversity. Conservation Halton has Standard Operating Procedures in place to reduce the spread of invasive plants during forestry operations. Invasive plant species vary in their invasiveness, re-introduction potential and the success of treatment (Table 3). Some plant species, such as Manitoba maple are more readily controlled, whereas others, such as DSV present ongoing management challenges. We have several concerns relating to invasive species and human use of woodlands. Firstly, one impact of invasive species is in creating hazard trees, which creates risk to users of the woodland areas. In many instances, the driver of management of invasive species is not for forest health, but instead is to address risks

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that these indirect impacts can create. Secondly, invasive plant spread is aided by humans, animals and equipment that unwittingly carry and disperse seed. Table 3 Plant characteristics and treatment success

Spread/re- Invasiveness Species introduction Treatment success * potential Mechanical: variable, needs continuing efforts to maintain. Dog- Chemical: good control when done when plants flowering and with strangling Major High late season follow up treatment. vine (Lawlor and Raynal 2002: Aitken 2008) Chemical: Herbicide treatment of cut stumps is treatment of choice but variable results; may depend on herbicide and timing of European Major High application; subsequent saplings need to be treated (Gale 2000; buckthorn Zouhar 2011). Eradication not likely, but decreasing control effort over time (Zouhar 2011) Mechanical: Hand pulling effective for satellite populations, Garlic eradication (vs. control) sometimes achieved (Drayton and Primack Major High mustard 1999). Chemical: information about herbicide efficacy is difficult to find. Will require several consecutive years of treatment. Manitoba Minor Unknown Un-described maple Tarterian Moderate Moderate Mechanical: Pulling small plants effective; with larger stems honeysuckles cutting followed by treating stumps and subsequent sprouts with herbicide effective (in Munger 2005). *After White et al. 1993 and consistent with plant biology (reproductive success, seed dispersal abilities, breadth of habitat tolerance, and ability to outcompete other plants through extended growing season and/or allelopathy)

Ironically, invasive species are a key and valuable tool in engaging communities. The scale of climate change and the challenges our global species at risk face present a daunting and at times apparently insurmountable battle to our regular visitors and local communities. In contrast, invasive species are a local issue that have local

RECOMMENDATION 14: Establish an Invasive Species Management Program and manage invasive and non- native plant species on Conservation Halton properties, where possible. impacts and can be readily placed in context by many users and communities. Be it a concern of the impact of giant hogweed, or the understanding of the impacts of EAB or ALHB through the publication of firewood movement bans, invasive species on the doorstep can inspire communities to action. They are also an ideal opportunity for engagement as many invasive species such as garlic mustard and buckthorn can be managed. Management options are very resource-heavy meaning the more people involved the more effective the effort. These situations give an ideal opportunity for volunteerism and active participation in local greenspaces.

Species at Risk Several species at risk reside in Conservation Halton forests (Table 4) - from iconic species such as the Jefferson salamander, a species at risk that finds its only refuges in the vernal ponds and pools common through our

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forests, to plant species like American columbo, which require the climate and soils here as well as open canopy areas in which to thrive, to tree species such as butternut that is threatened by a fungal pathogen, butternut canker. These species are listed as locally, regionally, provincially, or nationally threatened, with the most significant species and habitats protected by Species at Risk legislation (Table 1). Through our forest management, Conservation Halton will adopt the highest standards of approach to working with species at risk. Protecting species and their habitats requires good management, and through our forest health approach to sustainable forest management, Conservation Halton commits to striving to protect species and their habitats. Forest management plans and harvest prescriptions will address best practices for the conservation of these species. Appendix 1.3 includes recommended forest management strategies for these species. This is a living Appendix and will be updated accordingly.

RECOMMENDATION 15: Adopt leading practice through sustainable forest management to conserve and improve forest habitat for the benefit of Species at Risk.

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Table 4 Potential terrestrial species at risk in Conservation Halton forests

Species SARO Status Species SARO Status

Amphibians Mammals Jefferson Salamander Endangered

Eastern Small-footed Myotis Endangered

Birds Little Brown Myotis Endangered Bank Swallow Threatened Northern Myotis Endangered Barn Swallow Threatened Tri-colored Bat Endangered Bobolink Threatened Woodland Vole Special Concern

Canada Warbler Special Concern

Cerulean Warbler Threatened Plants Chimney Swift Threatened American Chestnut Endangered Common Nighthawk Special Concern American Colombo Endangered

Eastern Meadowlark Threatened Eastern Wood-Pewee Special Concern Broad Beech Fern Special concern Golden-winged Warbler Special Concern Butternut Endangered Grasshopper Sparrow Special Concern Dense Blazingstar Threatened Henslow's Sparrow Endangered Eastern Flowering Dogwood Endangered Least Bittern Threatened Harts-tongue Fern Special concern Louisiana Waterthrush Special Concern Hoary Mountain Mint Endangered Olive-sided Flycatcher Special Concern Red Mulberry Endangered

Peregrine Falcon Special Concern

Prothonotary Warbler Endangered Snakes and Lizards

Red-headed Woodpecker Special Concern Short-eared Owl Special Concern Eastern Ribbonsnake Special Concern Whip-poor-will Threatened

Wood Thrush Special Concern

Yellow-breasted Chat Endangered Turtles

Blanding’s Turtle Threatened

Insects Eastern Musk Turtle Threatened Gypsy Cuckoo Bumblebee Endangered Northern Map Turtle Special Concern Monarch Special Concern Snapping Turtle Special Concern Mottled Duskywing Endangered Spiny Soft-shell Turtle Threatened Rusty-patch Bumblebee Endangered Wood Turtle Endangered

West Virginia white Special Concern

Yellow-banded Bumblebee Special Concern

Hazard Tree Management Hazard trees in our woodlands are a concern for risk management. A hazard tree is defined by Conservation Halton policy as a tree that has a propensity to fail, in all or part, and strike a target, a target being an asset of the authority – trails, building etc., or an asset of a neighbour (e.g. house) (Appendix 1.6). Currently, hazard trees are managed as a stand-alone program by arborist staff. Staff survey trails on a regular basis, identity

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hazard trees and act as needed. However, hazard trees are mostly a symptom of a woodland that is in less than optimum health. A healthy forest does not support a significant hazard tree concern, as these trees are managed early and proactively as part of Sustainable Forest Management to achieve forest health. Through delivering Goal 1, Conservation Halton will in turn be limiting and reducing the challenges associated with hazard tree management.

RECOMMENDATION 16: Maintain a responsive hazard tree program and reduce risk of hazard trees through proactive Sustainable Forest Management.

Recreational Use As stated under Ecosystem Services, forests play a key role in human health and well-being. Recreational activities can stimulate stewardship for nature and the forest, create grassroots monitoring of forest health by locals recreational use can negatively impact forested areas in a number of ways including: soil compaction from foot traffic, widening of existing trails, creation of unsanctioned trails, and unauthorised use of off road vehicles; trampling of plants and regenerating understory trees; and the introduction and spread of invasive species (City of Toronto, Parks, Forestry 2013). The presence of trails can change wildlife movement patterns with resulting increased exposure of prey to predators. There is a balance to be identified and maintained between recreational access and ecological protection in forest management planning. With that said, recreational and visitor use can also stimulate a desire for stewardship of nature and forests with the public.

Development Pressure Increased urbanization and development are causing a reduction in natural, agricultural, and other green space in southern Ontario. Impacts will include increasing isolation of Conservation Halton’s natural areas and attendant pressures on the diversity and function of flora and fauna within them, worsening air pollution, and the likelihood of increasing recreational pressures on our forest with increased populations.

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Forest Health Monitoring

Conservation Halton forests are under a great deal of stress from drought, extreme weather events, invasive plants, pathogens and insects, outbreaks of native and invasive insects and recreational pressures; these stressors are likely to escalate in coming years. Conservation Halton undertakes regular monitoring to evaluate factors that impact health and resilience of its forests. Staff also attend annual forest health conferences with the MNRF and Forest Ontario to learn about up and coming forest issues and pests. Monitoring becomes most effective when it is ongoing and cyclical. The establishment of the detailed Forest Inventory as Section Two of the Strategic Forest Management Plan is a key activity in our monitoring program as it establishes the shared resource that allows greater collaboration across Conservation Halton departments. With a shared, updatable, and evolving inventory, and a cyclical pattern of management activities, monitoring becomes embedded within the delivery of the Strategic Forest Management Plan. This in turn delivers the ability to report on Forest Health associated outcomes. There are several forest health monitoring programs currently in place that will inform forest management planning: Forest health and biodiversity monitoring: Conservation Halton monitors long-term tree health, tree regeneration, and biodiversity of shrubs/small trees and ground vegetation using the standardized EMAN plot survey protocols (Roberts-Pichette and Gillespie 1999). These protocols provide a robust methodology for monitoring and documenting forest ecosystem change over time. There are 12 permanent EMAN monitoring sites, nine on Conservation Halton holdings, two on Town of Oakville property and one on Town of Milton land. The full suite of monitoring is completed on rotation every four years with tree mortality monitored each year at all sites. Forest bird monitoring: Conservation Halton conducts yearly forest bird monitoring at permanent point count stations at 10 sites. Forest bird monitoring follows Canadian Wildlife Service’s Forest Bird Monitoring Protocol. Soil temperature: Changes in soil temperature impact nutrient uptake, moisture content and root growth. Soil temperature monitoring was implemented in 2019 across the forest health sites and will continue annually at all sites. Soil chemistry: The chemical structure of soil is important in holding and distributing nutrients. Soil chemistry was collected at forest health sites in 2019. Chemistry analysis will be completed in future years as needed. Tree inventory, and pest and pathogen monitoring: Permanent Sample Plots (PSP’s) were originally established for the detection of gypsy moth on Conservation Halton lands in 2000. Plots were established in Conservation Halton natural areas across the watershed, and strategically located in woodlands dominated or co-dominated by oak, aspen, birch, maple, beech and or white pine species. The plots are monitored regularly for insect and disease signs and symptoms, along with the collection of tree inventory data. Monitoring and tree inventory updates will be included in Section 3. Natural Heritage Annual Monitoring: As property steward for three Ontario Heritage Trust properties (Yaremko, Yaremko-Ridley and the Little Tract), several tasks are required. They include an annual site visit and a report on matters impacting the health of the forests on these properties including the maintenance of natural features and biodiversity and minimizing disturbance to restore any natural features suffering adverse impacts. Various observations are documented such as invasive species; human disturbances (e.g. ATV usage, encroachment by neighbours, horseback riding, littering, campfires, and/or erosion); wildlife and flora; signage concerns, hazard trees, and/or trail decommissioning and encroachments. All observations are included in the annual monitoring report. To complete the property assessment a list of required actions and recommendations are proposed and forwarded to the Ontario Heritage Trust.

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Planting Quality Assessment: Are undertaken on all forest planting sites during and immediately post plant. A minimum 90% quality must be attained at this point. Survival Assessment: Assessments are completed at 2 and 5-year intervals after planting for each property planted by Conservation Halton. A minimum of 2% of the total trees representing a range of tree species, site condition and planting method are selected for quality assurance monitoring. Planting must attain a minimum of 60% survival, anything less requires follow-up action. Emerald Ash Borer: Emerald Ash borer was detected in the Halton area in 2008. Conservation Halton forestry staff conducted detection surveys using green prism traps, as recommended by the CFIA to determine the insect’s presence in our parks and other land holdings. The presence of EAB was confirmed in most if not all Conservation Areas and Natural Areas during this period. In 2014, stem injections were undertaken for amenity ash trees exhibiting > 70% live crown, and in the more developed areas of the parks and along woodland trails, to protect amenity trees and trees with potential seed source value. During staff turn over, unfortunately stem injections treatments missed two years of treatment starting in 2017. If a year of treatment is missed, the effectiveness of the injection is compromised, and future treatments may not be effective. As such, no further treatments were conducted from 2019 onward. Regular monitoring of previously injected trees continues annually. Hazardous ash trees in the developed areas of our parks and along trails, near park assets and infrastructure are also marked for removal. Asian Long Horned Beetle: Asian longhorned beetle has not yet been found in Halton Region. With the assistance of CFIA, we have trained forestry staff in looking for exit holes and egg laying sites on maple trees and have 2 sites within our parks, where ALHB simulated signs and symptoms have been re-created. Staff respond quickly to trees that exhibit any potential signs and symptoms of ALHB infestation. Hemlock woolly adelgid: Hemlock woolly adelgid is not yet known to be established in Ontario, though is established in neighbouring states. Conservation Halton staff have participated in detection workshops and participate in a forest manager working group for HWA. Conservation Halton forestry staff will work with CFIA to monitor for this pest. Current survey methods3 Current management options1 Oak wilt: Oak wilt is not yet found in Ontario but is established close to the Ontario border in Michigan. Conservation Halton staff have participated in an oak wilt detection workshop. Conservation Halton forestry staff will work with CFIA to monitor this disease. Where possible, staff have adapted their pruning practices to prevent this disease from establishing. As this disease approaches our watersheds, more active surveying will take place. Current survey methods1 Current prevention and management options1

RECOMMENDATION 17: Continue to monitor for forest pests and diseases, including invasive species, and establish greater interdepartmental collaboration on monitoring programs

3 Best practices at time of publication.

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Summary

Conservation Halton will work towards the three goals laid out in the Strategic Forest Management Plan by implementing the recommendations described throughout this section (also listed on page 49). This 20-year Plan will be reviewed each time the Managed Forest Tax Incentive Plan for Conservation Halton properties is being renewed (2027 and 2037) and the Plan will be formally updated in 2040. By which time we will have improved forest health conditions, maximized the value of our forests and maintained, and where possible, increased forest cover across our watershed.

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Objectives of Forest Management

Goals and Approaches

To accomplish the Plan’s Goals, staff will implement a series of Approaches. The Approaches are umbrella statements encompassing multiple tasks. The table below demonsrates how each Approach helps accomplish one or more Recommendations (summarized on page 49). Section 3 of the Plan includes an expanded version of this table with action items, time frames, and Key Performance Indicators.

Goals Approaches Recommendations (see below table for list) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 #1 Improve forest Sustainable Forest Management health conditions using Invasive species management current and future Forest Inventory accepted Wildlife Habitat methodologies and Monitoring science Forest Information Management System Strat Plan Implementation, Admin, and Partnership #2 To maximise the SOPs and BMPs value of our forests in Wildlife Habitat delivering Invasive Species environmental goods Seed forecasting and collection and services, social and Sustainable Forest Management health benefits, and Manage for climate change impacts enhanced forest Value matrix diversity

#3 To maintain, and Secure land where possible, Maintain or enhance afforestation programs increase forest cover Internal partnerships across our watershed Sustainable Forest Management through afforestation Outreach and Education

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Goals Approaches Recommendations (see below table for list) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 of Conservation Halton land acquisitions and on private lands, and through land securement, public education, and landowner outreach programs

Summary of Plan Recommendations

1. Update Forest Inventory to inform strategic forest management. 2. Continue to build, support and develop relationships with partners and agencies where there is a joint benefit. 3. Develop and sustain meaningful relationships with First Nation, Metis and Indigenous partners that seek opportunities for increased engagement and mutually beneficial partnerships. 4. Support active land securement by building relationships with private landowners through landowner education regarding Ecogifts program and/or designate a percentage of timber revenues to the Land Securement budget. 5. Ensure that the ‘value’ provided by the forest infrastructure on Conservation Halton lands is reflected in the emerging asset management framework 6. Establish a dedicated Forest Reserve Budget to enable timber revenues to be dedicated toward the continued growth and improvement in Conservation Halton Forests. 7. Monitor and improve overall forest health and wildlife habitat throughout Conservation Halton forests. 8. Maintain current forest cover percentage through the management of the Conservation Halton forest and by working with watershed partners. 9. Promote private landowner tree planting programs to engage a wider community in the importance and value of forested landscapes. 10. Continue to support a vibrant local seed stock within southern Ontario nurseries by providing a reliable, local seed source. 11. Manage for long term forest health by promoting and utilizing Sustainable Forest Management principles and practices that meet or exceed current standards.

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12. Identify and manage appropriate stands toward ‘old growth’ characteristics recognising that the human environment surrounding our forests will rarely allow for true old growth forest 13. Build resiliency in our forests with climate change mitigation and adaptation by maintaining and enhancing forest science knowledge for forest management practices 14. Establish an Invasive Species Management Program and manage invasive and non-native plant species on Conservation Halton properties, where possible 15. Adopt leading practice through sustainable forest management to conserve and improve forest habitat for the benefit of Species at Risk 16. Maintain a responsive hazard tree program and reduce risk of hazard trees through proactive Sustainable Forest Management 17. Continue to monitor for forest pests and diseases, including invasive species, and establish greater interdepartmental collaboration on monitoring programs

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Definitions

Acceptable Growing Stock (AGS): Trees suitable for retention in the stand for at least one cutting cycle (15-25 years). They are healthy, robust trees. They may or may not have commercial value.

Approach: An umbrella statement that encompasses multiple tasks and helps accomplish Recommendations. The Approaches have action items, time frames for completion and Key Performance Indicators.

(Climate Change) Adaptation: Adjustment in natural or human systems in response to actual or expected climatic stimuli or their effects, which moderates harm or exploits beneficial opportunities. Various types of adaptation can be distinguished, including anticipatory, autonomous, and planned adaptation (EPCC 2009).

Afforestation: The planting of new forests on lands which, historically have not contained forests (IPCC nd).

Climate Change: a change in climate over time whether due to natural variability or because of human activity (EPCC 2009).

Conservation Area: Lands that are of significant natural and/or cultural heritage value and that are managed for the long-term conservation of these features and are often also used for large scale flood and water control structures. These properties provide the focus of management to support public recreational use and access to these heritage areas. (Conservation Halton Land Securement Strategy, 2017)

A Conservation Area is generally a larger property, often with a key attraction, and is characterised by a higher level of public access and recreation. These properties frequently have significant assets and resources in support of recreational and educational use. Conservation Areas are promoted as a destination for visitors, they will have signage, trail maps and may have a gate house. Conservation Areas will generally have a Master Plan for land management and use of the property. Through forest inventory work, staff will highlight management needs and special sensitivities on these properties.

Conservation Land Tax Incentive Program (CLTIP): A voluntary tax incentive program, where landowners agree to protect provincially important natural heritage features that have been evaluated and identified by MNRF. These lands are assessed at the CL property class and are tax exempt (MNRF 2010).

Conservation Reserve: Represent the least publicly accessible and include some of the most significant natural heritage communities in the Authorities ownership. Public access is not encouraged or supported on these lands. (Conservation Halton Land Securement Strategy, 2017)

A Conservation Reserve is generally a smaller and more isolated property. These lands may be heavily protected and regulated by existing policy frameworks and may provide extremely challenging access These properties will generally not have Master Plans in place but will be included within forest inventory work which will highlight management needs and special sensitivities of the property.

Ecosystem Services: The benefits provided to people by ecosystems. They include provision of clean water, fuel and wood, the regulation of climate, flooding, and water purification, the support of nutrient cycling, soil formation and primary production, and have aesthetic, spiritual, educational and recreation value (Millennium Ecosystem Assessment 2005).

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Forest/Woodland An ecosystem characterized by a more or less dense and extensive tree cover, often consisting of stands varying in characteristics such as species composition, structure, age class, and associated processes and commonly including meadows, streams, fish and wildlife (Helms 1998).

Forest Ecosystem resilience: The capacity of an ecosystem to return to the pre-condition state following a perturbation, including maintaining its essential characteristics taxonomic composition, structures, ecosystem functions, and process rates (Thompson et al 2009 after Holling 1973).

Forest Fragmentation: The conversion of formerly continuous forest into patches of forest separated by non- forested lands (roads, agricultural land, urban areas, or other development). This impairs the forest’s structure and function. Temperature, moisture, and light regimes are altered which impacts habitat for flora and fauna, and effects processes such as water and air purification (Rusak nd).

Forest Health: The perceived condition of a forest derived from concerns about such factors as its age, structure, composition, vigour, presence of unusual levels of insects, disease, invasive species, and resilience to disturbance (Helms 1998).

Forest Management: Application of business methods and technical forest principles to the management of forest property (MNR 2000).

Forest Management Activities: These include, but are not limited to, physical works to manage a forest from high pruning, limbing and other tree health activities, to thinning (selective removal of trees to promote growth in remaining trees), felling and extraction of timber, felling and removal of hazard trees, marking of trees for removal by certified forestry professionals where a prescription for works has been approved. Management will take place in accordance with good forestry practices.

Forest Management Unit (Type): The term used to group stands of similar character in composition and development to differentiate them from other groups of stands (MNR 2000).

Goal: A primary target set out with measurable success based on completed Recommendations.

Good Forestry Practices: Silvicultural activities conducted in ways that enable the stand to maintain ecological processes and wildlife habitats as well as grow healthy plants. Silvicultural activities should lead to ecological sustainability of managed stands by minimizing harm to the forest values and by protecting significant features that help to maintain the integrity and long-term health of the stand (MNR 2000).

High Conservation Value Forest: High value conservation forests have biological, ecological, social or cultural value(s) of outstanding significance or critical importance and would include species diversity; landscape level ecosystems and mosaics; ecosystems and habitats; ecosystem services; community needs; and cultural values” (Forest Stewardship Council 2017).

Interior Forest: Habitat within the forest or woodland, 100m away from the forest edges and open habitat and not influenced by either one. Interior forest is reminiscent of contiguous, historic forests. Larger woodlands, and those with shorter perimeters tend to have greater amounts of forest interior (vs narrow forests) (MNR 2000). Activities such as motorized trail bikes, all terrain vehicles, horses, and mountain bikes that heavily compact the soil should be isolated or excluded. These activities can also disrupt the soil enough that exotic invaders can establish more easily. MNRF “A Land Manager’s Guide to Conserving Habitat for Forest birds in Southern Ontario”.

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Key Performance Indicator: A measure of success for the action item associated with an Approach.

Managed Forest Plan: A written plan for the organized handling and operation of a forest property. It includes data and prescribed measures designed to provide optimum use of forest resources according to predetermined objectives (MNR 2000).

Managed Forest Tax Incentive Plan (MFTIP): A tax saving program offered by MNRF, to landowners who apply, qualify and have Managed Forest eligible lands, designed to increase landowner awareness about forest stewardship and encourage responsible management of forests (MNRF 2017).

(Climate Change) Mitigation: an intervention to reduce the anthropogenic forcing of the climate system; it includes strategies to reduce greenhouse gas sources and emissions and enhancing greenhouse gas sinks (EPCC 2009).

Natural Area: Lands that have been acquired through a variety of mechanisms and primarily reflect the conservation and natural resource management roles of Conservation Halton. Management of these lands is focussed on resource and conservation management, and limited public access is supported. (Conservation Halton Land Securement Strategy, 2017)

A Natural Area is typically a smaller property characterised by a significantly lower level of public recreational use than a Conservation Area, and minimal if any infrastructure to support that use. These areas may have limited signage and may have access trails. Public activities will be limited to passive recreational activities. Natural Areas will generally not have Master Plans in place but will be included within forest inventory which will highlight management needs and special sensitivities of the property.

Natural Disturbance: The historic patterns (frequency and extent) of natural processes such as fire, insect outbreaks, and wind events that affect the ecosystems. Natural disturbance regimes can differ between forest and site types.

Natural Heritage System: a system of natural heritage features and areas, linked by natural corridors, which are necessary to maintain biological and geological diversity, natural functions, viable populations of indigenous species and ecosystems. These systems can include lands that have been restored and areas with the potential to be restored to a natural state (Provincial Policy Statement 2005).

Old Growth Forest: A relatively old forest that show little or no evidence of human disturbance. This term is misapplied by many to describe any forest that appears to be old. Individual trees in this type of forest are usually over 200 years old and there are large standing and fallen dead trees throughout the stand. (A Silvicultural Guide to Managing Southern Ontario Forests, 2000)

Recommendation: An actionable item that will help Conservation Halton work towards accomplishing the three Goals of this Plan. Recommendations serve as the backbone of the Plan.

Sustainable Forest Management: Sustainable forest management is the care and use of forests such that their environmental, social, and economic values and benefits are maintained into the future (Natural Resources Canada 2017).

Unacceptable Growing Stock: These trees have a high risk of dying and are expected to decline over the next cutting cycle. They include trees that are diseased, of poor form and/or low quality. UGS trees are not always

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marked for removal. UGS trees may contain important wildlife habitat features (cavities, stick nests) and may also have potential to produce seed.

Woodland: Treed areas that provide environmental and economic benefits to both the private landowner and the general public, such as erosion prevention, hydrological and nutrient cycling, provision of clean air and the long-term storage of carbon, provision of wildlife habitat, outdoor recreational opportunities, and the sustainable harvest of a wide range of woodland products (MNR 2005).

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References

Aitken, R. 2008. The biology, distribution, and control of the dog-strangling vine (Vincetoxicum rossicum) in southern Ontario. Trent University. Unpublished report.

Boyson, B. 2016. Gene Conservation to Sustain Our Forests, to Sustain Ourselves In: The Professional Forester Number 223 https://secure.opfa.ca/sites/default/files/members/newsletter/Issue%20223%20sept%202016.pdf City of Toronto, Parks, Forestry. 2013. Sustaining & expanding the urban forest: Toronto’s strategic forest management plan. [Available at: http://www1.toronto.ca/City%20Of%20Toronto/Parks%20Forestry%20&%20Recreation/Urban%20Forestry/File s/pdf/B/backgroundfile-55258.pdf ] Accessed October 2, 2015. Colombo, S.J., Cherry, M.L., Greifenhagen, S., McAlpine, R.S., Papadopol, C.S., Parker, W.C., Scarr, T., Ter- Mikaelin, M.T. 1998. The impacts of climate change on Ontario’s forests. Forest Research Information Paper No. 143 Drayton, B. and Primack, R.B. 1999. Experimental extinction of garlic mustard (Alliaria petiolata) populations: implications for weed science and conservation biology. Biological Invasions 1: 159-167 Environment Canada. nd. Historical Data. [Available at: http://climate.weather.gc.ca/historical_data/search_historic_data_e.html ] Accessed 5 April 2017 Environment Canada. 2013. How Much Habitat is Enough? Third Edition. Environment Canada, Toronto, Ontario. Expert Panel on Climate Change. 2009. Adapting to climate change in Ontario. Report of the expert panel on climate change adaptation to the Ministry of the Environment. Queen’s Printer for Ontario. 88p Forest Stewardship Council. Principles and Criteria. https://ic.fsc.org/en/what-is-fsc-certification/principles- criteria/fscs-10-principles Accessed 7 April 2017 Franklin, JF, Spies, TA, Pelt, RV, Carey, AB, Thornburgh, DA, Berg, DR, Lindenmayer, DB, Harmon, ME, Keeton, WS, Shaw, DC, Bible, K, Chen, J. 2002. Disturbances and structural development of natural forest ecosystems with silvicultural implications, using Douglas-fir forests as an example. Forest Ecology and Management. 155: 399-42. Gale, S.W. 2000. Control of the invasive exotic Rhamnus cathartica in temperate North American Forests. Restoration and Reclamation Review. 6

Hansen, AJ, Spies, TA., Swanson, FJ, and JL Ohman. 1991. Conserving biodiversity in managed forests: lessons from natural forests. BioScience. 41:382-392. Helms, J.A., ed. 1998. A dictionary of forestry. Society of American Foresters. 210pp International Panel on Climate Change. n.d. Glossary of Terms used in the IPCC Fourth Assessment Report. [Available at: http://www.ipcc.ch/pdf/glossary/tar-ipcc-terms-en.pdf ] Accessed 13 March 2018 Jacquart, E. 2009. Where do I start? Prioritizing Invasive Plant Control. Indiana Native Plant and Wildflower Society Journal. [Available at: http://www.inpaws.org/biodiversity/prioritizing-invasive-plant-removal/ ] Accessed 13 March 2018. Lawlor, F.M. and Raynal, D.J. 2002. Response of swallow-wort to herbicides. Weed Science 50:179-185.

Ledig, F. T. and J. H. Kitzmiller. 1992. Genetic strategies for reforestation in the face of global climate change. Forest Ecology and Management. 50: 153-169.

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Millennium Ecosystem Assessment. 2005. Ecosystems and human well-being: synthesis. Island Press, Washington, DC. 137p. Ministry of Natural Resources and Forestry. 2017. Managed Forest Tax Incentive Program [Available at: https://www.ontario.ca/page/managed-forest-tax-incentive-program ] Accessed 6 April 2017. Ministry of Natural Resources and Forestry. 2015a. Forest management guide to silviculture in the Great Lakes- St. Lawrence and boreal forests of Ontario. Ministry of Natural Resources and Forestry. 2015b. Significant wildlife habitat criteria schedules for ecoregion 7E. Ontario Ministry of Natural Resources and Forestry, Regional Operations Division. 40p Ministry of Natural Resources and Forestry. 2010. Conservation land tax incentive program. Community conservation lands guide. 19p. Ministry of Natural Resources. 2005. Natural heritage reference manual for natural heritage policies of the provincial policy statement, 2005. Second edition. Ministry of Natural Resources 2000. A Silvicultural Guide to managing Southern Ontario Forests, MNR, Queens Printer, Toronto. 648p Munger, Gregory T. 2001. Alliaria petiolata. In: Fire Effects Information System, [Online]. U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, Fire Sciences Laboratory (Producer). [Available: http://www.fs.fed.us/database/feis/].

Natural Resources Canada. 2017. The state of Canada’s forests: annual report. [Available at: http://www.nrcan.gc.ca/forests/report/16496 ] Accessed 7 April 2017 Ontario Invasive Plant Council. nd. A landowner’s guide to managing and controlling invasive plants in Ontario. Ministry of Municipal Affairs and Housing. 2005. Provincial Policy Statement. [Available at: http://www.mah.gov.on.ca/Page1485.aspx ]

Roberts-Pichette, P., and L. Gillespie. 1999. Terrestrial vegetation biodiversity monitoring protocols. Ecological Monitoring and Assessment Network (EMAN). EMAN Occasional Paper Series Report No. 9 Rusak, H. ND. Forest Fragmentation. Federation of Ontario Naturalists. SOLRIS Technical Team. 2008. Southern Ontario Land Resource Information System (SOLRIS): Phase 2 – Data specifications Version 1.2. Ontario Ministry of Natural Resources Spence, JR, Buddle, CM, Gandhi, KJK, Langor, DW, Volney, WJA, Hammond, HEJ and GR Pohl. 1999. Invertebrate biodiversity, forestry, and emulation of natural disturbance: a down-to-earth perspective. US Forest Service General Technical Report. Thompson, I., Mackey, B., McNulty, S., and A. Mosseler. 2009. Forest resilience, biodiversity, and climate change: A synthesis of the biodiversity/resilience/stability relationship in forest ecosystems. Secretariat of the Convention on Biological Diversity. CBD Technical Series No. 43 Troy, A, and K. Bagstad. 2009. Estimating ecosystem services in southern Ontario. Report to Ministry of Natural Resources, Ontario. White, D.J., Haber, E. and Keddy, C. 1993. Invasive plants of natural habitats in Canada: and integrated review of wetland and upland species and legislation regarding their control. Environment Canada, Canadian Wildlife Service. [Available at http://www.collectionscanada.gc.ca/eppp-archive/100/200/301/environment_can/cws-

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scf/occasional_paper-e/n110/html/publications/AbstractTemplate.cfm@lang=e&id=337 ]

Zouhar, K. 2011. Rhamnus cathartica, R. davurica. In: Fire Effects Information System, [Online]. U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, Fire Sciences Laboratory (Producer). [Available at: http://www.fs.fed.us/database/feis/ ] Accessed: 2013, September 12.

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Appendices

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Appendix 1.1 Forest Management and Sustainability Policy

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Appendix 1.2 Conservation Halton Properties by Land Class

Conservation Reserve Conservation Areas R1 Lake Medad 66.57ac C1 Hilton Falls 1619.77ac R2 Medad Valley 23.73ac C2 Kelso 1135.80ac R3 Plaikner 55.26ac C3 Rattlesnake Point 730.65ac R4 Knight 45.89ac C4 Crawford Lake 873.44ac R5 Albert 76.66ac C5 Mountsberg 1376.02ac R6 Guelph Junction 69.69ac C6 Mount Nemo 504.53ac R7 Fuciarelli 148.78ac C7 Robert Edmondson 76.53ac R8 Kassam 41.08ac C8 Carlisle 68.39ac R9 Croft 84.82ac C9 Campbellville 3.18ac R10 Paiement 28.51ac C10 Glenorchy 999.8ac R11 Middletown 5.25ac C11 Kerncliff 92.22ac R12 Andrusyshyn 18.56ac C12 Waterdown Woods 296.89ac Total area 664.80ac C13 Clappison Woods 211.33ac C14 Stewart 51.58ac Natural Areas C15 Burlington Beach 21.78ac N1 Shanahan 169.30ac Total area 8061.91ac N2 Kilbride 311.38ac N3 Esquesing 37.64ac Other N4 Moffat-Badenoch Swamp 396.59ac O1 Administration 7.89ac N5 Sixteen Valley 75.48ac O2 Morrison Wedgewood Channel 54.72ac N6 Tirion 49.77ac O3 Hagar Rambo Channel 26.59ac N7 Escarpment 69.14ac O4 Scotch Block Channel 82.11ac N8 Ontario Heritage Trust 216.22ac O5 Milton Channel 11.86ac N9 Kiwanis 101.86ac O6 Cockshutt 1.06ac N10 Bronte Gorge 75.50ac O7 Morriston 1.86ac N11 Grindstone Creek 157.65ac O8 Forster and Burt 13.19ac N12 Nelson Escarpment Woods 13.17ac O9 Queen Elizabeth way 10.11ac N13 Pleasantview 141.20ac Total area 209.39ac N14 Speyside Nature Reserve 64.66ac N15 Wildflower Woods 23.99ac Total area 1903.55ac

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Appendix 1.3 Invasive Species Evaluation and Prioritization After Jacquart (2009) and OIPC (nd)

To facilitate decision making about prioritizing invasive plant control, the following questions are considered for each plant species in each land holding. The number of points are totalled for each species at each site; species/sites with the lower scores are higher priority for treatment.

Abundance

Points How much is there? 1 Small amount; spreading 2 Moderate amount 3 Extensive

Habitat value

Points How valuable is the habitat? 1 Many rare plants or community types nearby 2 A few rare plants or community types nearby 3 Disturbed areas or edges; low value habitat

Impact

Points What is the impact? 1 Plant is aggressive and changes the area; few other species survive 2 Invades undisturbed areas and outcompetes native species 3 Does not out-compete native species but native species do not regenerate 4 Only invades disturbed areas

Control success

Points How likely is control? 1 Easily controllable; one treatment 2 Multiple treatments required, but treatment successful and native species will regenerate 3 Multiple treatments required; will need restoration 4 No effective treatment known

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Appendix 1.4 Management Recommendations for Species at Risk Species at risk statuses change frequently and will be revisited regularly. Management recommendations will also be updated periodically to reflect the most current science and government regulations/permitting policies.

Bats: eastern small-footed myotis, little brown myotis, northern myotis (aka northern long-eared bat), tri-coloured bat Status: Endangered provincially (all four species); northern myotis and little brown myotis also endangered federally.

Range: Eastern small-footed bat (ESFB): In Ontario, south of Georgian Bay to Lake Erie, east to Pembroke, also Bruce Peninsula, Espanola, and Lake Superior PP.

Little brown myotis (LBM): Widespread in Ontario, as far north as Moose Factory and Favourable Lake. Across Canada (from boreal forest south of the tree line and south to US) except Nunavut, and most of the US.

Northern myotis (NM): Forested areas in southern Ontario to north shore Lake Superior. Occasionally as far north as Moosonee and west to Lake Nipigon. Throughout Canada except Nunavut - boreal forest south of the tree line and south through forested areas.

Tri-coloured bat (TCB): Southern Ontario north to Espanola; also, eastern North America to Central America.

Habitat: Each species of bat has: 1) overwintering habitat (hibernacula) used for hibernation; 2) summering habitat (maternity roosts, roosts for males, and foraging habitat); and, 3) swarming habitat used late summer and early fall for mating (swarming sites are often at the entrance to the hibernaculum). Hibernacula for all four bat species include caves, abandoned mines, wells, tunnels, or underground openings. Where distributions overlap, different species may overwinter in the same hibernaculum. Species typically show fidelity to overwinter sites, returning to them year after year. Summer roost selection is influenced by characteristics of the site and of the bat, so it is difficult to define. LBM, NM and TCB all preferentially roost in older forest stands which may be due to snag availability and closed canopy sites for foraging. Males of the three species roost in a variety of structures including rock crevices, raised bark, foliage, and tree cavities. Male LBM and NM often roost in tall snags with large diameters in early to mid-stage of decay, in or near small open patches in mature or over- mature forest. Bat species may switch summer roosting sites regularly but typically use a network of roosts within an area.

ESFB summer roosts are in and under rocks, rock outcrops, in buildings, under bridges, in caves, mines or hollow trees. Overwinters in caves and abandoned mines; this species tolerates cold temperatures better than other bat species, so is often near the cave/mine entrance where temperature and humidity are lower. Forested areas with abundant rock outcrops are good foraging habitat for ESFB. This species is more secretive than other bat species so less is known about it.

LBM summer roosts are in trees (cavities, foliage, tree bark), buildings and other anthropogenic structures (e.g. bat boxes), and crevices in cliffs. Maternity roosts tend to be in large-diameter trees; females show roosting fidelity, returning to same sites which may be used for 10 years or more. Overwinters in caves or abandoned

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mines, and unlike other species can overwinter in buildings, at least in western Canada, where winter temps are relatively high. Foraging bats are associated with open habitats (ponds, roads, open canopy forests), and are also found within the forest.

NM maternity roosts are associated with forest cover, streams, and several tree characteristics. Females prefer tall, large diameter trees in early to mid-stages of decay, but switch roosts every few days, staying within an area. They favor shade-tolerant deciduous stands. Males roost under raised bark or in tree cavities (mid-decay stage). These bats often forage over water, also along and within forests. They hibernate in caves and abandoned mines.

TCB are found in a range of forest habitats. Day roosts and maternity colonies are in older forest or sometimes barns or other structures. They seem to show fidelity to roosting area. Foraging is in riparian areas, and over water. This species is less known.

Threats: LBM, NM, and TCB were emergency listed as Endangered in 2014 because of sudden and rapid declines in population due to white-nose syndrome (WNS); these three species are thought to be the most vulnerable to WNS. ESFB may be less susceptible to WNS than other species because they tend to hibernate in cooler, drier part of the cave where fungus may be less virulent. Regardless, WNS is the greatest threat to all four bat species described here. Other threats include destruction or degradation of hibernacula or roosts, including tree removal and forestry operations. Destruction, degradation, or conversion of foraging habitats is also a concern. Wind turbines are also a threat – the degree of issue not known and likely varies between bat species.

Recommendations:

Any site where any of the four bat species has been observed hibernating, or where swarming has been observed, at least once since 1995 is considered critical habitat. Critical habitat for other functions is not yet identified. Consult with MNRF re: locations of known hibernacula. A 200m buffer around known hibernacula is recommended (required in MB and NF). Cave openings should never be blocked, nor should caves be entered. Manage forests to maintain snags whenever possible and retain healthy trees to provide future snags. If possible, retain trees in riparian zones to maintain quality of feeding zones.

References:

Butchkoski, E. 2014. Eastern Small-footed Bat (Myotis leibii) Pennsylvania Game Commission [Accessed 4 Jan 2017] http://www.pgc.pa.gov/Wildlife/EndangeredandThreatened/Pages/EasternSmall-FootedBat.aspx

Environment Canada. 2015. Recovery strategy for Little Brown Myotis (Myotis lucifugus), Northern Myotis (Myotis septentrionalis), and Tri-coloured Bat (Perimyotis subflavus) in Canada [Proposed] Species at Risk Act Recovery Strategy series. Environment Canada, Ottawa. https://www.registrelep- sararegistry.gc.ca/virtual_sara/files/plans/rs_LittleBrownMyotisNorthernMyotisTricoloredBat_e_proposed.pdf

Forestry Branch, Manitoba Conservation. 2010. Forest management guidelines for terrestrial buffers. Manitoba Conservation Forest Practices Guidebook. http://www.gov.mb.ca/sd/forestry/pdf/practices/terrestrial_final_2010.pdf

Gerson, H. 1984. Habitat management guidelines for bats of Ontario. Ontario Ministry of Natural Resources. MNR #51602 https://dr6j45jk9xcmk.cloudfront.net/documents/2790/guide-bats.pdf

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Government of Ontario. 2016. Mammals at risk in Ontario. [Accessed 3 Jan 2017] https://www.ontario.ca/environment-and-energy/species-risk-type?name=Mammals

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Butternut

Status: Endangered provincially and nationally.

Range: Central and eastern North America, in Canada found in Ontario, Quebec and New Brunswick. In Ontario butternut is found in the southwest, north to the Bruce Peninsula and south of the Canadian Shield (OMNR 2014).

Habitat: Rich moist sites in tolerant hardwood forest in the southern parts of the Great Lakes-St Lawrence forest. Shade intolerant – often found in gaps and on forest edges. Often found along streams. Also, it may be found on well-drained gravel sites and rarely on dry rocky soil (OMNR 2014).

Threats: Threatened by an introduced pathogen – the butternut canker (Ophiognomonia clavigigenti- juglandacearum) that is ubiquitous across the range of butternut (Poisson and Ursic 2013). Although no trees are known to have resistance to the pathogen, indiscriminate harvesting of butternut could remove genetic material which has not yet developed resistance, or which has resistance that is not yet detected (in Poisson and Ursic 2013).

Recommendations: Maintain healthy butternut individuals and remove non-retainable ones. Healthy butternut are those that have more than 70% live crown, and less than 20% of the combined circumference (Diameter at Breast Height (DBH)) of the bole and root flare affected by cankers, or, that have 50% or more live crown and no cankers visible on the bole or root flare (OMNR 2010). Develop suitable stand conditions for butternut; butternut shows more vigour and regeneration in open conditions. Selection harvest parameters developed for butternut are: in pockets ≥0.5 ha within stands with 5-15 healthy butternut group selection openings of 30-70m diameter should be created, retain healthy butternut seed trees along openings, within openings fell all stems except retainable butternut, and employ competition control if necessary. For shelterwood systems, in pockets ≥0.5 ha within stands with >5 healthy butternut use a uniform shelterwood system with full crown spacing, retain 30-60 trees/ha at 12-20 m spacing, fell non-crop trees, and use control competition if necessary (OMNR 2010; in Poisson and 2013). Forest management plans should identify opportunities for butternut regeneration (OMNR 2010). Most butternut seedlings establish within 25-50m of parent tree, therefore it is recommended to maintain a protected area within a distance of 25m from the base of an established, healthy tree where the species has the highest likelihood of regenerating (Poisson and Ursic 2013).

References:

Poisson, G., and M. Ursic. 2013. Recovery Strategy for the Butternut (Juglans cinerea) in Ontario. Ontario Recovery Strategy Series. Prepared for the Ontario Ministry of Natural Resources, Peterborough, Ontario.

OMNR. 2014. Butternut http://www.mnr.gov.on.ca/en/Business/Species/2ColumnSubPage/MNR_SAR_BUTTERNUT_EN.html [Accessed June 2014]

OMNR. 2010. Forest Management Guide for Conserving Biodiversity at the Stand and Site Scales. Toronto: Queen’s Printer for Ontario

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Jefferson salamander

Status: Endangered provincially and nationally.

Range: Jefferson salamander is found in southern Ontario, mainly along the Niagara escarpment, as well as the northeastern US (OMNR 2014). Known populations in Ontario as of 2010 occur in Haldimand, Norfolk, Wellington, Brant, Grey and Elgin counties; forested habitat along the Niagara Escarpment from Hamilton to Orangeville; isolated locations in Halton, Peel, Waterloo, York and Niagara regions; and, Dufferin County east of the Niagara Escarpment (JSRT 2010).

Habitat: Deciduous or mixed forest. Require microhabitat, such as moist, loose soil under logs or in leaf litter. Uses wetland ponds to breed - these are usually vernal pools (without predators) fed by groundwater, snowmelt, or surface water, but occasionally permanent or semi-permanent water (JSRT 2010). Ponds are usually in, or adjacent to a woodland. The salamander needs plant materials such as shrubs, twigs, branches, or submerged or emergent vegetation to attach their egg masses to. They have high breeding pond fidelity. The habitat used by the salamanders extends to 157m from the edge of their breeding ponds (2003).

Threats: Habitat loss and degradation of woodlands and breeding ponds due to urban development, draining of wetland and resource extraction (OMNR 2014). Widespread aggregate extraction in the Niagara Escarpment is an especially significant threat (JSRT 2010). There are small populations of salamanders in isolated pockets, therefore, there is a risk of local extinction due to floods, fire, or other catastrophic events. Other mortality factors include road mortality or an altered water table. Anything that alters the water table or disrupts groundwater flow has the potential to alter wetlands and therefore breeding habitat as well. Removal of forest cover can lead to premature drying of vernal ponds. Forestry activities that result in the filling of vernal pools, alternation of vernal pool hydrology, sedimentation, removal or alteration of associated upland habitat (removal of canopy cover, stumps, logs and leaf litter, and alternation of nutrient input by leaves), pollution and fragmentation or isolation of vernal pools from the terrestrial habitat (JSRT 2010).

Recommendations: Protect vernal pools and breeding ponds from draining, filling, run off and development. Maintain forested land around known breeding ponds. Use a no cut buffer of 30 m around vernal pools or pool depressions. Up to 140m from the pool (or 180m if possible) retain 70% or more of the area with 75% or more canopy cover or equivalent basal area, of trees 9m or more in height distributed proportionally around the pond (NHESP 2007). If vernal pools are clustered, patch cuts or landings should not be located between the pools. Vernal pools are difficult to detect in the dry season so should be carefully surveyed and marked prior to forestry operations. Where possible leave 2 snags or older/dying trees per acre to provide woody debris. Leave sections of downed wood of 30cm diameter and larger (40cm or more long) for microhabitat. Maintain existing woody debris. Winter harvest is best to minimize forest floor disturbance (NHESP 2007).

References:

COSEWIC. 2010. COSEWIC assessment and status report on the Jefferson salamander Ambystoma jeffersonianum in Canada. Committee on the Status of Endangered Wildlife in Canada. Ottawa.

Faccio, S.D. 2003. Post-breeding emigration and habitat use by Jefferson and spotted salamanders in Vermont. Journal of Herpetology. 37: 479-489.

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Jefferson Salamander Recovery Team. 2010. Recovery strategy for the Jefferson Salamander (Ambystoma jeffersonianum) in Ontario. Ontario Recovery Strategy Series. Prepared for the Ontario Ministry of Natural Resources, Peterborough, Ontario.

Natural Heritage and Endangered Species Program. 2007. Massachusetts Forestry Conservation Management Practices for MESA-listed mole salamanders. Version 2007.1. Natural Heritage and Endangered Species Program, Massachusetts Division of Fisheries and Wildlife, Westborough, Massachusetts, USA.

OMNR. 2014. Jefferson salamander http://www.mnr.gov.on.ca/en/Business/Species/2ColumnSubPage/MNR_SAR_JFFRSN_SLMNDR_EN.html [Accessed May 2014]

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Snapping turtle

Status: Special concern provincially and nationally.

Range: In Canada, from Saskatchewan to Nova Scotia; in Ontario primarily in the south. Range extends to Ecuador (OMNR 2014).

Habitat: Prefers shallow water (they hide in mud and leaf litter). Females travel overland in early and mid summer to find nesting sites in gravelly or sandy areas along streams. May use man-made structures including roads, dams, and aggregate pits (OMNR 2014).

Threats: Takes 15-20 years to reach sexual maturity and low survival rate of immature turtles (<0.1%). Egg predation by raccoons and skunks. Adult mortality due to motor vehicles as turtles crossroads to look for mates, food, and nesting sites and due to and legal hunting (OMNR 2014; Anon. 2012).

Recommendations: Recommend winter operations and physically avoid running over them.

References:

Anon. 2012. The road to extinction: a call to end the snapping turtle hunt. Ontario Nature, David Suzuki Foundation and Kawartha Turtle Trauma Centre.

OMNR. 2014. Snapping turtle. http://www.mnr.gov.on.ca/en/Business/Species/2ColumnSubPage/MNR_SAR_SNPPNG_TRTL_EN.html [Accessed May 2014]

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West Virginia white

Status: Special concern provincially

Range: Ontario and Quebec, south through New England and the Appalachians to Georgia. Common in parts of its range, but rare in Ontario. In Ontario, central and southern Ontario, with some sites north to Manitoulin and St. Joseph island. More common in the western Lake Ontario region.

Habitat: Interiors of mesic deciduous and mixed forest. Confined to mature forest - avoids forest edges, unshaded stream crossings, utility corridors and open fields, though it can cross small roads that are under canopy. Sites typically have closed canopy with minimal shrub but abundant herb layer – i.e. open understory. The butterfly is oligophagus and only feeds on a small number of closely related plants. Toothworts (mustard family), preferably two-leaved toothwort, are the larval food source. These plants are usually abundant where the butterfly occurs. Males are often associated with forest streams and damp areas; females may require sunny glades.

Threats: This species has likely always been rare in Ontario. Habitat fragmentation is a problem as this butterfly primarily flies within wooded areas and prefers not to cross open fields or another unshaded habitat. Garlic mustard outcompetes the white’s host plant and may also act as an egg sink, as female butterflies sometimes mistakenly lay eggs on garlic mustard; garlic mustard is toxic to the larvae in most of its range. Increase in wind and temperature in the understory dry the soil and may impact toothworts. Forestry activity disrupting the forest floor may impact host plants directly or indirectly. Silvicultural activities such as clear cutting, replanting to conifer, use of biocontrol agents such as Btk and Maimaga for insect control, and the development of roads, park or other human-use areas all have negative effects on the butterfly.

Recommendations: Although its presence is not guaranteed on all sites with two-leaved toothwort, the likelihood of occurrence increases in large tracts of unbroken forest where many patches of the host plant exist. Manage garlic mustard to conserve toothworts. Manage the stand to maintain closed canopy condition – this includes managing for pests and pathogens, however, Btk use for insects such as gypsy moth could affect the white depending on timing of application. Maintain canopy cover over access roads and trails.

References:

Burke, P. 2013. Management plan for the West Virginia white (Pieris virginiensis) in Ontario. Ontario Management Plan Series. Prepared for the Ontario Ministry of Natural Resources, Peterborough ON. http://files.ontario.ca/environment-and-energy/species-at-risk/mnr_sar_mtpln_wvgnwht_en.pdf

USDA Forest Service, Eastern Region. 2005. Conservation assessment for the West Virginia white (Pieris virginiensis Edwards) https://www.fs.usda.gov/Internet/FSE_DOCUMENTS/fsm91_054237.pdf

West Virginia White [Accessed Dec 2016] https://www.ontario.ca/page/west-virginia-white

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Appendix 1.5. Forest Management Approaches for Climate Change. Possible forest management approaches to mitigate the impacts on Ontario’s forests (From Columbo et al 1998) Activity Purpose Shorten rotation lengths, Harvest chronically stressed stands of low vigour and slower growth rates that are susceptible to where appropriate insects and disease

Thinning Reduce insect and disease susceptibility, and increase vigour through thinning, when stands are under prolonged and severe moisture stress Plant drought-adapted Regenerate drought prone habitats with deeply rooted species; select and breed drought tolerant species and genotypes genotypes

Increase use of alternatives Protect regeneration from future warmer, drier seedling environments. Increase the amount of to clearcutting (e.g., carbon stored by increasing the period a site is occupied by trees, decreasing disturbance to forest shelterwood, selection floor, and increasing the rate of reforestation where advance reproduction is used systems) Increase insect pest Greater incidence of extreme events and drought are expected to increase tree stress and management preparedness susceptibility to insect pests

Plant climate-adapted Introduce southern species beyond recent northern range limits when temperature averages and species extremes have warmed sufficiently Maintain genetic and Protecting diversity increases the likelihood that there will be individuals, species, and ecosystems biological diversity that are adapted to future climate conditions; requires strategies for genetic conservation and ecosystem protection Rapidly re-establish trees in Increasing the amount of carbon stored by increasing the period a site is occupied by trees harvested forests Use climate-based seed Periodic updating of seed zones based on temperature averages and extremes zones Increase forest fire Longer growing seasons, warmer temperatures and reduced precipitation may already have increased suppression forest fire activity. Protection of valued forests requires a compensatory increase in forest fire suppression Afforest non-forested land Increasing the amount of carbon stored by increasing the area covered by forests Preferentially regenerate Increasing the amount of carbon sequestered by increasing the length of time it is sequestered (e.g., trees for use in long-lived in order of increasing sequestration time: non-recyclable paper; recyclable paper; books; lumber and wood products construction board) Increase use of advance Advance reproduction requires less energy input compared to artificial regeneration and increases the reproduction rate of reforestation; need to develop and use modified harvesting techniques to protect reproduction and residual overstory when logging

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Appendix 1.6. Managing Hazard Trees Policy (Policy as of 2012)

Background

Extensive portions of Conservation Halton properties contain trees as natural features. Trees can be found near structures or in areas where the public and staff are invited to be present and, in some cases, may present a potential hazard. It is generally accepted that trees have a finite lifespan and even a tree in excellent condition has the potential to fail. However, there are certain defects that can occur in any age of a tree that can be detected that may increase the potential for failure. Recognizing potentially hazardous trees and taking proper corrective actions can protect property and save lives.

Policy Statement

CONSERVATION HALTON WILL TAKE REASONABLE STEPS TO MAINTAIN THE SAFETY OF ITS LANDS FOR THE PUBLIC AND ITS STAFF, FROM TREES THAT ARE IDENTIFIED AS HAZARDS.

Conservation Halton reserves the right to prohibit access to or close an area (which may include, but not be limited to; buildings, designated parking areas, viewpoints, campsites, picnic sites and trails) due to unsafe conditions, if it is deemed necessary to do so. Such areas will be re-opened once the hazard has been effectively managed.

The purpose of this Policy is to define a Hazard Tree Program and sets the responsibilities of the designated departments involved in managing hazard trees. The need to develop such a program stems from the Duty of Care and responsibility that Conservation Halton has to its visitors and staff.

Therefore, this Policy sets out to: • Provide an inspection strategy designed to monitor potential hazard trees in a routine and systematic way and to ensure that trees identified as potential hazard trees are dealt with in a timely manner • To clearly identify the roles and responsibilities of different departments within Conservation Halton with respect to hazard tree management

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Strategic Forest Management Plan

SECTION TWO: Forest Inventory

Conservation Halton | 2020

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Introduction

Section Two establishes the current resource by way of a comprehensive inventory. Each forest stand will be recorded, each parcel of land managed by Conservation Halton will be reflected within this inventory. Maps that capture the current condition and pressures on our forests will be developed. Much of this stems from extensive records already developed, however, there are areas that we do not yet have full details on, and areas with outdated information on them. The Plan will lay out a tool for undertaking this inventory, populated with information that is current. It is envisioned that Section 2 will eventually be an electronic resource through Geographical Information Systems (GIS) technology. The goal will be to keep all inventory current within 5 years so this will be an ongoing inventory and will be updated especially after forest management activities.

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Inventory Approach

Data attributes that could be collected for forest stands are summarized in Appendix 2.1. They include an assessment of the overstory, understory regeneration, ground vegetation (e.g., dominant herbaceous plants), invasive species (species and abundance), forest values (e.g. stick nests, snags, and woody debris), and recommended management.

This inventory provides the data required for planning forest management activities that meet or exceed generally accepted standards of sustainable forest management in Ontario. In addition, this approach provides data for three of our four forest health metrics (Table 5) and provides data toward determining the presence or absence of habitat for SAR. This will allow Conservation Halton to monitor forest health over time, and to evaluate trends.

Table 5 Forest health metrics and goals*

Metric Goal Growing stock condition 70% AGS, 30% UGS Natural regeneration Maintain adequate stocking (1000 – 3000 stems/ha) Invasive plants Maintain or reduce abundance Species at risk No net loss of habitat Full descriptions available in Section 1 of the Plan

In addition, this data will give us:

• An ability to track progression of plantations to a natural mixed/hardwood forest • The necessary detail for us to develop silvicultural prescriptions and management recommendations • Quantification of timber volumes which can be used to project revenues • An indication of the woodlands most at risk to spreading invasive species • An ability to scan the data for species at risk or their habitat

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Appendix 2.1. Example of Compartment Attributes Collected during Forest Inventory

Attribute collected Description of attribute Sample data

TRACT Tract name Main Main

COMPARTMENT Compartment number 07a 11a

HECTARES Area in hectares 10 6 NUMBER OF # of prism sample plots 3 5 PLOTS Dry-Fresh Oak Red Pine Coniferous FOREST TYPE ELC vegetation type Hardwood Deciduous Plantation Type Forest Type SPECIES COMPOSITION Or4 Mh2 Aw1 Be1 Mr1 Overstory composition Pr5 Pw4 Be1 (Aw) (TREES > 9 CM DBH) (Bw He Iw Pt)1 SAPLING COMPOSITION Advanced tree regeneration Pw8 Mh2 Mh7 Iw3 (TREES 6-8 CM DBH) DBH(CM) Average stem diameter of 30 23 (TREES > 9 CM DBH) overstory trees AGE Average age of working group 78 70

HT Average height of working group 26 24 DENSITY Density of overstory (STEMS/HA > 9CM 357 641 (Stems/hectare) DBH) TOTAL STEMS # of trees in the overstory within 3570 3846 (> 9 CM DBH) the compartment %AGS % acceptable growing stock 100 82 BASAL AREA 25.5 25.6 (SQ M/HA > 9 CM DBH) Basal area of the overstory TOTAL (m2/hectare) BASAL AREA 255 154 (SQ M > 9 CM DBH) SAPLINGS-BA 2.7 1.2 (6-8 CM DBH) POLES-BA 2.8 9.2 (10-24 CM DBH) SMALL-BA 6.1 9.6 (26-36 CM DBH) Basal area distribution MEDIUM-BA (m2/hectare) 14.6 5.6 (38-48 CM DBH) LARGE-BA 2.0 1.2 (50-60 CM DBH) XLARGE-BA 0.0 0.0 (60+ CM DBH)

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Attribute collected Description of attribute Sample data HARDWOOD SAWLOG VOLUME 0 6275 (BOARD FEET/HA) TOTAL HARDWOOD SAWLOG VOLUME 0 37650 (BOARD FEET) CONIFER AND HARDOOD Estimated timber volumes 229 90 FUELWOOD VOLUME (CUBIC METERS/HA) TOTAL CONIFER AND HARDOOD 2290 540 FUELWOOD VOLUME (CUBIC METERS) SAPLINGS-DENSITY 644 238 (6-8 CM DBH) POLES-DENSITY 172 470 (10-24 CM DBH) SMALL-DENSITY 70 130 (26-36 CM DBH) Density distribution by size class MEDIUM-DENSITY (stems/hectare) 105 37 (38-48 CM DBH) LARGE-DENSITY 10 4 (50-60 CM DBH) XLARGE-DENSITY 0 0 (60+ CM DBH) ADVANCED Pw10 none REGEN COMPOSITION ADVANCED Understory composition and 1836 0 REGEN DENSITY density by species EARLY (saplings and seedlings <6 cm Or6 Iw3 Be1 (Mh Pw Aw Or5 Pw2 Mh2 Be1 REGEN COMPOSITION DBH / hectare) Mr) EARLY 4772 14097 REGEN DENSITY Maple-leaved wild red raspberry10 SHRUB COMPOSITION Shrubs present and their viburnum7 witch hazel2 (serviceberry) abundance leatherwood1 SHRUB DENSITY (stems / hectare) 23127 13214 (STEMS/HA) SNAG-DBH 45 20 (CM) SNAG-DENSITY 9 64 (STEMS/HA) Habitat features CAVITY-DBH (stems / hectare) 0 26 (CM) CAVITY-DENSITY 0 8 (STEMS/HA)

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Attribute collected Description of attribute Sample data CWD-DBH 21 0 (CM) CWD-DENSITY 50 0 (STEMS/HA) HERBS 6 6 (%COVER) MOSS 0 0 (%COVER) Ground vegetation GRASS/SEDGE (% cover) 0 6 (%COVER) Canada may lily, wood Canada may lily, GROUND VEGETATION fern, woodland Solomon's seal, SPECIES strawberry Sarsaparilla butternut in stand, very COMMENT Comments rugged, rolling Invasive species observed and GARLMUST (MANY), INVASIVE SPECIES abundance (see Table below) MANIMAPL (MANY) RECOMMENDATION Period scheduled for 2020 MANAGEMENT management & description of Selection thin 30% SCHEDULE management

Categories representing invasive plant population abundance.

Abundance Category Population Size

Few <4m2 (2x2m)

Small 4-25m2 (5x5m)

Many 25-100 m2(10x10m)

Heavy > 100 m2(10x10m)

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Strategic Forest Management Plan

SECTION THREE: Implementation Operational Plan

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Introduction

Section Three will establish activities for achieving the goals through a one-year operational plan. Activities will be listed with annual targets for operations across forests, and each year, activities completed will be reviewed and the list revised to ensure it always maintains a five-year outlook. Section Three will be supported by the development of forest management prescriptions for each stand.

Conservation Halton’s Managed Forest

Conservation Halton owns and manages more than 10,840 acres of land across its watersheds. Of this land, 5,121 ac is enrolled in Ontario’s Conservation Land Tax Incentive Program (CLTIP). A further 1,744 ac is Managed Forest, forest managed under Ontario’s Managed Forest Tax Incentive Program (MFTIP). Based on MFTIP property data, coniferous (39%) and mixed (33%) plantations make up the bulk of the forest, and upland forest accounts for a further 11%.

The CLTIP is a voluntary tax incentive program, where landowners agree to protect provincially important natural heritage features that have been evaluated and identified by MNRF. These lands are assessed at the CL property class and are tax exempt (MNRF 2010).

The MFTIP is a tax saving program offered by MNRF, to landowners who apply, qualify, and have Managed Forest eligible lands, designed to increase landowner awareness about forest stewardship and encourage responsible management of forests (MNRF 2017). An approved Managed Forest Plan is required for properties enrolled in MFTIP.

Through the Strategic Forest Management Plan, Conservation Halton will replace over 30 individual Managed Forest Plans with a single document submitted to the MFTIP. As well, the impacts to the potential involvement in the CLTIP will be planned for within the Strategic Forest Management Plan providing a single overarching Plan, empowering Conservation Halton to maximise the value delivered through these two provincial programs. The stands that are scheduled for sustainable forest management during the 2020-2025 operational period are currently participating in MFTIP. Table 6 provides a summary of properties participating in the CLTIP and MFTIP.

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Goals in Action Throughout this Plan, success will be measured by working on the tasks listed below:

Goal 1: To improve forest health conditions using current and future accepted methodologies and science.

To improve forest health conditions using current and future accepted methodologies

Approaches Description/ Action Proposed Key Performance Indicator Schedule Sustainable Forest Identify rolling schedule of forest management operations 15 active forest operations over a five-year Management across Conservation Halton forested lands (plantation and Starting 2020 period, hardwood woodlands). This would include: will be adaptable to internal & external • Pre-harvest stand assessments Refer to Table 7 pressures and priorities • Silvicultural prescriptions approved by a member in good standing with the OPFA • Tree marking by Certified Tree Markers

Invasive Species Conduct herbaceous invasive species inventory & update Collaborate with CH ecology teams and detect every 5 years thereafter: invasive species at stand assessment, prior to • Identify invasive species present in Conservation At time of pre- every forestry operation Halton woodlands harvest • Investigate management options available assessments Conduct invasive species inventory within • Implement a program of invasive species operation areas & update every 5 years management alongside sustainable forest thereafter management operations Manage invasive species described in inventory where feasible

Forest Inventory Update forest inventory on all lands owned by Complete the forest inventory, followed by a Conservation Halton: Inventory rolling update based on forestry operations • Identify forest management units, forest starting 2020 management pressures, ecological and Prioritize forest inventory for MFTIP environmental sensitivities and required designated woodlands management activities

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Approaches Description/ Action Proposed Key Performance Indicator Schedule • Monitor, review and revisit the inventory on an as needed basis to ensure that it remains accurate

Wildlife Habitat Identify and map: Continuous Identify and quantify old growth and interior • Species at Risk forest habitat • Old Growth and Interior Forest Habitats Follow best practices for SAR and implement In addition, continue converting softwood plantation within 1 year to mixed hardwood stands to improve species diversity and wildlife habitat Improve and expand habitats and provide growth opportunities for SAR

Monitoring Monitor during and post-harvest operations to ensure objectives for careful logging, forest health, regeneration Continuous Operational audit during harvest and invasive species are delivered. Identify remedial depending on actions that may be required operational Post harvest site restoration assessment schedules Monitor tree planting/restoration projects Regeneration assessments after 2-3-years post planting/operation

Forest Information Develop a collaborative tool for sharing forest inventory Implemented within 2 years Management System information across the Authority By 2022 (FIMS) Strategic Plan Maintain an Ontario Professional Foresters Association Maintain at least one Ontario Professional Implementation, member within the team Ongoing Foresters Association certified staff member Administration, and Partnerships Engage in partnerships on forestry health topics as needed Keep open lines of communication between forestry staff, internal CH teams MNRF b, municipal partners, NEC r, for proposed management operations

Maintain partnerships with CFIA, FGCA, MNRF on forest health issues. Attend MNRF’s annual forest health conference for trends in forest health. 80

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Goal 2: To maximise the value of our forests in delivering environmental goods and services, social and health benefits, and enhanced forest diversity.

To maximise the value of our forests in delivering environmental services, social and health benefits, and enhanced forest diversity

Approaches Description/Actions Proposed Key Performance Indicator Schedule Standard Operating Develop SOPs for: Procedures and Best • Forest inventory 2020 Develop Standard Operating Procedures for Management Practices • Forest Management Prescriptions forestry operations • Monitoring Review SOPs every two years Follow BMPs for SAR

Follow Best Management Practices (BMPs) for Areas of Concern (e.g. SAR, riparian zones, stick nests, etc.)

Wildlife Habitat Implement management options that preserve and create habitats and provide growth opportunities for Ongoing Identify and manage interior forest and old species at risk growth forest characteristic

Convert monoculture plantations to diverse mixed Conversion of plantations wood forests. Communicate land securement opportunities with the Lands Department and stewardship Align partner strategies to help provide greater opportunities with the Science and Partnership opportunities for undisturbed interior forest habitats Department

Invasive Species Monitor and treat invasive species Conduct invasive species inventory within Ongoing forestry operation areas & update every 5 years thereafter

Manage invasive species described in inventory where feasible

Seed Forecasting and Maintain an active seed forecasting and collection Supply seed to local nurseries Collection program annually and supply seed to local nurseries Ongoing Three Certified Seed Collector (CSC) staff members with seed forecaster training; Volume of seeds collected per year 81

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Approaches Description/Actions Proposed Key Performance Indicator Schedule Sustainable Forest Sustainable Forest Management operations that Mimic natural disturbances in at least one Management mimic natural processes, emphasis on removal of 2022 mixed hardwood stand annually diseased trees and consideration of alternative techniques 15 active forest operations over a five-year period, Continue converting softwood plantation to mixed will be adaptable to internal & external hardwood stands 2021 pressures and priorities

Climate Change Mitigation Keep up to date on climate science so that we can 40 continuing education hours annually for 2 and Adaptation have a flexible and responsive forestry program to Ongoing forestry staff (e- lectures, seminars, enhance mitigation to climate change workshops)

Implement an assisted migration trial supported by Establish an assisted migration trial within 5 the Forest Gene Conservation Association (FGCA) – years Use at least 25% of seeds from more southerly seed zones

Value Matrix Develop communications tools around ecological By 2023 Create a value matrix to express value of service values of forests Conservation Halton Forests

Goal 3: To maintain, and where possible, increase forest cover across our watershed through the afforestation of Conservation Halton land acquisitions and on private lands, and through public education and landowner outreach programs.To maintain overall forest cover on Conservation Halton properties and where possible across our watershed through the afforestation of Conservation Halton land acquisitions and promote the same on public and private lands, through education and landowner outreach programs.

Approaches Description/Actions Proposed Key Performance Indicator Schedule Land Securement Strategy Support the Land Securement Strategy and Based upon priority ranking system and implementation thereof 2020 funding availability in any given year

Forestry Initiatives, Implement a program to support public and Plant 30-50,000 trees annually Stewardship and Outreach private landowner forestry initiatives including: • Tree planting – 50M Program Ongoing Post-plant survival assessments 2 and 5 • Pre-plant preparation years after planting

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Approaches Description/Actions Proposed Key Performance Indicator Schedule • Post-Plant Survival Assessments • Forest Management Plans e.g. MFTIP Number of Managed Forest Plans written • Education and Outreach per year Internal Partnerships Support programs across Conservation Halton Ongoing Work collaboratively with internal including the sourcing and supply of tree stock to departments to facilitate their tree planting partner departments such as Stewardship and related programs Restoration Sustainable Forest Conduct survival and regeneration assessments for Ongoing 60% plantation survival for new plantings Management Conservation Halton’s new and managed and ensuring sufficient regeneration rates plantations for postharvest

Seek out opportunities for forest restoration Ongoing Collaborate with stewardship/restoration initiatives Outreach and Education Plan and implement a series of public outreach and educational events Ongoing 1-2 per year

Explore other options for formal and informal educational outreach. New outreach streams including watershed tour of harvesting, restoration, and planting

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Appendix 3.1. Management Plan A working list of Conservation Halton properties that require forest management through MFTIP are listed in Table 6. These properties all have MFTIP designated stands or areas that must follow their own forest management plans. In addition, other Conservation Halton lands classified as CLTIP will be inventoried and assessed for forest management needs.

The pine plantations and mixed hardwood stands are itemized with their approximate stand size. All plantation stands are due for management based on their thinning cycle and will be prioritized according to severity of stand conditions following updated forest inventory data. The status of the mixed hardwood stands is unknown and will be determined following forest inventory data collection. As inventory work is completed, harvest prescriptions will be written by staff and approved by a Registered Professional Forester.

The Operational Plan of this document (Table 7) outlines the properties and stands that Conservation Halton plans to manage in the first year of this SFMP. As forest inventory data is updated for all Conservation Halton properties, forest management needs will be assessed at each property and operational planning will be prioritized accordingly. This data will allow us to create a five-year outlook. This will become a fluid five-year operation plan because some stands will require different permitting than others. As approvals are acquired, stands will be confirmed for the following year’s Operation Plan.

Monitoring will be incorporated throughout the planning, implementation, and audit stages of the operations. Monitoring will be three-fold, starting with screening for species at risk and invasive species before work commences. The second phase will take place during the harvest to ensure best management practices are being followed. The last phase of monitoring will evaluate the, site restoration needs and regeneration success post management activities. A detailed plan will be developed to outline the protocol for monitoring these factors throughout the forest management operation.

To carry out forest management activities, various permits must be acquired. In certain circumstances permits will be required for works occurring within or near provincially significant wetlands, species at risk habitat and other regulated areas. This could require different levels of permitting from Conservation Halton, the Niagara Escarpment Commission, and the Ministry of the Environment, Conservation and Parks. The properties presented in the Management Plan are located within either Wellington County, City of Hamilton, or Halton Region which requires a permit for forest management activities, under their respective local By-laws. Each property involved in forest management activities will go through the appropriate internal and external screening and permit application processes.

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Table 6 Management Plan: CH properties that require forest management under MFTIP

Property Summary Conservation Managed MFTIP Stand Types Lands Tax Forest Tax Area on Mixed Incentive Incentive Conifer Mixed Wet Assessment wood Property Name Roll # Program Program plantations plantations woods acres stands participating participating acres acres acres acres acres acres 1 Mountsberg CA 2301 000 005 21500 362.3 225.35 128 48.65 70.95 8.4 2518 303 970 40000 467.71 368.65 94.64 72.84 8.52 2518 303 970 40200 291.08 157.66 60.28 45.88 14.4 2409 030 002 42500 198.22 111.69 86.53 43.75 28.22 2 Moffat Badenoch--- 2301 000 007 03500 180 103.23 76.77 42.75 42.27 McCrodan Moffat Badenoch--- 2301 000 007 04500 166.3 135.19 31.11 31.11 McLean 3 Mount Nemo 2402 030 306 03800 329.2 257.62 69.85 16.63 53.22 Colling 2402 030 305 08700 84.94 55.01 29.93 29.93 Paletta 2402 030 308 08310 19.22 0 19.22 19.22 4 Harrison 2409 030 002 24200 59.68 47.59 12.09 12.09 5 Kiwanis 2409 030 001 21200 100 90.12 9.88 6 3.88 6 Hilton Falls-Mahon tract 2409 030 001 80050 21.15 0 21.15 21.15 Hilton Falls 2409 030 001 76700 1595.12 1467.51 77.06 14.85 12.2 34.6 7 Edmondson 2409 030 002 25200 76.58 49.41 26.17 4.65 16.52 8 Shanahan 2409 030 002 38400 167.03 142.06 24.97 23.35 1.62 9 Twiss 2409 070 301 11300 51 27.16 23.84 18.84 5 10 Rattlesnake Pt 2409 070 302 01600 607.6 461.11 126.93 94.11 15.52 17.3 MacDonald 2409 070 302 01900 118.97 75.42 43.55 43.55 11 Crawford Lake 2409 070 302 03900 550.2 457.65 80.05 30 45.05 5 12 16 Valley 2409 090 070 09800 70 27 43 30.97 12.03 13 Esquesing 2415 070 002 24800 37.31 27.43 9.88 9.88 14 Fuciarelli 2518 302 510 24600 148.88 131.28 16.6 16.6 15 Plaikner 2415 070 004 09000 55.28 29.28 26 3.8 22.2 16 Waterdown Woods 2518 303 310 12600 118.58 84.65 33.93 33.93

85

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WW Robinson 2402 020 204 07221 18.58 0 18.58 18.58 17 Grindstone 2402 010 102 05710 158.75 144.17 14.58 14.58 18 Kelso 2409 030 001 80000 962.66 390.61 366.39 52.55 212.57 11.77 18.5 Kelso Quarry 2409 030 001 84400 175.67 8.27 84.69 9.5 58.25 19 Knight 2518 302 910 00175 45.92 33.18 12.74 12.74 20 Heaslip 2409 070 301 17200 89.97 13.03 75.69 18.29 10.63 24.08 22.69 Totals for MFTIP 271.4 7327.9 5121.33 1744.1 682.22 599.08 63.39 properties: 7

86

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Table 7 Operational Plan Example: CH properties that require forest management in 2021

SAR and Sensitive Species Regulated Municipal, Treatment Consideration by CH Regional, Previous Stand Area Type NEC, MECP, Operation Property Compartment Composition (ac) Species Yes/No Permit A Pr5, Pw5 3.71 Thinning Thinned 2005 Bobolink, Chorus Frog, D Pr8, Pw1, Sw1 2.97 Thinning Halton Region Thinned 2005 Shanahan (N1) Snapping Turtle, West Virginia Yes & MECP G Pr7, Pw3 6.91 Thinning White Butterfly, Milk snake Thinned 2005 N Pr8, Pw2 8.4 Thinning Thinned 2005

Total 21.99

L Pw5, Pr5 2.72 Thinning Thinned 2005 M Sw10 1.98 Thinning Thinned 2005 N Pr10 1.40 Thinning Thinned 2005 O Pr10 6.42 Thinning Thinned 2005 Mountsberg Painted Turtles, Blue Spotted (C5) P Sw10 2.72 Thinning Salamander, Prong Horn Halton Region Thinned 2005 Yes (Mackenzie- R Pw10 2.47 Thinning Clubtail, Bobolink, West & MECP Thinned 2005 Davis) Virginia White Butterfly S Pr5, Pw3, Sw2 9.39 Thinning Thinned 2005 U Sw7, Ce3 4.45 Thinning Thinned 2005 V pr10 2.47 Thinning Thinned 2005 W Pr4, Sw3, Pw3 3.21 Thinning Thinned 2005

Total 37.22

West Virginia White Butterfly, Thinned Pre 2 (E) Pw10 2.96 Thinning Robert Western Chorus Frog, Broad Halton Region 2000 Yes Edmondson (C7) winged Hawk, Eastern Wood & MECP Thinned Pre H Pw10 2.96 Thinning Pewee 2000 TOTAL 5.93

Overall TOTAL 65.13 87

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Afforestation ~30,000 – 50,000 tree seedlings per year @ ~2,000/ha…50ha of new 2020-2025 Program forest…combined private landowners, CH lands and municipalities. Supported through Forests Ontario, 50 Million Tree Program

Seed ~Up to 10 hectolitres of native tree and shrub seed is collected by CH 2020-2025 Collection Certified seed collectors in seed zones 34 and 37 annually. Collections of up to 20 species are undertaken during spring through the fall depending on the species and the demand of the supply nurseries. High quality, locally adapted seed is the foundation of the CH Afforestation Program, and best able to withstand the stresses of a changing climate.

NOTES: Ac Acres

AGS Acceptable Growing Stock

ANSI Areas of Natural and Scientific Interest

AGS Acceptable Growing Stock

CA Conservation Authority

BMP Best Management Practices

CLTIP Conservation Land Tax Incentive Program

CFIA Canadian Food Inspection Agency

CSC Certified Seed Collector

DBH Diameter at Breast Height

EAB Emerald Ash Borer

ESA Endangered Species Act

Ha Hectare

FIMS Forest Information Management System

FSC Forest Stewardship Council

FGCA Forest Gene Conservation Association

Hdwds Hardwoods

Inv Inventory

88

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MBCA Migratory Bird Convention Act

MFTIP Managed Forest Tax Incentive Program

NE Niagara Escarpment Commission

NHS Natural Heritage Systems

OMNRF Ontario Ministry of Natural Resources and Forestry.

OHT Ontario Heritage Trust

OIPC Ontario Invasive Plant Council

OPG Ontario Power Generation

PSP Permanent Sample Plots

S.A. Survival Assessment

SAR Species at Risk

Spp Species

Rx Silvicultural prescription

USFS US Forest Service

UGS Unacceptable Growing Stock

89

150/320 REPORT TO: Conservation Halton Board of Directors

REPORT NO: # CHBD 07 20 07

FROM: Marnie Piggot, Director Finance

DATE: October 22, 2020

SUBJECT: 2021 Budget & Business Plan

Recommendation

THAT municipal funding of $10,430,879 in the 2021 budget be approved by a weighted vote by the Conservation Halton Board of Directors;

And

THAT transfers to and from Reserves in the 2021 budget be approved as outlined in this report;

And

THAT the 2021 Budget & Business Plan be approved as presented.

Executive Summary

The Finance & Audit Committee recommended at the October 7, 2020 meeting that the 2021 budget be approved by the Conservation Halton Board of Directors. The 2021 budget and ten-year forecasts are included in the 2021 Budget & Business Plan also provided as part of the meeting package.

The 2021 preliminary budget was submitted to both Halton and Peel region staff in July. Staff have met with Regional staff in September and October to provide an overview of the 2021 budget and municipal funding increase. The budget presentation to Region of Halton Council is currently planned for November 25, 2020.

The proposed final 2021 budget of $36.8 million will allow Conservation Halton to continue to meet its strategic priorities as outlined in the Conservation Halton strategic plan, Metamorphosis. Planning by staff is underway for a refresh of Metamorphosis. The revamped plan will improve and build on our current objectives, themes and success to date.

Municipal funding in the 2021 budget of $10,430,879 remains at the same amount included in the preliminary budget presented in June. The $306,561 increase in municipal funding is 3% more than was requested in 2020. This increase is below the Region of Halton guideline of 3.7%. Specific guidelines have not been received from the other three municipalities.

The 2021 budget and forecast considered a balance of strategic priorities, growth-related pressures and potential COVID related impacts on programs that are still uncertain at this time. We have kept the 2021 budget increase below regional guidelines by finding operating efficiencies that do not affect

151/320 service levels and found alternative funding sources which includes grants. This has helped us minimize the impact on our municipal funding partners. Most of the budget continues to be funded through self- generated revenues and base municipal funding remains at less than 30% of the total funding sources.

Major drivers of the 2021 budget increase over 2020 budget amounts are related to increased staffing costs and projected lower program revenues. Planning and park revenues have been reduced from the prior year based on average historical trends and potential COVID impacts. The 2020 fiscal impact of the COVID pandemic is expected to continue well into 2021.

Report

The 2021 budget is segregated according to Conservation Halton budget principles into Watershed Management & Support Services (WMSS) programs and the Conservation Areas. A summary of the 2021 budget is provided in this report with further budget details found in the 2021 Budget & Business Plan.

The 2021 operating budget of $31.9 million and $4.9 million capital budget will provide for further investments into Conservation Halton programs, services and infrastructure.

2021 Budget Revisions

Minor revisions have been made in the 2021 budget from the 2021 preliminary budget and there is no change in municipal funding. A summary of the 2021 budget revisions include:

• Municipal apportionment percentages for 2021 received from the province have been updated;

• Staff compensation and benefits have been increased by $195,000 for Watershed Management & Support Services and the Parks programs. This increase is fully funded by increased chargebacks, program revenue and other grants. The impact of the increased staff costs resulted in a decrease of almost $25,000 to a revised Conservation Authority operating surplus of $251,284. The increase in program revenue reverses some of the Planning revenue decrease

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included in the preliminary budget. The increase has been warranted based on current projected 2020 revenue with lessened COVID pressures than originally thought.

• Municipal debt financing charges of $569,245 provided by Region of Halton staff have been updated and have increased slightly by $912 from the preliminary budget.

2021 Operating Budget

The operating budget of $31.9 million provides for an investment of $18.1 million in Watershed Management & Support Services programs and an investment of $13.8 million into the Conservation Areas.

Investing in Watershed Management & Support Services

The WMSS 2021 operating increase is partially funded by program revenue, grants, reserves and chargebacks.

Major drivers of the WMSS municipal funding increase include:

• Staff compensation and benefits cost increases of $665,051. Staff salaries and benefits increases in the 2021 budget are related to a 1% inflation adjustment to the salary bands and an increase to 96% of the salary band approximating actual salary costs. • Planning and Permit revenue reduction of $171,100 adjusted closer to historical results. There is the potential for higher Planning revenues as a result of the Regional allocation program approved in 2020 that has not been factored into the budget though this may also require

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additional staffing resources. There is an offsetting increase in other program revenue and grants of $267,768.

Investing in our Parks

The Conservation Areas 2021 operating budget provides for an investment of $13,843,514 into the parks. Operating expenses have increased in the Conservation Areas 2021 operating budget by $373,717. A large portion of the higher operating expenses are related to staffing costs which have increased by $284,317. The staff increase is for the most part to adjust part time seasonal staff costs to better reflect historical spending. The increase in expenses is funded entirely by park program revenue.

The chargeback to the Conservation Areas for support services has increased in the 2021 operating budget by $199,800 to $1,393,200. The increase is related to support service staffing changes and the estimated allocation of time spent on park programs.

Program and other funding revenue have decreased by $144,610 to $13,526,040 from the 2020 Budget amount of $13,670,650. Program revenue includes adjustments based on the three-year average of historical actual amounts and partially considers COVID impacts. The proposed revenue amounts assume average fee increases to continue to transition to full cost recovery.

Staffing

The 2021 budget includes 251 Full Time Equivalent (FTE) staff that are comprised of 113 FTE in Watershed Management & Support Services (WMSS) programs and 138 FTE in the Conservation Areas.

Total WMSS full time staff equivalent (FTE) staff has not changed from the prior year. There is an overall increase of 4.1 FTE staff positions in the parks. The staff complement chart provided in the 2021 Budget & Business Plan provides a detailed breakdown of the FTE changes.

2021 Capital Budget Summary

The 2021 capital budget represents an investment of $4.9 million into infrastructure and technology to enhance programs and services in the watershed of $3.8 million and Conservation Areas of $1.1 million.

The capital budget provides funding for projects such as the rehabilitation of flood control infrastructure, updating of flood plain mapping, investments in digital transformation and technology upgrades, vehicle and equipment replacements, managing the impacts of Emerald Ash Borer, land management initiatives and infrastructure improvements at the Conservation Areas.

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Municipal Funding

The total municipal funding increase of $306,561 includes an additional $39,300 for State of Good Repair levies for dams, channels and facility assets to gradually meet target levels established in the Asset Management Plans for these assets. Asset Management Plans have been completed for all of Conservation Halton’s assets with most of the assets identified as in good condition.

Budget $ Increase Total Municipal Funding: 2021 Budget 2020 (Decrease) % Increase

Operating $9,695,379 $9,221,118 $474,261 5.1% Capital 257,000 464,000 (207,000) -44.6% 9,952,379 9,685,118 267,261 2.8% State of Good Repair (SOGR) Levy - Dams & Channels; Buildings 478,500 439,200 39,300 8.9% Municipal Funding total $10,430,879 $10,124,318 $306,561 3.0%

The operating and capital forecasts have been prepared with municipal funding increases ranging from 3% to 4.5% annually.

Apportionment of Municipal Funding

Municipal funding of $10,430,879 is apportioned to the Region of Halton, City of Hamilton, Region of Peel and Township of Puslinch according to the area and proportional current value assessment (CVA) of the municipality falling within the Conservation Halton watershed.

Based on updated current value assessment data and apportionment percentages received from the Province, the apportioned municipal funding amounts are as follows:

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Apportion- Municipal Apportion- Municipal Municipality: ment % 2021 Funding 2021 ment % 2020 Funding 2020 % Increase Region of Halton 87.8421% $9,162,704 87.7576% $8,884,859 3.1% Region of Peel 4.7534% 495,821 4.8142% 487,405 1.7% City of Hamilton 7.1875% 749,719 7.2109% 730,054 2.7% Township of Puslinch 0.2170% 22,635 0.2173% 22,000 2.9% 100.0000% $10,430,879 100.0000% $10,124,318

Debt Financing, Debt Financing Charges and Debt Capacity

Municipal debt financing included in the 2021 budget of $526,500 is comprised of 50% of the Morrison- Wedgewood Channel spill prevention design estimated costs of $53,000 and low impact development (LID) system improvements at the Administration Office of $500,000.

The Debt Financing Charges included in the 2021 operating budget of $619,245 includes $569,245 municipal debt financing charges and $50,000 for estimated principal and interest payments on a land acquisition loan with the Hamilton Community Foundation (HCF).

The total long-term debt balance is currently $$5,671,453. The debt capacity ratio estimated for 2021 of 4.5% is based on estimated own source revenues excluding Conservation Areas program revenue. Conservation Halton has approved a debt capacity ratio of 10% in its Budget Principles.

Reserve Funding

The reserve summary below lists the projected reserve balances at December 31, 2021 and the proposed transfers to and from reserves in the 2021 budget. A reserve continuity schedule with reserve balances to 2030 is also provided in the 2021 Budget & Business Plan.

Reserves Contribution Reserves Projected from State of Contribution to Contribution Projected Balance Dec. Municipal Contribution Good Repair Capital to Operating Balance Dec. Conservation Halton Reserves 31, 2020 Funding from Surplus Levy Projects Expenses 31, 2021

Watershed Management & Support Services Vehicle and Equipment 7 20,083 (167,562) 552,521 Building 230,128 230,128 Building - State of Good Repair 262,293 102,000 (70,136) 294,157 Watershed Management Capital - Municipal Funds and Self Generated Funds 982,872 376,500 (575,000) 784,372 Watershed Management & Support Services Stabilization 793,193 793,193 Capital Projects - Debt Financing Charges 472,670 472,670 Digital Transformation 250,000 250,000 Legal - Planning & Watershed Management 258,891 258,891 Legal - Corporate 200,000 200,000 Water Festival 158,911 - (18,615) 140,296 Land Securement 59,537 25,000 84,537 Property Management 80,040 80,040 Stewardship and Restoration 342,399 (144,000) (17,500) 180,899

Conservation Areas Capital 2,963,738 251,284 (1,143,412) 2,071,610 Stabilization 1,000,568 1,000,568

Total Reserves 8,775,322 25,000 251,284 478,500 (2,100,110) (36,115) 7,393,881

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Conservation Authority (CA) Act Provincial Review

For the 2021 budget, provincial funding has been assumed to remain at the same level as 2020 funding. There have been no official updates received from the Province and Minister on their review of the CA Act and the joint stakeholder meetings hosted by the Province in late 2019.

Impact on Strategic Goals

This report supports the Metamorphosis strategic theme of Striving for service excellence and efficiency. This theme is supported by the objective to provide clear financial data and analysis to support informed strategic and operational decision-making for budget development and long-term planning.

Financial Impact

Conservation Halton staff have developed a fiscally conservative budget for 2021. The modest increase of 3.0% for operating expenses and State of Good Repair Levy that is proposed:

• considers the potential fiscal impacts of COVID; • recognizes our regional funding municipalities fiscal pressures; • continues to provide core services in a growing watershed; • ensures the needs of the increasing number of visitors at our Conservation Areas are met and • reflects program and service enhancements to address service delivery objectives outlined in Conservation Halton’s Strategic Plan Metamorphosis.

The 2021 budget addresses increased staff costs and estimated revenue shortfalls primarily through operational efficiencies. Additionally, the proposed 2021 budget continues to provide for investments in our programs to enhance service delivery, supports digital transformation initiatives, watershed planning work, greenspace revitalization, floodplain mapping, flood forecasting, and enhances user experiences at our parks.

Signed & respectfully submitted: Approved for circulation:

Marnie Piggot Hassaan Basit Director, Finance President & CEO/Secretary- Treasurer

Lawrence Wagner Senior Director, Corporate Services

FOR QUESTIONS ON CONTENT: Marnie Piggot, Director, Finance; 905-336-1158, ext. 2240; [email protected]

157/320 CONSERVATION HALTON 2021 BUDGET & BUSINESSPLAN

158/320 FOREWARD 2021 Budget Preparation Timeline

Submitted by: Hassaan Basit President & CEO March – June

• Preparation of 2021 Budget & 2022 Prepared by: – 2030 Operating and Lawrence Wagner, Capital forecast Senior Director, Corporate Services • Approval of preliminary budget by Marnie Piggot, CPA, CA Financial and Audit Committee and Director, Finance Board of Directors

Melissa Silber,, CPA, CGA Manager, Accounting June – October Kimberly O’Malley, CPA, CGA Accounting Analyst • Budget revisions • Preparation of 2022 – 2030 Operating & Capital Forecast In Collaboration with: and approval by Finance & Senior Leadership Team and Departmental Staff from: Audit Committee • Corporate Services • Budget meetings withmunicipal • Corporate Compliance funding partners • Flood Forecasting & Operations • Planning & WatershedManagement • Notice of budget approval sent to Conservation • Science & Partnerships October – February Halton watershed • Project Management Office municipalities • Presentation of final budget • Operations to Finance & Audit Committee • Parks & Recreation and to Board ofDirectors • Presentation of finalbudget to municipalities

Conservation Halton 2021 Budget & Business Plan​159/3202 TABLE OF CONTENTS

4 Introduction 5 Welcome Message 6 About Conservation Halton 7 Summary of Strategic Plan 8 Board of Directors 9 Senior Leadership Team

10 Executive Summary

13 Operating BudgetSummary 14 2021 Budget Summary 16 Watershed Management & SupportServices 17 Conservation Areas 18 Sources of Operating Budget funding 19 Staff Compliment Changes

24 Capital Budget Summary 25 2021 Budget Summary 26 Watershed Management & SupportServices 27 Conservation Areas 28 Sources of Capital Budget funding

30 2021 Operating Budget & Forecast 2022 – 2030

36 2021 Capital Budget & Forecast 2022 – 2030

43 Municipal Funding 44 Municipal Apportionment 45 Municipal Funding Forecast

47 Departmental Business Plans 48 Corporate Services 63 Corporate Compliance 70 Flood Forecasting & Operations 76 Planning & WatershedManagement 86 Science & Partnerships 96 Project Management Office 102 Watershed Management & Support Services Operations (WMSS) 109 Parks & Recreation

115 Reserves

Conservation Halton 2021 Budget & Business Plan​160/3203 INTRODUCTION

161/320 WELCOME MESSAGE

Our 2021 budget balances strategic priorities, growth-related pressures, Planning by staff is underway to complete a refresh of our strategic and potential COVID-19 related impacts on programming, while plan that will contain similar themes carrying Metamorphosis into continuing to enable progress on our strategic plan Metamorphosis. the next phase. As always, emphasis on building resiliency and mitigating the effects of climate change through community Despite the unforeseen challenges that the COVID-19 pandemic engagement, education, forest management, environmental presented in 2020—including the temporary closure of our parks—we monitoring, stewardship and habitat restoration, and corporate remain resilient and in healthy financial shape. Our goal to improve our social responsibility remains a top priority. long-term financial sustainability remains on track. This is in large part thanks to a previous commitment and investment into modernizing our Partnerships and collaboration have never been more critical than operations through technology. during the current COVID-19 pandemic. 2020 and 2021 will continue to disrupt and challenge the sustainability of our services The 2021 budget of $36.8 million continues to be funded through and products. Conservation Halton is grateful for the continued largely self-generated revenues with base municipal funding remaining support of our municipal partners, especially that of our largest less than 30% of total funding sources. The 2021 budget addresses funding partner, Halton Region, and we look forward to serving our increased staff costs and estimated revenue shortfalls primarily through watershed residents together. operational efficiencies. The measures taken early in 2020 to ensure financial viability, control expenses, and seek opportunities to open our On behalf of everyone at Conservation Halton and our Board of parks in a safe and controlled manner has resulted in a minimal funding Directors, I would like to thank all our funders, supporters, increase request to municipalities of 3% that ranges from 1.7% to 3.1% based on apportionment data, while provincial funding is assumed to customers, and volunteers for their support over the last year. remain at the same level as 2020. The budget has been prepared through continued emphasis on operating efficiencies that do not affect service levels or customer experience, as well as increased grants and funding to minimize the impact on municipal partners.

2020 has demonstrated the important connection between nature and both physical and mental health. As we look to 2021, we remain committed to serving our communities. The proposed budget continues to provide for investments in our programs to enhance environmental conservation and restoration, support digital transformation, facilitate Hassaan Basit Gerry Smallegange safe, equitable access to greenspace through our parks, enhance service President & CEO Chair, Board of Directors delivery for our building and development customers, and improve flood forecasting and floodplain mapping.

162/320 ABOUT CONSERVATION HALTON

Conservation Halton was established more than 60 years ago to protect our communities from flooding and erosion and manage and restore natural resources of the watershed. We have grown to become so much more.

Today, it is our responsibility to prepare our communities for the impacts of climate change, support our partners in creating more sustainable communities, manage our natural areas and resources within the watershed, monitor and enhance the environmental health of our watershed and create opportunities to connect with nature through recreation and education.

Here at Conservation Halton, you will find highly skilled and competent professional staff. Together, we are working to ensure a healthy watershed with clean streams, abundant forests and natural habitats that are in balance with our growing communities and engage residents.

163/320 KEY SERVICE TARGETS: SUMMARY OF STRATEGIC PLAN 1. Limit increases in annual tax-supported operating expenditures to regional budget guidelines. Conservation Halton’s strategic plan, Metamorphosis, 2. Plan for long-term capital needs with asustainable financing was approved by the Conservation Halton Board of strategy. Directors. The plan sets out priorities to guide staff in developing work plans. 3. Increase self-generated revenue by 2 to 5 percent annually. 4. Deliver comments on 95 percent of technical reviews of permit and planning applications in six weeks.

5. Process 95 percent of minor permit applications within 30days. 6. Reach an average customer satisfaction rate of 90percent across all service areas. THE STRATEGIC PLAN HAS FOUR MAIN THEMES KEY CONSERVATION TARGETS: 1. Work with partners to increase the amount of protected terrestrial and aquatic area by 2 to 5percent. Taking care of our growing communities 2. Maintain a consistent or improving trend in key water quality indicators, such as phosphorus, nitrate, chloride and suspended solids, across the watershed. Protecting our natural, cultural and scenic assets 3. Monitor 100 aquatic and terrestrial stations across the watershed to assess changes and informenvironmental management Preparing for the effectsof climate change decisions. 4. Increase the number of watershed residents who participate in Creating opportunities to connect with nature conservation outreach education and stewardship activities by 15 to 20 percent. 5. Increase the number of floodplain, wetland and watercourse restoration projects by 5 to 10 percent. 6. Transition our corporate offices and parks operations to a carbon neutral footprint.

Conservation Halton 2021 Budget & Business Plan​164/3207 BOARD OF DIRECTORS

REGIONAL MUNICIPALITY OF HALTON BURLINGTON Mayor Marianne Meed Ward Councillor Rory Nisan Mr. Gerry Smallegange,Chair Mr. Jim Sweetlove

HALTON HILLS Councillor Moya Johnson,Vice-Chair Councillor Bryan Lewis

MILTON Mayor Gordon Krantz Councillor Mike Cluett Councillor Rick Di Lorenzo Councillor Zeeshan Hamid

OAKVILLE Mayor Rob Burton Councillor CathyDuddeck Councillor Allan Elgar Councillor Dave Gittings

REGIONAL MUNICIPALITY OF PEEL MISSISSAUGA Mr. Hamza Ansari Mrs. JeanWilliams

CITY OF HAMILTON Ms. Joanne DiMaio Dr.. Zobia Jawed

TOWNSHIP OF PUSLINCH Mr. Stephen Gilmour

165/320 SENIOR LEADERSHIP TEAM

The above organizational structure is as of September 2020. Conservation Halton 2021 Budget & Business Plan​166/3209 EXECUTIVE SUMMARY

167/320 The 2021 budget has increased by $1.6 million over the total 2020 EXECUTIVE SUMMARY budget of $35.2 million. The small year over year budget increase has been achieved through operating efficiencies and increased grants and other funding to minimize the impact on municipal partners. Most of the 2021 budget continues to be funded through Conservation Halton’s 2021 budget of $36.8 million and 2022-2030 self-generated revenues with base municipal funding remaining at forecast provides the resources that are needed to protect, restore less than 30% of the total funding sources. and manage the natural resources in the watershed and provide continued improvements to its programs, services, and infrastructure. A key service target in Conservation Halton’s Strategic Plan is to limit operating and capital municipal funding increases to regional Similar to other public bodies, the preparation of the budget and budget guidelines. The 2021 increase in municipal operating is forecast requires thoughtful consideration to balancing inflationary 3.0% and is within the guideline of 3.7% provided by the Region of and growth-related pressures within funding guidelines provided by Halton. Included in the municipal funding increase of $306,561 is our municipal partners. Additionally, the budget incorporates $39,300 to the State of Good Repair Levy for dams and channels potential longer-term fiscal impacts from COVID-19 pandemic. and building assets.

The operating and capital forecast has been prepared with municipal funding increases ranging from 3% to 4.5% annually that Total 2021 Budget $36,818,094 includes a phasing in of funding to maintain assets in a good state of repair. The budget and forecast also includes increases of 2% to Capital 5% annually from self-generated revenue in line with the strategic Projects, plan service target. $4,905,110 Staffing is determined by the Senior Leadership Team through a review of program service delivery needs. The 2021 budget includes 251 Full Time Equivalent (FTE) staff that are comprised of 113 FTE in Watershed Management & Support Services (WMSS) programs and 138 FTE in the Conservation Areas. While there is no increase in the WMSS staffing, there is an overall increase of 4.1 full time equivalent (FTE) staff positions in the parks funded by park program revenues. The 2021 budget proposes an operating surplus for the parks of $251,284.

Operating In summary, the 2021 budget continues to provide core services in Budget, a growing watershed, ensures the needs of the increasing number $31,912,984 of visitors at our Conservation Areas are met and reflects program and service enhancements to address service delivery objectives. Capital Projects Operating Budget

Conservation Halton 2021 Budget & Business Plan​168/32011 Operating Budget 2021 Budget 2020 Budget

Corporate Services 4,432,544 4,420,137 Total Budget Funding Sources $36,818,094 Corporate Compliance 774,777 704,615 Engineering 508,284 536,797 Planning & Watershed Management 4,893,668 4,833,339 $10,173,879 Science & Partnerships 1,992,466 1,733,788 Project Management Office 2,721,509 1,685,903 WMSS Operations 1,623,476 1,445,096 Debt Financing 619,245 649,011 Reserves 25,000 25,000 Conservation Areas 13,843,514 13,992,489 $16,107,788 State of Good Repair Levy 478,500 439,200 $36,115 31,912,984 30,465,375 $2,209,070 $2,832,634 $553,498 Capital Budget 2021 Budget 2020 Budget Program Revenue 49% Provincial Funding 2% Other 9% Chargeback Recoveries 7% Corporate Services 137,000 364,000 Reserves 1% Municipal Funding 32% Other Foundation Funded Projects 100,000 100,000 Corporate Compliance 25,000 125,000 Engineering 1,273,000 1,427,373 Planning & Watershed Management 525,000 355,000 Project Management Office 714,136 384,000 Emerald Ash Borer 820,000 862,243 Vehicle & Equipment Replacement 167,562 194,339 Conservation Areas 1,143,412 920,556 4,905,110 4,732,511

Total Operating & Capital Budget $ 36,818,094 $ 35,197,886

Conservation Halton 2021 Budget & Business Plan​169/32012 OPERATING BUDGET

170/320 2021 OPERATING BUDGET SUMMARY

Conservation Halton works to protect, restore and manage the natural resources in its watershed and provide recreational and education opportunities to residents and visitors to the area.

Located in one of the fastest growing regions in Canada, Total Operating Budget $31,912,984 Conservation Halton is faced with delivering core services to an increasing number of residents in the watershed and visitors to its conservation areas, or parks. In addition to addressing the Watershed impacts of growth, Conservation Halton is mindful of enhancing Management & programs and services to meet mandated timelines and service delivery objectives outlined in the Conservation Halton strategic Support plan - Metamorphosis. Services, $18,069,470 Conservation Halton has established Budget Principles for the Conservation preparation of its annual budget. Two primary budget categories are included in the Budget Principles, Watershed Areas, Management & Support Services (WMSS) and the Conservation $13,843,514 Areas, based on the funding sources for these programs. Conservation Areas recreation programs receive revenue through park program fees that generate an operating surplus. Annual Park operating surpluses are transferred to the Conservation Areas Conservation Area capital reserve to fund park capital project Watershed Management & Support Services expenditures.

The 2021 operating budget of $31.9 million provides for an investment of $18.1 million in Watershed Management & Support Services programs and an investment of $13.8 million into the Conservation Areas.

Conservation Halton 2021 Budget & Business Plan​171/32014 2021 OPERATING BUDGET SUMMARY

BUDGET DEPARTMENTS

The 2021 operating budget has been prepared according to the Further details of the operating budget for each department are current organization department structure and the programs and provided in the Departmental Business Plans. services provided by those departments. The following outlines the current departmental structure and the programs and services offered Assumptions Used in Preparing the 2021 Operating Budget by each department. Inflation has been assumed generally at a rate of 1.0% for Corporate Services​ 2021. The Bank of Canada aims to keep inflation at the 2 per Office of the President & CEO; Conservation Halton Foundation cent midpoint of an inflation-control target range of 1 to 3 per Administration; Finance; Information Technology (IT); Geographic cent. Information Systems (GIS); Human Resources; Digital Transformation; Marketing & Communications Staff salary bands for 2021 are proposed to increase by 1.0% for inflation. Salaries are based on 96% of the top of the salary Corporate Compliance bands that approximate actual salary levels. Procurement; Ethics & Compliance; Health & Safety; Risk & Lands

Flood Forecasting & Operations Science & Partnerships Ecology; Stewardship; Outreach; Hamilton Harbour Remedial Action Plan (HHRAP); Partnership Projects

Project Management Office (PMO) Administration Office Facility; Restoration; Project Management; Construction; Partnership Projects

Operations Forestry Operations; Forestry Tech. Team; Property Management; Security; Vehicle & Equipment WMSS Operations

Conservation Areas Vehicle & equipment Park Operations; Kelso/ Glen Eden; Crawford Lake / Mountsberg / Robert Edmondson; Rattlesnake Point / Hilton Falls / Mount Nemo; Outreach

Conservation Halton 2021 Budget & Business Plan​172/32015 WATERSHED MANAGEMENT & As a public service body, Conservation Halton prepares a budget that balances expenditures with sources of revenue for the Watershed SUPPORT SERVICES Management & Support Services programs.

OPERATING BUDGET SUMMARY The operating budget and municipal funding increase are partially funded by program revenue, grants, reserves and chargebacks. Municipal INVESTING IN THE WATERSHED operating funding for WMSS programs is proposed to increase by $474,261 for programs and services and by $39,300 to fund increases to the State of Good Repair Levies for dams, channels and facilities.​ The operating budget provides for an investment of $18.1 million into Watershed Management & Support Services (WMSS) programs. Major drivers of the WMSS municipal funding increase include:​ • Staff compensation (inflation, adjustments) & benefits costs of Total WMSS Operating Budget $18,069,470 $665,051; ​ • Planning and Permit revenue reduction of $171,100 adjusted closer to 619,245 25,000 478,500 historical results; and​ • Offsetting increase in other program revenue and grants of $267,768.​ 1,623,476 ​Through staff realignments and service delivery review, there are no 4,432,544 changes in total FTE’s included in the WMSS operating budget. Staff complement changes are discussed in greater detail on the following pages. ​

The increase in materials and supplies is mainly attributed to Information 2,721,509 Technology (IT) enhancements that will continue to facilitate the digital 774,777 transformation process. Purchased services increases are largely related to the budget allocation of Partnership Projects that are fully funded by 508,284 grants and other funding. ​

​Debt financing charges will decrease in 2021 by ($29,766) based on 1,992,466 updated debt financing charges provided by Halton Region staff. The loan with the Hamilton Foundation matures December 1, 2020 and it has been 4,893,668 assumed this loan will be renewed at similar terms. ​ Corporate Services Corporate Compliance Chargeback expenses are included in Partnership Projects, Source Flood Forecasting & Operations Protection and WMSS Operations related to staff in other departments Planning & Watershed Management allocating time on these programs. The chargeback amounts are Science & Partnerships increasing in total by $100,454 based on the estimated amount of staff Project Management Office time to be spent on the respective projects and programs. Operations Debt Financing Charges The increase in the State of Good Repair Levy of $39,300 is discussed in Reserves more detail on the following pages.

Conservation Halton 2021 Budget & Business Plan​173/32016 CONSERVATION AREAS

OPERATING BUDGET SUMMARY INVESTING IN OUR PARKS Operating expenses have increased in the Conservation Areas 2021 operating budget by $373,717. A large portion of the higher The operating budget provides for an investment of $13.8 million into operating expenses are related to staffing costs which have Conservation Area Programs & Services. increased by $284,317. The staff increase is for the most part related to adjusted part time seasonal staff costs to better reflect historical spending. The increase in expenses is funded entirely by Total Conservation Area's Operating Budget park program revenue. $13,843,514 The chargeback to the Conservation Areas for support services has increased in the 2021 operating budget by $199,800 to $1,393,200. The increase is related to support service staffing $1,393,200 $984,102 changes and the estimated allocation of time spent on park $105,090 programs. $251,284 Program and other funding revenue have decreased by $144,610 $317,474 to $13,526,040 from the 2020 Budget amount of $13,670,650. Program revenue includes adjustments based on the three-year average of historical actual amounts and partially considers COVID impacts to programs that can be offered. The $779,239 parks revenue assumes continuing to transition to full cost recovery.

$2,039,720

$7,973,405

Administration Vehicle and Equipment Operations Kelso/Glen Eden Crawford Lake/Mountsberg/Robert Edmondson Rattlesnake Point/Hilton Falls/Mount Nemo Outreach Reserves Support Services Chargeback

Conservation Halton 2021 Budget & Business Plan​174/32017 SOURCES OF OPERATING BUDGET FUNDING OPERATING BUDGET SUMMARY

Conservation Halton is proactive at generating funding through various sources to mitigate the financial impact to its funding municipalities. The 2021 operating budget funding sources are Total Operating Budget Funding Sources consistent with prior years with the majority of funding derived from $31,912,984 self-generated revenues and less than one third of the operating budget funded by municipal operating funding of $10.2 million.

$10,173,879 Program revenue included in the operating budget has been assumed to increase based on inflation, growth and increases identified through the Rates & Fees model to transition to full cost recovery. The fees model will ensure that fees are phased in to recover costs of providing services and will also benchmark fees against other similar service providers to ensure equity to the $16,107,788 consumers of the services.

Municipal funding is provided by the Region of Halton, City of Hamilton, Region of Peel and Township of Puslinch. Municipal $36,115 funding is apportioned according to the area and proportional current value assessment of the municipality falling within the Conservation Halton watershed and is detailed in the Municipal Apportionment section of the 2021 Budget & Business Plan. $2,209,070 $2,832,634 $553,498

Program Revenue 49% Provincial Funding 2% Other 9% Chargeback Recoveries 7% Reserves 1% Municipal Funding 32%

Conservation Halton 2021 Budget & Business Plan​175/32018 STAFF COMPLEMENT CHARGES OPERATING BUDGET SUMMARY

There are no changes in the total WMSS staff FTE positions in the 2021 budget. The Conservation Areas operating budget provides for an increase in Parks staffing of 4.1 FTE positions to meet program demands. A summary of the changes is provided below.

Staffing Overview Summary 2020 Net Change Approved Service Reallocation 2021 Total 2021 vs FTE Adjustment of Staff FTE 2020 Watershed Management & Support Services (WMSS) Full-time 105.4 1.0 -1.0 105.4 0.0 Part-time/Contract 7.8 1.2 -1.2 7.8 0.0 Total WMSS 113.2 2.2 -2.2 113.2 0.0

Conservation Areas Full-time 37.0 -3.8 1.0 34.3 -2.8 Part-time/Contract 96.5 5.7 1.2 103.4 6.9 Total Conservation Areas 133.5 1.9 2.2 137.7 4.1

Total Full-time 142.4 -2.8 0.0 139.7 -2.8 Total Part-time/Contract 104.3 6.9 0.0 111.2 6.9 Total Staff FTE's 246.7 4.1 0.0 250.9 4.1

Conservation Halton 2021 Budget & Business Plan​176/32019 STATE OF GOOD REPAIR LEVY

The operating budget includes a request for a State of Good Repair The Debt Financing Charges included in the 2021 operating budget of (SOGR) Levy of $478,500, an increase of $39,300 over the 2020 budget $619,245 includes $569,245 municipal debt financing charges and amount. This increase is consistent with the 2021 forecast amount $50,000 for estimated principal and interest payments on a land included in the 2020 budget. The 2021 State of Good Repair Levy acquisition loan with the Hamilton Community Foundation (HCF). The consists of $376,500 for dams and channels assets and $102,000 for HCF loan with a current balance of approximately $340,000 matures buildings and facility assets. The State of Good Repair Levy amounts will December 1, 2020. It has been assumed for budget purposes this loan be transferred to the Watershed Management Capital and the Building will be renewed at similar terms. SOGR Reserve to fund 2021 and future capital works. Municipal debt financing charges are calculated based on Halton Asset Management (AM) Plans have been completed for all Conservation Region’s estimated investment earning rate of 3.2%, with repayment over Halton assets including Dams and Channels, Facilities and the plan for thirty years for the Kelso Dam capital project debt financing and twenty the remaining capital assets was completed in June 2020. The AM plans years for other projects. Projects that have been debt financed include have identified that most Conservation Halton’s assets are in good significant dams and channels capital projects and the Administration condition. The last AM plan noted that reserve levels for some assets Office major renovations. such as vehicles are inadequate in the later years of the ten-year forecast and will be addressed in future budgets. The total long-term debt balance is currently $5,671,453. The debt capacity ratio estimated for 2021 of 4.5% is based on estimated own The Asset Management Plans provide the annual investment required to source revenues excluding Conservation Areas program revenue. maintain these assets in a state of good repair. Based on the phase in of Conservation Halton has approved a debt capacity ratio of 10% in its the State of Good Repair levy amounts, some municipal debt financing is Budget Principles. still required over the ten-year forecast period until the SOGR levy reaches target levels established in the AM plans. Conservation Halton RESERVE FUNDING AND TRANSFERS staff will work towards phasing in the shortfall in future budgets to minimize the municipal funding impact. In addition to Watershed Management Capital and Building reserve funding from the State of Good Repair levy amounts, there is a transfer of DEBT FINANCING, DEBT FINANCING CHARGES AND DEBT $25,000 to the Land Securement Reserve included in the 2021 budget. The CAPACITY transfer will help to ensure funds are available to respond to opportunities that meet the guidelines established in the Land Securement Strategy. Municipal debt financing included in the 2021 budget of $526,500 is comprised of 50% of the Morrison-Wedgewood channel spill prevention Transfers from the Water Festival and Stewardship and Restoration reserves design estimated costs of $53,000 and low impact development (LID) totaling $36,115 are included in Outreach and Stewardship program system improvements at the Administration Office of $500,000. Dams funding in the 2021 budget to meet program operating expense needs. and channel repair costs are assumed to be funded 50% municipally and 50% through provincial Ministry of Natural Resource and Forestry The Reserve section of the 2021 Budget & Business Plan provides (MNRF) Water and Erosion Control Infrastructure (WECI) funding. The the projected reserve balances at December 31, 2020 and the LID system improvements were recommended in the proposed transfers to and from reserves in the 2021 budget. A reserve Administration Office landscape master plan. continuity schedule with reserve balances to 2030 is also provided in this section.

Conservation Halton 2021 Budget & Business Plan​177/32020 WATERSHED MANAGEMENT & SUPPORT SERVICES OPERATING BUDGET SUMMARY 2021 Budget Funding Sources Other Chargeback % Increase (Grants, Sp. Recoveries Municipal (decrease) 2020 Budget 2021 Budget Program Provincial Reserve Description 2019 Actual Project, (CHF, SPP, Levy & over 2020 Expenses Expenses Revenue Funding Funding Debt CAP, Cons. Funding Budget financing) Areas)

ConservationWATERSHED Halton MANAGEMENT 2020 Budget &Summary SUPPORT SERVICES (WMSS) PROGRAMS

1 CORPORATE SERVICES Office of the President & CEO 594,734 607,430 665,847 20,200 645,647 Conservation Halton Foundation Administration 163,346 142,847 148,504 15,000 133,504 Finance 715,024 787,642 809,270 72,500 242,549 494,221 General Corporate Services 20,797 - - - Information Technology 567,079 692,397 500,021 59,200 440,821 Geographical Information Systems (GIS) 577,690 640,335 496,844 6,500 490,344 Digital Transformation - 119,546 355,507 136,400 219,107 Human Resources 645,688 658,490 677,743 186,600 491,143 Marketing & Communications 488,309 771,450 778,808 292,200 10,000 476,608

0.3% 3,772,666 4,420,137 4,432,544 79,000 - - 952,149 10,000 3,391,395

2 CORPORATE COMPLIANCE Corporate Compliance 228,379 296,073 301,740 101,700 200,040 Risk & Lands 369,271 408,542 473,037 86,000 387,037

10.0% 597,651 704,615 774,777 - - - 187,700 - 587,077

3 FLOOD FORECASTING & OPERATIONS Flood Forecasting 542,875 536,797 508,284 155,034 - 30,950 322,300

(5.3%) 542,875 536,797 508,284 - 155,034 - 30,950 - 322,300

4 PLANNING & WATERSHED MANAGEMENT Planning & Regulations 3,104,345 3,773,501 3,885,613 2,341,300 38,700 1,505,613 Engineering 337,138 330,163 239,437 3,000 37,440 198,997 Regional Infrastructure Team 420,209 474,130 495,154 507,533 (12,379) Source Protection 265,527 255,545 273,464 273,464 - -

1.2% 4,127,219 4,833,339 4,893,668 2,344,300 273,464 507,533 76,140 - 1,692,231

Conservation Halton 2021 Budget & Business Plan​178/32021 WATERSHED MANAGEMENT & SUPPORT SERVICES OPERATING BUDGET SUMMARY 2021 Budget Funding Sources % Increase Other Chargeback Municipal (decrease) 2020 Budget 2021 Budget Program Provincial (Grants, Sp. Recoveries Reserve Description 2019 Actual Levy & over 2020 Expenses Expenses Revenue Funding Project, Debt (CHF, SPP, CAP, Funding Funding Budget financing) Cons. Areas)

5 SCIENCE & PARTNERSHIPS Ecology 526,866 573,476 636,555 21,978 45,268 569,309 Stewardship 464,988 558,450 575,773 68,180 148,720 17,500 341,373 HHRAP 272,628 272,922 338,004 346,454 (8,450) Partnership Projects 372,178 328,940 442,134 442,134 - - 14.9% 1,636,660 1,733,788 1,992,466 90,158 - 788,588 193,988 17,500 902,232

6 PROJECT MANAGEMENT OFFICE Administration Office Facility 195,808 193,794 197,468 197,468 Project Management 81,763 220,659 456,415 75,000 94,910 286,505 Restoration 208,652 320,328 356,569 - 263,443 93,126 Construction 272,700 233,020 249,544 49,800 199,744 Partnership Projects 355,088 718,102 1,461,513 1,461,513 -

61.4% 1,114,011 1,685,903 2,721,509 - - 1,536,513 408,153 - 776,843

7 OPERATIONS Vehicles and Equipment 141,316 157,589 160,589 160,589 Property Management 57,160 90,300 91,770 36,000 125,000 (69,230) Security 324,330 317,397 445,307 171,700 273,607 Forestry Operations 403,264 513,684 548,347 42,000 15,000 491,347 Forestry Tech. Team 344,977 366,126 377,463 100,000 110,000 167,463

12.3% 1,271,047 1,445,096 1,623,476 178,000 125,000 - 296,700 - 1,023,776

8 DEBT FINANCING CHARGES (4.6%) 559,050 649,011 619,245 619,245 TRANSFER TO RESERVE - VEHICLE & 9a EQUIPMENT 25,000 - - - TRANSFER TO RESERVES - DEBT FINANCING, BUILDING, WMSS STABILIZATION, DIGITAL 9b TRANSFORMATION; ALLOCATED SURPLUS 809,751 - - - TRANSFER TO RESERVES - STATE OF GOOD 10a REPAIR (SOGR) LEVY 8.9% 414,200 439,200 478,500 478,500 10b TRANSFER TO RESERVE - LAND SECUREMENT 0.0% 25,000 25,000 25,000 25,000

TOTAL OPERATING WATERSHED MGMT & SUPPORT SERVICES (WMSS) 9.7% 14,895,129 16,472,886 18,069,470 2,691,458 553,498 2,832,634 2,145,780 27,500 9,818,600

Conservation Halton 2021 Budget & Business Plan​179/32022 WATERSHED MANAGEMENT & SUPPORT SERVICES OPERATING BUDGET SUMMARY

2021 Budget Funding Sources

% Increase Chargeback Other (Grants, (decrease) 2020 Budget 2021 Budget Program Provincial Recoveries (CHF, Reserve Municipal Levy & Description 2019 Actual Sp. Project, Debt over 2020 Expenses Expenses Revenue Funding SPP, CAP, Cons. Funding Funding financing) Budget Areas)

CONSERVATION AREAS

11 Conservation Areas Conservation Areas Administration 702,436 668,451 984,102 935,000 63,290 Vehicle and Equipment Operations - Parks 119,636 104,390 105,090 Kelso/Glen Eden 9,226,658 7,832,408 7,973,405 9,294,250 Crawford Lake/Mountsberg/Robert Edmondson 2,087,641 2,168,959 2,039,720 1,923,000 - 240,000 Rattlesnake Point/Hilton Falls/Mount Nemo 707,605 734,631 779,239 1,070,500 Outreach 279,313 321,839 317,474 193,580 8,615 115,279 Transfer Surplus to Conservation Area reserves 766,213 968,411 251,284

SUBTOTAL CONSERVATION AREAS - OPERATING BEFORE SUPPORT SERVICES CHARGEBACK (2.7%) 13,889,502 12,799,089 12,450,314 13,416,330 - - 63,290 8,615 355,279

Support Services Chargeback 16.7% 931,992 1,193,400 1,393,200

TOTAL OPERATING CONSERVATION AREAS (1.1%) 14,821,494 13,992,489 13,843,514 13,416,330 - - 63,290 8,615 355,279

TOTAL OPERATING PROGRAMS 4.8% 29,716,623 30,465,375 31,912,984 16,107,788 553,498 2,832,634 2,209,070 36,115 10,173,879

Conservation Halton 2021 Budget & Business Plan​180/32023 CAPITAL BUDGET SUMMARY

181/320 2021 CAPITAL BUDGET SUMMARY CAPITAL BUDGET SUMMARY Total Capital Budget $4,905,110

The 2021 capital budget will invest a total of $4.9 million into $100,000 $15,000 $25,000 infrastructure and technology to enhance programs and services in the watershed ($3.8 million) and Conservation Areas ($1.1 million). $1,143,412 The capital budget provides funding for projects such as the rehabilitation of flood control infrastructure, updating of flood plain mapping, investments in digital transformation and technology $1,773,000 upgrades, vehicle and equipment replacements, managing the impacts of Emerald Ash Borer, land management initiatives and infrastructure $167,562 improvements at the Conservation Areas. $122,000

$820,000 $25,000 $714,136

Corporate Services Foundation Funded Initiatives Corporate Compliance Engineering Planning & Watershed Management Project Management Office Emerald Ash Borer IT Infrastructure and Upgrades WMSS Vehicles Conservation Areas

Conservation Halton 2021 Budget & Business Plan​182/32025 WATERSHED MANAGEMENT & SUPPORT SERVICES

CAPITAL BUDGET SUMMARY

INVESTING IN THE WATERSHED FLOOD FORECASTING & OPERATIONS

The largest portion of the Watershed Management & Support Services Dams and channels major repair and maintenance projects in the 2021 capital budget is related to dams and channels rehabilitation and capital budget have a total cost of $1,203,000. These projects are assumed replacement capital projects. The dams and channels capital projects are to be funded 50% from the Watershed Management Capital Reserve based on information prepared by Conservation Halton’s engineering funded through the State of Good Repair Levy, except for Scotch Block Dam project management staff. Dams and channels capital projects are and Channel capital projects that are municipally debt financed. The generally assumed to be funded 50% municipally and 50% provincially, remaining 50% is funded provincially through the Water and Erosion which is expected to be approved as part of a grant application process. Control Infrastructure (WECI) fund.

The WMSS 2021 capital budget includes: The 2021 dams and channel projects include estimated repairs costing $755,000 to Hilton Falls Dam, $155,000 for the Mountsberg Dam Safety CORPORATE SERVICES Review update and repairs, $240,000 for Hager-Rambo and Freeman Pond sediment removal and maintenance and $53,000 for Morrison Wedgewood channel spill prevention wall design. Ortho imagery purchase of $15,000 is to acquire high resolution imagery to support staff in ongoing efforts in floodplain mapping, forestry and Flood Forecasting & Warning Program costs of $70,000 are related to asset management. Acquisition of this imagery is done in collaboration equipment and services for the development of watershed Flood with watershed municipalities to avoid duplication of costs. Forecasting & Warning forecast models and tools. Information Technology nfrastructure capital costs of $122,000 includes new and replacement computer equipment, software, and digital PLANNING & WATERSHED MANAGEMENT transformation enhancements. The $25,000 in capital for Watershed Planning will continue to guide CORPORATE COMPLIANCE Conservation Halton and partner municipalities in identifying natural assets and developing sustainable, cost-effective and climate resilient infrastructure in the watershed. This project aligns with Conservation Halton strategic Clappison & Waterdown Woods are two properties owned by plan objective to increase climate resiliency by promoting natural solutions. Conservation Halton. Significant access by the public is occurring on these sites as a result of population growth without any formal Flood Plain mapping, with costs of $500,000 is in its fourth year of a multi- management program by Conservation Halton. The 2021 capital budget year capital project identified through the Strategic Plan. This project is includes $25,000 to develop a phased project plan to address current funded through Halton Region other municipal funding as the remaining challenges watershed areas to be updated fall predominantly within the Halton Region portion of the Conservation Halton watershed making it difficult to apportion these costs to other municipalities.

ConservationConservation HaltonHalton 20212020 Budget Budget & & Business Business Plan​Plan183/32026 CONSERVATION AREAS

CAPITAL BUDGET SUMMARY

PROJECT MANAGEMENT OFFICE (PMO) INVESTING IN OUR PARKS

Administration Office capital works for $500,000 will support low impact The 2021 capital budget provides for an investment of $1,143,412 into development (LID) system improvements at the Administration Office. This the Conservation Areas. Capital project expenditures are largely funded capital investment was recommended in the Landscape Master Plan. by the Conservation Areas Capital Reserve. This capital reserve is funded through transfers of the annual park operating surplus. Facility Major maintenance of $70,136 includes maintenance work identified in the Facilities Asset Management Plan and Facility Condition The Conservation Area 2021 capital budget includes: Assessment report to maintain WMSS buildings in a state of good repair. Ski hill improvements of $500,000 and Facility major maintenance & IT OPERATIONS infrastructure totalling $495,000 will provide for Glen Eden snowmaking and electrical improvements, rental equipment replacement, Information Emerald Ash Borer (EAB) treatment has been included at a cost of Technology and other park infrastructure enhancements. $820,000. EAB costs are funded by designated funds from the Region of Halton for EAB work according to the amount outlined in the Business Plan Vehicle and equipment replacements planned for 2021 of $148,412 for approved in 2017. the Conservation Areas will be funded by a transfer from the Conservation Areas Capital Reserve. Vehicle and equipment replacements planned for 2021 of $167,562 for WMSS will be funded by a transfer from the Vehicle and Equipment Developer Contribution project work will continue in 2021 using unspent Reserve. funds from prior budgets. Works to date are related to preliminary design, costing and archaeology work for infrastructure projects Other Foundation funded projects of $100,000 is an estimated amount to approved by the Board of Directors to be funded by Developer recognize annual fundraising by the Conservation Halton Foundation for Contributions being held by Halton Region. These projects are currently park capital projects that typically support the education program. being reassessed based on potential changes to park priorities as a result of provincial requirements and impacts of COVID on park programs.

Conservation Halton 2021 Budget & Business Plan​184/32027 Capital Project funding sources are detailed in the 2021 capital SOURCES OF CAPITAL BUDGET FUNDING budget. A summary of the funding sources is provided in the graph. Transfers from Reserves fund 43% of the total capital budget. Reserve transfers include 50% of dams and channels major repairs costs in addition to vehicle and equipment replacements, Administration Office infrastructure and Conservation Area capital projects. Total Capital Budget Funding Sources Provincial funding for the remaining 50% of the Dams and Channels major repairs makes up 12% of funding sources. $4,905,110 Other funding sources of 39% include other municipal funding for the EAB $257,000 Capital and Floodplain Mapping update projects and debt funding for $601,500 Administration Office improvements and 50% of Morrison Wedgewood channel work.

Municipal funding for various new and continuing WMSS capital projects accounts for 5% of the capital budget funding sources.

ASSET MANAGEMENT & STATE OF GOOD REPAIR $2,100,110 $1,930,500 Conservation Halton staff have completed Asset Management (AM) Plan in phases for all Conservation Halton assets.

The funding required to maintain dams and channels, buildings and vehicle assets is based on the average requirements over the ten-year forecast and are held in reserves until the capital work is included in the capital budget. In the 2021 capital budget, transfers from capital reserves of $575,000 is $16,000 allocated to dams and channels projects and $70,136 to buildings to maintain these assets in a state of good repair. Provincial Funding 12% Other Municipal, Debt Financing & Foundation 39% The Dams and Channels AM Plan identified a total annual investment of $1.5 Program Revenue 1% million to maintain these assets in a state of good repair with 50% proposed Reserves 43% to be municipally funded. The State of Good Repair Levy for dams and channels is anticipated to be fully phased in by 2026 in the forecast. Municipal Funding 5% The Facilities Asset Management Plan completed in 2019 recommended an annual reserve contribution amount of $159,000. Conservation Halton staff are phasing in this increase to avoid a shortfall in the reserve and minimize the municipal funding impact.

Conservation Halton 2021 Budget & Business Plan​185/32028 2021 BUDGET SUMMARY

CAPITAL BUDGET SUMMARY 2021 Budget Funding Sources

% Increase Other Chargeback Municipal (decrease) 2020 Budget 2021 Budget Program Provincial (Grants, Sp. Recoveries (CHF, Reserve Description 2019 Actual Levy & over 2020 Expenses Expenses Revenue Funding Project, Debt SPP, CAP, Cons. Funding Funding Budget financing) Areas)

CAPITAL

12a Capital - Watershed Management & Support Services (WMSS) Corporate Services Asset Management Plan; Rates & Fees 32,561 Lidar Imagery 40,000 - - Ortho Imagery 10,446 - 15,000 15,000 IT Infrastructure & Digital Transformation 116,684 224,000 122,000 122,000 Website Upgrade 100,000 - - - Corporate Compliance - Giant's Rib Geopark 100,000 - - - Clappison & Waterdown Woods 25,000 25,000 25,000 Flood Forecasting & Operations Dams & Channels Maintenance Projects 7,021,587 1,312,373 1,203,000 601,500 26,500 575,000 - Flood Forecasting & Warning Program 93,006 115,000 70,000 70,000 Planning & Watershed Management 45,700 - Watershed Planning 8,500 25,000 25,000 25,000 Flood Plain Mapping Update 488,603 330,000 500,000 500,000 - Project Management Office 10,200 - Administration Office Renovations 64,701 150,000 500,000 500,000 - - Facility Major Maintenance 40,048 102,000 70,136 70,136 - Operations Centre - Capacity Study/Design 100,000 - - - Speyside Weir Removal 32,000 144,000 144,000 - Emerald Ash Borer 1,101,981 862,243 820,000 16,000 804,000 - Vehicle and Equipment Replacement 230,569 194,339 167,562 167,562 - Other Foundation Funded Projects 100,000 100,000 100,000 -

TOTAL CAPITAL WMSS (1.3%) 9,264,584 3,811,955 3,761,698 16,000 601,500 1,930,500 - 956,698 257,000

12b Capital - Conservation Areas Skihill Improvements - 100,000 500,000 500,000 - Facility Major Maintenance & IT Infrastructure 380,934 405,000 495,000 495,000 - Vehicle and Equipment Replacement 127,294 165,556 148,412 148,412 - Developer Contribution Works 122,796 250,000 - - -

TOTAL CAPITAL CONSERVATION AREAS 24.2% 631,025 920,556 1,143,412 - - - - 1,143,412 -

TOTAL CAPITAL PROJECTS 3.6% 9,895,609 4,732,511 4,905,110 16,000 601,500 1,930,500 - 2,100,110 257,000

Conservation Halton 2021 Budget & Business Plan​186/32029 2021 OPERATING BUDGET & FORECAST 2022 – 2030 187/320 2021 OPERATING BUDGET & FORECAST 2022-2030

The 2021 Budget and 2022-2030 Operating Forecast considers the The operating forecast includes on-going debt servicing costs and maintaining and enhancements of service levels, future obligations, new debt financing for anticipated capital projects. Debt financing and addressing inflationary impacts. has been primarily received through the Region of Halton to assist with partially financing the 50% municipal portion of dams and Key assumptions and drivers included in the operating forecast are as channels capital projects. The estimated debt financing charges follows: included in the operating forecast related to municipal debt financing have been provided by Region of Halton staff. The addition of two new staff positions per year have been assumed in the Watershed Management & Support Services (WMSS) operating The operating forecast includes the operating impact of capital forecast. The estimated staffing additions reflect future growth and projects once the assets become operational, excluding the are expected to maintaining existing program service levels. Program Conservation Area capital projects that are partly funded by Developer service level reviews are completed annually as part of the budget Contributions. The cost impacts related to the Developer Contribution process. works will be assessed through the work included in prior year budget funding for design, cost certainty and regulatory needs. Compensation and other expenses in the forecast have been assumed to increase annually at the estimated rate of inflation of 2%. A summary of the 2021operating budget and2022–2030 forecast by department is as follows: Watershed Management & Support Services program revenues in the forecast have been assumed to increase annually by 2%. (See chart on proceeding page)

Chargebacks for support services provided to internal programs consider future compensation increases, the proportion of staffing allocated to these programs.

Conservation Halton 2021 Budget & Business Plan​188/32031 Ten Year Operating Expenditures and Funding Budget & Forecast - Watershed Management & Support Services (WMSS) Conservation Halton WMSS Operating Expenditures 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Salaries & Benefits Balance, beginning of year 11,726,435 12,481,385 12,902,385 13,336,385 13,782,385 14,241,385 14,712,385 15,197,385 15,696,385 16,208,385 Staffing increase (2021 1.0 FTE decrease; 2 FTE 2022-2030) 22,918 153,000 156,000 159,000 162,000 165,000 168,000 171,000 174,000 177,000 Increase in part time staffing due to increase in Partnership Projects 74,545 ------Compensation Increases (2021 1%, 2022-30 2% inflation; 96% of range) 525,457 197,000 204,000 211,000 218,000 225,000 233,000 241,000 248,000 256,000 Increase in benefits (2021 5%; 2022-2030 2% inflation) 132,029 71,000 74,000 76,000 79,000 81,000 84,000 87,000 90,000 93,000 Balance, end of year 12,481,385 12,902,385 13,336,385 13,782,385 14,241,385 14,712,385 15,197,385 15,696,385 16,208,385 16,734,385

Materials & Supplies Balance, beginning of year restated 682,260 713,842 730,642 745,242 760,142 775,342 790,842 806,642 822,742 839,242 Human Resources program cost decrease (12,000) Information Technology program supplies 25,000 Science & Partnerships program supplies 8,285 Project Management Office (PMO) program costs decrease (2,703) General Increases (Assumed 2021-2030 2% inflation) 13,000 16,800 14,600 14,900 15,200 15,500 15,800 16,100 16,500 16,800 Balance, end of year 713,842 730,642 745,242 760,142 775,342 790,842 806,642 822,742 839,242 856,042 - Purchased Services Balance, beginning of year restated 2,414,529 3,124,481 3,171,481 3,219,481 3,267,481 3,316,481 3,366,481 3,416,481 3,450,481 3,485,481 Corporate Services Payroll processing system service cost increase (6,500) IT improvements and centralization of IT budget from other departments (63,010) Science & Partnerships - Partnership Projects cost increase 69,039 Science & Partnerships - HHRAP cost increase 48,567 Project Management Office (PMO) - Partnership Projects cost increase 692,320 General Increases/(decreases) (Assumed 2021-2030 2% inflation) (30,464) 47,000 48,000 48,000 49,000 50,000 50,000 34,000 35,000 52,000 Balance, end of year 3,124,481 3,171,481 3,219,481 3,267,481 3,316,481 3,366,481 3,416,481 3,450,481 3,485,481 3,537,481

Financial and Rent Expense Balance, beginning of year (restated) 72,545 74,045 75,545 77,045 78,545 80,145 81,745 83,345 85,045 86,745 General Increases (2020-2029 Assumed 2.0% inflation) 1,500 1,500 1,500 1,500 1,600 1,600 1,600 1,700 1,700 1,700 Balance, end of year 74,045 75,545 77,045 78,545 80,145 81,745 83,345 85,045 86,745 88,445

Chargeback Expense Beginning of year 452,518 552,972 561,119 573,968 585,858 598,790 611,665 623,683 636,746 649,854 General Increases and decrease 100,454 8,147 12,849 11,890 12,932 12,875 12,018 13,063 13,108 13,254 Balance, end of year 552,972 561,119 573,968 585,858 598,790 611,665 623,683 636,746 649,854 663,108

Debt Financing Charges (Hamilton Community Fdn & Halton Region) Balance, beginning of year 649,011 619,245 641,371 677,183 774,879 708,369 630,608 614,490 602,965 595,960 Increase/(decrease) in debt financing charges - Ham. Comm. Foundation ------Increase/(decrease) in debt financing charges - Halton Region (29,766) 22,126 35,812 97,696 (66,510) (77,761) (16,118) (11,525) (7,005) (11,080) Total Debt Financing Charges 619,245 641,371 677,183 774,879 708,369 630,608 614,490 602,965 595,960 584,880

Conservation Halton 2021 Budget & Business Plan​189/32032 Ten Year Operating Expenditures and Funding Budget & Forecast - Watershed Management & Support Services (WMSS) Conservation Halton WMSS Operating Expenditures 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Transfer to Reserves - State of Good Repair Levy (Dams and Channels) 376,500 376,500 388,300 413,000 585,400 765,800 997,700 1,017,700 1,124,900 1,124,900 Transfer to Reserves - State of Good Repair Levy (Buildings) 102,000 104,000 106,100 108,200 110,400 112,600 114,900 117,200 119,500 121,900 Transfer to Reserves - Land Securement 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Transfers to Reserves - Motor Pool - - - - 50,000 50,000 100,000 100,000 100,000 100,000 Total Operating Expenses - WMSS 18,069,470 18,588,043 19,148,704 19,795,490 20,491,312 21,147,126 21,979,626 22,554,264 23,235,066 23,836,140

Funding of Operating Expenditures Program Revenue 2,691,458 2,826,000 2,882,500 2,940,200 2,999,000 3,059,000 3,120,200 3,182,600 3,246,300 3,311,200 Ministry of Natural Resources & Forestry Grant 155,034 155,034 155,034 155,034 155,034 155,034 155,034 155,034 155,034 155,034 Municipal Funding - Operating (Total incl. Education) 9,695,379 9,999,694 10,390,504 10,881,185 11,239,947 11,547,349 11,976,384 12,497,705 12,896,442 13,319,100 Municipal State of Good Repair Levy 478,500 480,500 494,400 521,200 695,800 878,400 1,112,600 1,134,900 1,244,400 1,246,800 Other Grants & Program Funding 3,231,098 3,293,200 3,356,600 3,421,300 3,487,200 3,554,400 3,622,900 3,692,900 3,764,300 3,837,100 Internal Chargebacks 1,790,501 1,803,615 1,839,666 1,876,571 1,914,330 1,952,943 1,992,508 1,891,124 1,928,591 1,966,906 Transfers from Reserves - Water Festival, Stewardship & Outreach 27,500 30,000 30,000 ------Total Operating Funding - WMSS 18,069,470 18,588,043 19,148,704 19,795,490 20,491,312 21,147,126 21,979,626 22,554,264 23,235,066 23,836,140

Conservation Halton 2021 Budget & Business Plan​190/32033 Ten Year Operating Expenditures and Funding Budget & Forecast - Conservation Areas Conservation Areas Operating Expenditures 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Salaries & Benefits 8,104,208 8,266,292 8,431,618 8,600,250 8,772,255 9,079,284 9,397,059 9,725,956 10,066,365 10,418,688 Materials & Supplies 1,844,639 1,881,532 1,919,162 1,957,546 1,996,697 2,066,581 2,138,911 2,213,773 2,291,255 2,371,449 Purchased Services 1,953,983 1,993,063 2,032,924 2,073,582 2,115,054 2,189,081 2,265,699 2,344,998 2,427,073 2,512,021

Financial & Rent Expense 296,200 302,124 308,166 314,330 320,616 331,838 343,452 355,473 367,915 380,792

Internal Chargebacks 1,393,200 1,421,100 1,449,500 1,478,500 1,508,100 1,538,300 1,569,100 1,600,500 1,632,500 1,665,200 Transfer to Reserve - Operating Surplus 251,284 599,366 980,071 1,385,996 1,818,519 2,081,020 2,362,197 2,664,188 2,987,195 3,332,385

Total Operating Expenses - Conservation Areas 13,843,514 14,463,477 15,121,442 15,810,204 16,531,241 17,286,104 18,076,419 18,904,889 19,772,303 20,680,534

Operating Funding - Conservation Areas

Program Fees 13,416,330 14,036,437 14,685,861 15,366,011 16,078,365 16,824,470 17,605,952 18,424,513 19,281,939 20,180,103 Transfer from Reserve 8,615 ------Municipal Funding - Conservation Areas Education 355,279 362,485 369,734 377,029 384,370 391,757 399,192 407,676 416,209 424,794 Chargeback Revenue 63,290 64,556 65,847 67,164 68,507 69,877 71,275 72,700 74,154 75,637

Total Operating Funding - Conservation Areas 13,843,514 14,463,477 15,121,442 15,810,204 16,531,241 17,286,104 18,076,419 18,904,889 19,772,303 20,680,534

Conservation Halton 2021 Budget & Business Plan​191/32034 2021 – 2030 OPERATING FORECAST $50,000,000

$45,000,000

$40,000,000

$35,000,000

$30,000,000

$25,000,000

$20,000,000

$15,000,000

$10,000,000

$5,000,000

$- 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Corporate Services Corporate Compliance Flood Forecasting & Operations Planning & Watershed Management Science & Partnerships Project Management Office WMSS Operations Debt Financing Reserves Parks & Conservation Areas

Conservation Halton 2021 Budget & Business Plan​192/32035 2021 CAPITAL BUDGET & FORECAST 2022 – 2030

193/320 2021 CAPITAL BUDGET & FORECAST 2022-2030

The services provided by Conservation Halton are essential to the Investment in these capital projects funded partly by developer safety and well-being of the residents in its watershed. These services contributions will ensure Conservation Halton is well positioned to rely on well-planned and maintained infrastructure. Through capital serve the future needs of the region. Work on these projects includes budgeting, Conservation Halton can plan for future priorities and the preliminary designs, costing and archaeology consultations. This impact on operating programs and expenses. information will be used to develop more refined budgets for these projects which considers other sources of funding and future The development of the 2021 capital budget, the 2022-2030 forecast operating impacts. and overall financing strategy considered the following: 1) strategic initiatives in Conservation Halton’s Strategic Plan, 2) Capital priorities The Strategic Plan initiatives included in the capital forecast will enable identified in the Asset Management Plans, 3) Emerald Ash Borer and Conservation Halton to invest in innovative ideas and technologies that will continue to modernize operations, streamline service delivery and Flood Plain Mapping Business Plans and 4) Park Master Plans. improve resource management. The capital budget as proposed will ensure assets are maintained in a Initiatives included in the 2021 budget and 2022 – 2030 capital forecast state of good repair and address the impact of growth in the region include the continuation of: on Conservation Halton’s infrastructure. The capital forecast incorporates the previous initiatives while ensuring long-term fiscal • Modernizing flood forecasting and operations sustainability. The largest portion of the Watershed Management & • Improving flood plain mapping across the watershed Support Services Capital Budget and Business Plan are related to • Investing in digital transformation across Conservation Halton dams and channels and facility capital projects. These capital projects systems are funded by transfers from the respective reserves that are funded • Mitigating the impacts of Emerald Ash Borer on Conservation Halton forests through the State of Good Repair Levy. • Enhancing environmental restoration and stewardship programs Conservation Areas capital projects in the 2021 budget and forecast • Creating the capacity to offer sustainable outdoor recreation and eco-tourism experiences to over one million visitors to the that are funded by the park capital reserve include ongoing ski hill Conservation Areas. improvements, facility and infrastructure projects to maintain assets in a state of good repair and information technology enhancements. A summary of the 2021 capital budget and 2022 – 2030 capital The Conservation Areas capital forecast also includes projects totaling forecast by department is as follows: almost $25 million that will be partly funded by developer contributions received by the Region of Halton.

Conservation Halton 2021 Budget & Business Plan​194/32037 2021 – 2030 CAPITAL FORECAST

$12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$- 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Corporate Services Foundation Funded Corporate Compliance Flood Forecasting & Operations Planning & Watershed Management Project Management Office Emerald Ash Borer WMSS Vehicles

Conservation Halton 2021 Budget & Business Plan​195/32038 Conservation Halton WMSS Ten Year Capital Expenditures and Funding Budget & Forecast - Watershed Management & Support Services Capital Expenditures 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Flood Forecasting & Operations Flood Forecasting 70,000 100,000 25,000 27,500 30,000 32,500 35,000 37,500 40,000 40,000 Scotch Block Major Maintenance - - 20,000 160,000 90,000 350,000 - 100,000 - - Hilton Falls Major Maintenance 755,000 130,000 365,000 - - - - - 112,000 - Morrison-Wedgewood major 53,000 690,000 ------Kelso Dam Major Maintenance ------112,000 Mountsberg Major Maintenance 155,000 ------Dams and Channels Maintenance - 450,000 1,030,000 1,290,000 1,350,000 1,410,000 1,470,000 1,530,000 1,590,000 1,590,000 Dam Public Safety Projects 240,000 - - - 90,000 90,000 - - - - 1,273,000 1,370,000 1,440,000 1,477,500 1,560,000 1,882,500 1,505,000 1,667,500 1,742,000 1,742,000

Corporate Services Asset Management Plan Consulting - - 37,500 37,500 - - - - 75,000 - Program Rates & Fees Review - - 60,000 - - - - 60,000 - - Engagement Survey - 31,000 - 15,000 - 31,000 - 15,000 - 35,000 Compensation Review - 30,000 - - - - 35,000 - - - Ortho Imagery 15,000 - 15,000 - 15,000 - 15,000 - 15,000 - Satellite Imagery ------Lidar - 40,000 - 40,000 - 40,000 - 40,000 - 40,000 Website Upgrade - - - - - 100,000 - - - - IT Infrastructure - upgrades - WMSS 122,000 152,000 198,000 252,000 172,000 182,000 162,000 244,000 207,000 182,000 137,000 253,000 310,500 344,500 187,000 353,000 212,000 359,000 297,000 257,000

Corporate Compliance Giant's Rib GeoPark - 100,000 100,000 100,000 100,000 - - - - - Clappison & Waterdown Woods 25,000 50,000 50,000 50,000 100,000 - - - - -

25,000 150,000 150,000 150,000 200,000 - - - - -

Planning & Watershed Municipal Natural Assets Initiative 25,000 ------Watershed Planning - 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Flood Plain Mapping 500,000 525,000 550,000 500,000 525,000 240,000 95,000 100,000 105,000 105,000

525,000 550,000 575,000 525,000 550,000 265,000 120,000 125,000 130,000 130,000

Conservation Halton 2021 Budget & Business Plan​196/32039 Conservation Halton WMSS Ten Year Capital Expenditures and Funding Budget & Forecast - Watershed Management & Support Services Capital Expenditures 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Science & Partnerships Watershed Implementation Plan - - 40,000 - 50,000 50,000 25,000 25,000 100,000 100,000 Emerald Ash Borer (EAB) Management 820,000 804,000 834,000 834,000 794,000 794,000 - - - - Conservation Halton Foundation funded projects 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 920,000 904,000 974,000 934,000 944,000 944,000 125,000 125,000 200,000 200,000

Project Management Office Administration Office & Other Facility Renovations 570,136 239,287 716,505 152,011 184,468 170,595 60,633 225,179 84,936 316,413 Speyside Weir Removal 144,000 12,200 3,000 3,500 - 2,100 - - - - Operations Centre - 500,000 1,000,000 ------714,136 751,487 1,719,505 155,511 184,468 172,695 60,633 225,179 84,936 316,413

WMSS Operations Vehicle & Equipment Replacement 167,562 146,774 156,920 122,412 64,498 61,841 128,974 123,792 112,118 110,000 167,562 146,774 156,920 122,412 64,498 61,841 128,974 123,792 112,118 110,000 Total Capital Expenditures - WMSS 3,761,698 4,125,261 5,325,925 3,708, 923 3,689,966 3,679,036 2,151,607 2,625,471 2,566,054 2,755,413

Capital - Funding

Provincial Grants 601,500 635,000 707,500 725,000 765,000 925,000 735,000 815,000 851,000 851,000 Municipal Funding 257,000 378,000 450,500 447,000 392,000 460,500 392,000 446,500 567,000 527,000 Municipal Funding - EAB 804,000 804,000 834,000 834,000 794,000 794,000 - - - - Municipal Funding - Floodplain Mapping 500,000 525,000 550,000 500,000 525,000 240,000 - - - - Other Funding Grants and Program Fees 116,000 212,200 203,000 203,500 200,000 102,100 100,000 100,000 100,000 100,000 Transfer from Reserves 956,698 576,061 970,925 919,423 968,966 982,436 924,607 1,213,971 1,048,054 1,277,413 Municipal Debt Financing 526,500 995,000 1,610,000 80,000 45,000 175,000 - 50,000 - - Total Capital Funding - WMSS 3,761,698 4,125,261 5,325,925 3, 708,923 3,689,966 3,679,036 2,151,607 2,625,471 2,566,054 2,755,413

ConservationConservation HaltonHalton 20212020 Budget Budget & & Business Business Plan​Plan197/3204040 Conservation Halton Conservation Ten Year Capital Expenditures and Funding Budget & Forecast - Conservation Areas Areas Capital Expenditures 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Capital Expenditures Conservation Expenditures funds by Capital Reserve Vehicle and equipment replacement 148,412 147,494 131,856 99,605 98,497 115,364 53,062 90,780 108,500 125,000 Facility and Infrastructure Major Maintenance 370,000 - 250,000 175,000 250,000 180,000 470,000 - 800,000 300,000 Ski/Snowboarding Capital Expenditures 500,000 900,000 400,000 1,600,000 - 2,000,000 775,000 2,200,000 - 500,000 Park Master Plans 50,000 50,000 50,000 50,000 50,000 50,000 - - - Capital Project Administration Chargeback ------Information Technology Infrastructure 75,000 38,000 38,000 78,000 48,000 53,000 38,000 38,000 78,000 48,000

Subtotal Capital Expenditures Conservation Areas 1,143,412 1,135,494 869,856 2,002,605 446,497 2,398,364 1,336,062 2,328,780 986,500 973,000

Conservation Area - Developer Contribution Works Projects funded by Development fees collected by Region of Halton: Kelso/Glen Eden Water Distribution and Collection 2,754,475 2,754,475 2,754,475 Kelso Recreation and Trail Centre 500,000 2,259,900 3,259,900 1,159,900 Crawford Lake Visitor Centre and Education Facility - 500,000 3,000,000 3,000,000 1,000,000 1,367,050 -

Subtotal Costs - Developer Contribution Works - 2,754,475 3,254,475 5,014,375 3,759,900 4,159,900 3,000,000 1,000,000 1,367,050 -

Total Conservation Areas Capital Expenditures 1,143,412 3,889,969 4,124,331 7,016,980 4,206,397 6,558,264 4,336,062 3,328,780 2,353,550 973,000

Conservation Halton 2021 Budget & Business Plan​198/32041 Conservation Halton Conservation Ten Year Capital Expenditures and Funding Budget & Forecast - Conservation Areas Areas Capital Expenditures 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Funding - Developer Contribution Works Developer Contributions - Region of Halton - 2,167,275 2,736,675 4,584,075 3,476,300 3,987,600 1,398,075 Interest on Developer Contributions - estimate 587,200 517,800 430,300 283,600 172,300 44,700 - - - Conservation Halton Foundation & Other Funding 1,557,225 1,000,000 1,367,050 -

Subtotal Funding-Developer Contribution Works - 2,754,475 3,254,475 5,014,375 3,759,900 4,159,900 3,000,000 1,000,000 1,367,050 -

Funding - Capital Expenditures Conservation Areas Conservation Halton Foundation & Other Funding Transfer from Reserves 1,143,412 1,135,494 869,856 2,002,605 446,497 2,398,364 1,336,062 2,328,780 986,500 973,000 Transfer from Reserves - Capital Projects partly funded by Developer Contributions ------

Total Conservation Areas Capital 1,143,412 3,889, 969 4,124,331 7,016,980 4,206,397 6,558,264 4,336,062 3,328,780 2,353,550 973,000

Conservation Halton 2021 Budget & Business Plan​199/32042 MUNICIPAL FUNDING

Conservation Halton 2021 Budget & Business Plan​200/32043 MUNICIPAL APPORTIONMENT

Apportionment refers to the proportion of funding allocated to municipalities within the Conservation Halton watershed as outlined in Ontario Regulation 670/00.

Municipal funding in the 2021 budget of $10,430,879 is 3% more than was requested in 2020. This increase is within the Region of Halton guideline of 3.7%. A key service target in Conservation Halton’s Strategic Plan is to limit operating and capital municipal funding increases to be at or below regional budget guidelines.

$ Increase Total Municipal Funding: Budget 2021 Budget 2020 (Decrease) % Increase

Operating $9,695,379 $9,221,118 $474,261 5.1% Capital 257,000 464,000 (207,000) -44.6% 9,952,379 9,685,118 267,261 2.8% State of Good Repair (SOGR) Levy - Dams & Channels; Buildings 478,500 439,200 39,300 8.9% Municipal Funding total $10,430,879 $10,124,318 $306,561 3.0%

Conservation Halton 2021 Budget & Business Plan​201/32044 MUNICIPAL APPORTIONMENT

Municipal funding of $10,430,879 is apportioned to the Region of Halton, City of Hamilton, Region of Peel and Township of Puslinch.

Apportionment refers to the proportion of funding allocated to the municipalities within the Conservation Halton watershed as outlined in Ontario Regulation 670/00. The municipal apportionment percentages are provided annually to Conservation Authorities by the Ontario Ministry of the Environment, Conservation and Parks.

Under the legislation, Conservation Authorities apportion costs to the participating municipalities on the basis of the benefit derived or to be derived by each participating municipality determined by calculating the ratio that each participating municipality’s current value assessment modified for the area of the municipality that lies within the watershed to the total modified current value assessment in the Conservation Authority’s watershed.

Based on updated current value assessment data and apportionment percentages received from the Province, the apportioned municipal funding amounts are as follows:

Apportion- Municipal Apportion- Municipal % Municipality: ment % 2021 Funding 2021 ment % 2020 Funding 2020 Increase Region of Halton 87.8421% $9,162,704 87.7576% $8,884,859 3.1% Region of Peel 4.7534% 495,821 4.8142% 487,405 1.7% City of Hamilton 7.1875% 749,719 7.2109% 730,054 2.7% Township of Puslinch 0.2170% 22,635 0.2173% 22,000 2.9% 100.0000% $10,430,879 100.0000% $10,124,318

Conservation Halton 2021 Budget & Business Plan​202/32045 MUNICIPAL FUNDING FORECAST

The State of Good Repair long-term financing strategy developed in the 2019 budget proposed a municipal funding increase in the budget and operating forecast between 4 – 4.5% annually. The annual increases will ensure funds are available to meet both current and future programming and organizational needs.

BUDGET FORECAST

Municipal Funding 2021 2022 2023 2024 2025 Operating $ 9,695,379 $ 9,999,694 $ 10,390,504 $ 10,881,185 $ 11,239,947 Capital $ 257,000 $ 378,000 $ 450,500 $ 447,000 $ 392,000 State of Good Repair (SOGR) Levy $ 478,500 $ 480,500 $ 494,400 $ 521,200 $ 695,800 Muncipal Funding - Total including SOGR Levy $ 10,430,879 $ 10,858,194 $ 11,335,404 $ 11,849,385 $ 12,327,747 % Change 3.0% 4.1% 4.4% 4.5% 4.0%

Conservation Halton 2021 Budget & Business Plan​203/32046 DEPARTMENTAL BUSINESS PLANS

204/320 CORPORATE SERVICES

DEPARTMENTAL BUSINESS PLANS

The Corporate Services department is responsible for overseeing the financial management, information technology (IT) and geographical information systems (GIS) of Conservation Halton and the administration of the Conservation Halton Foundation.

Partnerships and collaborations are developed with municipalities, government agencies, professional associations, education institutions, Indigenous communities and others through the office of the President & CEO. The department is leading the organization in its Financial Sustainability focus through the provision of clear financial data and analysis to support informed strategic and operational decision-making for budget development and long-term planning. Digital Transformation within Conservation Halton is being launched and is expected to support better internal information management. Corporate Services is also responsible for implementing business practices that ensure economic, social and environmental sustainability.

205/320 Key Objectives FINANCE • FINANCIAL SYSTEMS COMPREHENSIVE REVIEW Finance provides financial stewardship and management in support of In 2021 Finance will continue to review financial software the strategic goals of the organization. The department is responsible for the preparation and administration of the annual budget, financial systems to evaluate and implement software upgrades in reporting, safeguarding of financial resources, financial planning, collaboration with the Digital Transformation team. The investments and cash flow management, capital asset management, planned upgrades will provide further automation and accounts payable and receivable, and financial policy development and integration with software systems used by Finance and client implementation. departments such as payroll, point of sales, project The Finance department works as a strategic partner with all management and asset inventory management. departments at Conservation Halton to provide financial support and advice. • DIGITAL TRANSFORMATION A technology assessment was completed by staff and consultant to enable digital transformation to meet our INFORMATION TECHNOLOGY strategic objectives and enhance efficiency and effectiveness in The Information Technology department at Conservation Halton provides our service delivery. Technology transformation themes were desktop support services, technical consultation for the various business identified with opportunities for improvement recommended. units, technical infrastructure management, application and support services, Implementation of these opportunities continue and are and purchasing and procurement of technology. a strategic priority for Conservation Halton in 2021.

OFFICE OF THEPRESIDENT & CEO GEOGRAPHICAL INFORMATION SYSTEMS (GIS) The Office of the President & CEO is responsible for developing and Conservation Halton’s Geographical Information Systems program is implementing the strategic plan, building Conservation Halton’s image responsible for the deployment, management and administration of and brand, refining communication with stakeholders, and ensuring Conservation Halton’s Geographic Information System and related spatial and timely and quality services are being provided. The President & CEO’s tabular data holdings in accordance with Conservation Halton’s policy and priorities are geared towards the transformation of Conservation Halton’s procedures. This program overseas the creation, deployment and support of operations to provide innovative and cost-efficient environmental Geographical Information Systems solutions, analysis and mapping to support programs and services to watershed residents, clients, partners and all of Conservation Halton departments and initiatives identified through the municipalities. strategic plan. In addition, the Geographical Information Systems program provides support to partnering municipalities and the public through data and information needs, particularly with respect to regulatory mapping, land use CONSERVATION HALTON FOUNDATION ADMINISTRATION planning, flood forecasting and warning, environmental monitoring, terrestrial The Conservation Halton Foundation (Foundation) is a separate legally and aquatic ecology, stewardship, parks operations, and other related business incorporated charitable organization. The mission of the Foundation is to activities.​ raise funds and the profile for Conservation Halton projects and programs that protect and enhance the natural environment. Conservation Halton staff assist with the administration of the Foundation’s program operations and fundraising activities.

Conservation Halton 2021 Budget & Business Plan​206/32049 HUMAN RESOURCES The Human Resources department is responsible for maximizing organizational productivity through systems and programs that focus on acquiring, developing and retaining top talent. The department is also responsible for ensuring that all employment legislation is adhered to and that programs are in place to drive employee engagement, development andwellness.

MARKETING & COMMUNICATIONS The Marketing and Communications department is comprised of marketing, events, digital media and creative services professionals. The department provides expertise in the areas of branding, graphic design, web content, social media, advertising, content development, promotional products and more. The largest area of support is to the parks, with significant growth in the areas of corporate services, science and partnerships and watershed services. Communications manages the overall strategy for government and media relations and the effective promotion of Conservation Halton’s parks and events. This function ensures appropriate messaging to the public about policies and procedures by partnering with each department in an effort to shape the brand identity within thecommunity.

Conservation Halton 2021 Budget & Business Plan​207/32050 Corporate Services

% Increase Requested Description (decrease) over 2021 Budget increase / 2020 Budget 2020 Budget decrease

REVENUES

Program Revenue 12.86% 79,000 9,000 70,000 Chargeback Recoveries 15.11% 952,149 125,000 827,149 Transfers from Reserves 0.00% 10,000 - 10,000

TOTAL REVENUES 14.77% 1,041,149 134,000 907,149

EXPENSES Office of the President & CEO Salaries & Benefits 19.78% 492,947 81,417 411,530 Materials & Supplies -7.69% 36,000 (3,000) 39,000 Purchased Services -12.75% 136,900 (20,000) 156,900 Financial & Rent expense 0.00% - - - Chargeback expense 0.00% - - - 9.62% 665,847 58,417 607,430

Conservation Halton Foundation Administration Salaries & Benefits 3.96% 148,504 5,657 142,847 Materials & Supplies 0.00% - - - Purchased Services 0.00% - - - Financial & Rent expense 0.00% - - - Chargeback expense 0.00% - - - 3.96% 148,504 5,657 142,847

Conservation Halton 2021 Budget & Business Plan​208/32051 Corporate Services

% Increase Requested Description (decrease) over 2021 Budget increase / 2020 Budget 2020 Budget decrease

Finance Salaries & Benefits 4.18% 701,170 28,128 673,042 Materials & Supplies 0.00% - - - Purchased Services -7.25% 83,100 (6,500) 89,600 Financial & Rent expense 0.00% 25,000 - 25,000 Chargeback expense 0.00% - - 2.75% 809,270 21,628 787,642

General Corporate Services Salaries & Benefits 0.00% - - - Materials & Supplies 0.00% - - - Purchased Services 0.00% - - - Financial & Rent expense 0.00% - - - Chargeback expense 0.00% - - - 0.00% - - -

Information Technology Salaries & Benefits -38.55% 246,021 (154,366) 400,387 Materials & Supplies 250.00% 35,000 25,000 10,000 Purchased Services -26.14% 178,000 (63,010) 241,010 Financial & Rent expense 0.00% 41,000 - 41,000 Chargeback expense 0.00% - - - -27.78% 500,021 (192,376) 692,397

Conservation Halton 2021 Budget & Business Plan​209/32052 Corporate Services

% Increase Requested Description (decrease) over 2021 Budget increase / 2020 Budget 2020 Budget decrease

Geographical Information Systems Salaries & Benefits -22.94% 446,744 (132,991) 579,735 Materials & Supplies -16.67% 2,500 (500) 3,000 Purchased Services -17.36% 47,600 (10,000) 57,600 Financial & Rent expense 0.00% - - - Chargeback expense 0.0% - - - -22.41% 496,844 (143,491) 640,335

Digital Transformation Salaries & Benefits 197.38% 355,507 235,961 119,546 Materials & Supplies 0.00% - - - Purchased Services 0.00% - - - Financial & Rent expense 0.00% - - - Chargeback expense 0.00% - - - 197.38% 355,507 235,961 119,546

Human Resources Salaries & Benefits 9.01% 414,493 34,253 380,240 Materials & Supplies -12.63% 83,000 (12,000) 95,000 Purchased Services -1.64% 180,250 (3,000) 183,250 Financial & Rent expense 0.00% - - - Chargeback expense 0.00% - - - 2.92% 677,743 19,253 658,490

Conservation Halton 2021 Budget & Business Plan​210/32053 Corporate Services

% Increase Requested Description (decrease) over 2021 Budget increase / 2020 Budget 2020 Budget decrease

Marketing & Communications Salaries & Benefits 3.22% 709,630 22,155 687,475 Materials & Supplies -32.49% 34,600 (16,650) 51,250 Purchased Services 5.66% 34,578 1,853 32,725 Financial & Rent expense 0.00% - - - Chargeback expense 0.00% - - - 0.95% 778,808 7,358 771,450

TOTAL EXPENSES 0.28% 4,432,544 12,407 4,420,137

PROGRAM SURPLUS (MUNICIPAL FUNDING) -3.5% (3,391,395) 121,593 (3,512,988)

Conservation Halton 2021 Budget & Business Plan​211/32054 REVENUE & EXPENSES CORPORATE SERVICES

Corporate Services Revenue Corporate Services Expenses $4,432,544 $4,432,544 $10,000 $79,000 $66,000 $660,428

$952,149 $191,100

$3,515,016 $3,391,395

Transfer from Reserves Program Revenue Salaries & Benefits Materials & Supplies Chargeback Recoveries Municipal Funding Purchased Services Financial & Rent expense

Conservation Halton 2021 Budget & Business Plan​212/32055 OFFICE OF THE PRESIDENT & CEO KEY PERFORMANCE INDICATORS CORPORATE SERVICES

Limit increases in annual tax-supported operating expenditures to regional budget guidelines 2019 2018 2017 2016 2015 Achieved Achieved Achieved Achieved Achieved Objective: Work collaboratively with our municipal funding partners to limit increases in annual expenditures

Annual increase self-generated revenue 2019 2018 2017 2016 2015 Increase in program revenue year over year 7.1% 9.7% 7.1% 6.0% 0.0% Objective: Ensures that users of programs and services are paying appropriate fees to recover costs and minimizes burden on the levy. Target increase of 5% annually to be achieved.

Average customer satisfaction rate across all program areas 2019 2018 2017 2016 2015 Achieved Achieved *note *note *note Objective: Ensure curstomers are satisfied with the programs and services offered. Target is to reach an average customer satisfaction rating of 90% across all service areas.

Note: Information is not currently available. Data is being collected to measure this Key Performance Indicator in the future. Conservation Halton 2021 Budget & Business Plan​213/32056 FINANCE KEY PERFORMANCE INDICATORS CORPORATE SERVICES

Stabilization reserves as a percentage of own source revenues Total stabilization reserves / total own source 2019 2018 2017 2016 2015 revenues 13.0% 12.8% 11.8% 9.7% 7.1% Objective: To mitigate levy rate changes and provide financial resources to respond to extraordinary events. The Government Finance Officers Association recommends public sector organizations maintain unrestricted funds of 5% to 15% of own source revenues to provide sufficient liquidity and protect against unforseen events.

Debt capacity ratio source revenues WMSS (excludes Conservation 2019 2018 2017 2016 2015 Areas) 4.0% 4.8% 4.9% 4.4% 3.0% Objective: The debt capacity ratio is an indicator of an organizations financial flexibility. A relevant guideline for public sector organizations is less than 25% of own source revenues.

Net surplus/(deficit) as a percentage of annual approved operating budget Net surplus/(deficit) / annual approved operating 2019 2018 2017 2016 2015 budget 5.0% 5.1% 8.6% 6.0% 1.7% Objective: A ratio closer to 0% indicates spending is in accordance with the approved operating budget.

Conservation Halton 2021 Budget & Business Plan​214/32057 INFORMATION TECHNOLOGY KEY PERFORMANCE INDICATORS CORPORATE SERVICES

Percentage of computers that are over 5 years old 2019 2018 2017 2016 2015 Number of computers over 5 years/total 8% 11% 28% 10% 10% Objective: Improve staff efficiency by ensuring they have tools that meet their needs

Percentage of tickets solved within 24 hours 2019 2018 2017 2016 2015 Number of issues solved within 24 hours 99% 97% 98% 95% N/A Objective: Improve IT service delivery

*Note: Information is not currently available. Data is being collected to measure this Key Performance Indicator in the future.

Conservation Halton 2021 Budget & Business Plan​215/32058 GRAPHIC INFORMATION SYSTEM KEY PERFORMANCE INDICATORS CORPORATE SERVICES

Number of external GIS Website hits 2019 2018 2017 2016 2015 Identify the number of visits to our external GIS interactive map websites. 40,204 30,832 *note *note *note Objective: Improve data sharing with external clients

Number of internal GIS Website hits 2019 2018 2017 2016 2015 Identify the number of visits to our internal GIS interactive map websites. 16,500 8,892 *note *note *note Objective: Improve data sharing with internal clients

Number of external data requests 2019 2018 2017 2016 2015 Identify number of data requests CH receives annually 31 89 *note *note *note Objective: To monitor the impact of CH Open Data

Dollar value of external data requests 2019 2018 2017 2016 2015 Identify the the revenue generated by data requests 2,320 5,457 *note *note *note Objective: To monitor the impact of CH Open Data

*Note: Information is not currently available. Data is being collected to measure this Key Performance Indicator in the future.

Conservation Halton 2021 Budget & Business Plan​216/3205959 HUMAN RESOURCES KEY PERFORMANCE INDICATORS CORPORATE SERVICES

STD as Percentage of Payroll 2019 2018 2017 2016 2015 Short term disability as a % of gross payroll 1.10% 0.24% 0.39% 0.67% 0.56% Objective: This measure indicates trends in case managed short term disability absences.

Investment in training 2019 2018 2017 2016 2015 Dollars invested in training annually for staff $ 110,000 $ 93,103 84,075$ 94,309$ 82,503$ Objective: Employee Engagement & Investments in training

Employee Turnover Rate 2019 2018 2017 2016 2015 Total number of employees leaving Conservation Halton as an employer / total number of employees 10.30% 8.90% 7.00% 5.90% 8% Objective: Monitor the trend in employees leaving Conservation Halton

Conservation Halton 2021 Budget & Business Plan​217/32060 MARKETING AND COMMUNICATIONS KEY PERFORMANCE INDICATORS CORPORATE SERVICES

Number of followers on social media sites 2019 2018 2017 2016 2015 Total number of social media followers 66,000 (9%) 60,400 (18%) 51,090 (18%) 42,029 (16%) 35,336 Objective: Build awareness by increasing number of social media followers by 10% annually

Number of social media engagements (likes, shares, retweets, etc.) 2019 2018 2017 2016 2015 Total number of social media engagements 375,680 (12%) 334,319 (83%) 182,608 (185%) 64,100 n/a Objective: Demonstrate engagement by increasing number of social media engagements by 15% annually

Number of unique visitors to Conservation Halton's website 2019 2018 2017 2016 2015 Total number of unique visitors 1,634,783 (-0.3%) 1,639,716 (95%) 839,202 (64%) 510,573 (18%) 431,944 Objective: Build awareness by increasing number of unique visitors to Conservation Halton's website by 10% annually

Conservation Halton 2021 Budget & Business Plan​218/32061 CAPITAL PROJECTS SUMMARY CORPORATE SERVICES

Capital Revenue

Chargeback Other (Grants, 2021 Capital Program Provincial Recoveries (CHF, Municipal Levy & Description Sp. Project, Debt Reserve Funding Expenditures Revenue Funding SPP, CAP, Cons. Funding financing) Areas)

EXPENDITURES

Ortho Imagry 15,000 15,000 IT Infrastructure and Digital Transformation 122,000 122,000

Total Capital Expenditures 137,000 - - - - - 137,000

Conservation Halton 2021 Budget & Business Plan​219/32062 CORPORATE COMPLIANCE

DEPARTMENTAL BUSINESS PLANS

The Corporate Compliance department brings together experts responsible for health and safety, land and risk management, internal audit, insurance and procurement initiatives at Conservation Halton.

This department is responsible for ensuring the organization and its' employees follow the applicable laws, regulations, standards, and ethical practices.

While laying out expectations for employee behavior, Corporate Compliance helps staff to stay focused on organizational priorities and goals and helps business operations to run smoothly.

220/320 KEY OBJECTIVES • ENTERPRISE RISK MANAGEMENT LAND & RISKMANAGEMENT Risk is a key part of our everyday lives at Conservation Halton. Land and Risk Management provides strategic oversight and planningfor From planning and regulatory staff, to the work of our the current and long-term management for all Conservation Halton monitoring ecology and stewardship teams, to the running of owned property. This includes administration and record keeping relating 7 major parks and operating over 10,000 acres of land, risk is to legal land management as well as the creation and implementation of master plans and the Conservation Halton Land Securement Strategy. The engaged proactively by Conservation Halton. Engaging risk goal is to proactively plan for suitable ongoing management of CH allows us to be successful, however, there are also potential owned and maintained lands to ensure alignment with organizational negative impacts associated with risk. By adopting an ERM and industry priorities by working closely withall other departments and Framework, we will facilitate sound risk-based decision various external partners. The risk management program creates a making. comprehensive approach to anticipate, identify, prioritize, manage and monitor the portfolio of risks impacting our organization. Our team • ETHICS & COMPLIANCE ensures that the policies, processes, competencies, accountabilities, An ethics and compliance program is made up of organizational policies reporting and enabling technology are in place to execute and procedures put in place to promote law abiding and ethical conduct that approach successfully. that are designed to meet internal and external requirements,guided by CH core values; accountability, sustainability, adaptability, collaboration PROCUREMENT and respect for people. By creating an ethics and complianceprogram we will promote a culture of ethical, compliant behavior and integrity The Procurement function ensures that the required services, materials, that supports and guides employees as they do their jobs through a equipment, and construction are sourced and secured while ensuring that meaningful governance framework, tools and resources, training and quality, safety, and cost-effectiveness are achieved; that procurement communication, and monitoring for compliance. The program will transactions are conducted in amanner providing full and open promote a culture that encourages everyone to raise their hands when competition; that complies with procurement rules and applicable laws they have concerns, and guards against retaliation of anykind. and regulations; ensures that participation from all qualified and responsible contractors and suppliers in the procurement process is HEALTH & SAFETY solicited; assures equity for all parties involved in the procurement process; that the best value for money spent is obtained and eliminates the Health and safety is an integral part of our business atConservation Halton. possibility of corruption or unethical practices in the procurementprocess. A comprehensive health and safety program ensures the wellbeing of our employees and stakeholders is protected, which is our first priority. It also makes perfect business sense. Being compliant in health and safety reduces the risk of prosecution, fines, reputational damage and improves the likelihood of positive business outcomes. Our focus is on prevention programs, training and risk identification; reporting and claims management. Our team ensures that our health and safety committee members work collaboratively to improve safety within our business and contribute to the strong culture of safety at Conservation Halton.

Conservation Halton 2021 Budget & Business Plan​221/32064 Corporate Compliance

% Increase Requested increase Description (decrease) over 2021 Budget 2020 Budget / decrease 2020 Budget

SUMMARY

REVENUES

Chargeback Recoveries 6.11% 187,700 10,800 176,900 Reserves -

TOTAL REVENUE 6.11% 187,700 10,800 176,900

EXPENSES Corporate Compliance Salaries & Benefits 4.20% 276,740 11,167 265,573 Materials & Supplies 0.00% 8,000 - 8,000 Purchased Services -24.44% 17,000 (5,500) 22,500 Financial & Rent expense 0.00% - - - Chargeback expense 0.00% - - - 1.91% 301,740 5,667 296,073

Risk & Lands Salaries & Benefits 7.10% 294,037 19,495 274,542 Materials & Supplies 41.30% 65,000 19,000 46,000 Purchased Services 29.55% 114,000 26,000 88,000 Financial & Rent expense 0.00% - - - Chargeback expense 0.00% - - - 15.79% 473,037 64,495 408,542

TOTAL EXPENSES 9.96% 774,777 70,162 704,615

Conservation Halton 2021 Budget & Business Plan​222/32065 REVENUE & EXPENSES

CORPORATE COMPLIANCE

Corporate Compliance Revenue Corporate Compliance Expenses $774,777 $774,777

$131,000 $187,700

$73,000

$570,777 $587,077

Chargeback Recoveries Municipal Funding Salaries & Benefits Materials & Supplies Purchased Services

Conservation Halton 2021 Budget & Business Plan​223/32066 CORPORATE COMPLIANCE KEY PERFORMANCE INDICATORS CORPORATE COMPLIANCE

Incident Frequency and Severity 2019 2018 2017 2016 2015 Total number of injuries 70 90 57 72 62 WSIB reportable injuries 23 26 15 15 25 Lost time injuries 10 12 6 3 10 Average number of lost days per Lost time claim 2.7 6.6 4 3.7 No data Obective: Illustrates frequency and severity trends and health and safety performance over time

Safety Observations 2019 2018 2017 2016 2015 Total number of safety observations completed 30* New Initiative behaviours * new program launched in August. Total is from August to December

Procurement Solicitations by RFx Type 2019 2018 2017 2016 RFP 4 2 RFT 1 2 RFQ 1 RFPQ Total RFxs Objective: Increase the number of centralized solicitations to establish process consistency, adhere to procurement rules and best practices and maximize efficiencies

Conservation Halton 2021 Budget & Business Plan​224/32067 RISK AND LANDS KEY PERFORMANCE INDICATORS CORPORATE COMPLIANCE

Support use of CH owned lands for educational, scientific and partnership initiatives 2019 2018 2017 2016 2015 Issue permits to enter for groups to access CH property 29 22 23 23 n/a Objective: Support scientific and educational access to CH owned properties

Modernize CH owned property records 2019 2018 2017 2016 2015 Number of CH owned properties moved to digital file format 7 New Initiative in 2019 Objective: Improve land management processes while supporting digital transformation initiatives

Conservation Halton 2021 Budget & Business Plan​225/32068 CAPITAL PROJECTS SUMMARY KEY PERFORMANCE INDICATORS CORPORATE COMPLIANCE

Capital Revenue

Chargeback Other (Grants, 2021 Capital Program Provincial Recoveries (CHF, Reserve Municipal Levy Description Sp. Project, Expenditures Revenue Funding SPP, CAP, Cons. Funding & Funding Debt financing) Areas)

EXPENDITURES

Clappison & Waterdown Woods 25,000 25,000

Total Capital Expenditures 25,000 - - - - - 25,000

Conservation Halton 2021 Budget & Business Plan​226/32069 FLOOD FORECASTING & OPERATIONS

DEPARTMENTAL BUSINESS PLANS

The Flood Forecasting & Operations department is responsible for the Key Objective identified in Conservation Halton’s Strategic Plan to enhance public safety through the maintenance and upgrades of flood control structures and modernization of flood management operations to protect communities from severe weather and natural hazards.

This key objective helps fulfill the strategic themes of protecting our natural, cultural and scenic assets, taking care of our growing communities and preparing for the effects of climate change by protecting people and property from flooding.

The department is responsible for the management, operation and maintenance of Conservation Halton’s flood management infrastructure (capital asset value of more than $100 million), including dams and channels that provide flood protection and low-flow augmentation through the Capital and Flood Forecasting & Operations programs. This responsibility is integrated with Conservation Halton’s critical role in supporting municipal emergency response to flooding by monitoring local watershed conditions, predicting flooding potential and providing flood messaging to watershed stakeholders.

227/320 KEY OBJECTIVES • CAPITAL PROJECTS: FLOOD FORECASTING & OPERATIONS This initiative includes evaluation, repair and maintenance projects to Flood forecasting and warning involves the collection, evaluation and restore and maintain Conservation Halton’s flood management assets prediction of precipitation and the associated response of Conservation in a good state ofrepair. Halton’s watershed related to flooding and drought and the operation of Conservation Halton’s four dams (Kelso, Hilton Falls, Mountsberg and • EMERGENCY MANAGEMENT: Scotch Block). This program is responsible for the communication of The Emergency Management initiative includes further advancement of watershed response and potential flooding through flood messaging relationship building with key municipal staff involved in emergency to otheragencies, municipalities, media and the public. response. This relationship building promotes improved communication to allow for effective and efficient emergency response related to flooding.

• FLOOD FORECASTING & OPERATIONS: The Flood Forecasting & Operations strategic initiative involves continuous monitoring of weather and watershed conditions, forecasting potential flood threats within our local watercourses, issuing detailed Flood Messages to emergency responders and operating and maintaining existing floodmanagement infrastructure. A key responsibility to support Conservation Halton’s mandateis to prevent damage to life and property due to flooding. As part of this responsibility, Conservation Halton operates a networkof real-time gauging stations to enable both the monitoring of current conditions and to use available weather data for predictive flood forecasting and warning and to effectively operate our flood management infrastructure.

Conservation Halton 2021 Budget & Business Plan​228/32071 FLOOD FORECASTING & OPERATIONS

% Increase Requested Description (decrease) over 2021 Budget increase / 2020 Budget 2020 Budget decrease

SUMMARY

REVENUES

Program Revenue 0.0% - - Provincial Funding 0.0% 155,034 - 155,034 Other Funding 0.0% - (4,000) 4,000 Chargeback Recoveries 0.0% 30,950 30,950 -

TOTAL REVENUE 16.9% 185,984 26,950 159,034

EXPENSES Flood Forecasting & Operations Salaries & Benefits -7.3% 363,284 (28,513) 391,797 Materials & Supplies 0.0% 22,500 - 22,500 Purchased Services 0.0% 122,500 - 122,500 Financial & Rent expense 0.0% - - - Chargeback 0.0% - - - -5.3% 508,284 (28,513) 536,797

TOTAL EXPENSES -5.3% 508,284 (28,513) 536,797

Conservation Halton 2021 Budget & Business Plan​229/32072 REVENUE & EXPENSES

FLOOD FORECASTING & OPERATIONS

Flood Forecasting & Operations Flood Forecasting & Operations Expenses $508,284 $508,284

$122,500 $155,034

$22,500

$322,300 $363,284 $30,950

Program Revenue Provincial Funding Salaries & Benefits Materials & Supplies Chargeback Recoveries Municipal Funding Purchased Services Financial & Rent expense

Conservation Halton 2021 Budget & Business Plan​230/32073 FLOOD FORECASTING OPERATIONS KEY PERFORMANCE INDICATORS FLOOD FORECASTING & OPERATION

Reliable Maintenance Services 2019 2018 2017 2016 2015 Track the number of complaints received from municipal partners and the public e.g., trees, debris, grass, fencing, etc. and CH response time ( #) 10 24 17 21 *note

Objective is to ensure CH flood infrastructure is well maintained in order to ensure maximum function reliability and to also reduce public complaints

Accurate Flood Forecasting 2019 2018 2017 2016 2015 Number of climate stations 34 32 26 8 6 Number of stream gauges 14 12 9 9 8 Objective is to ensure that the CH Flood Forecasting & Warning (FF&W) system provides municipalities and emergency responders with both timely and accurate information regarding potential flooding e.g. when, where, how much, etc.

*Note: Information is not currently available. Data is being collected to measure this Key Performance Indicator in the future.

Conservation Halton 2021 Budget & Business Plan​231/32074 CAPITAL PROJECTS SUMMARY FLOOD FORECASTING & OPERATIONS

Capital Revenue

Chargeback Other (Grants, Sp. 2021 Capital Recoveries (CHF, Municipal Levy & Description Program Revenue Provincial Funding Project, Debt Reserve Funding Expenditures SPP, CAP, Cons. Funding financing) Areas)

EXPENDITURES

Dams & Channels Maintenance Projects 1,203,000 601,500 26,500 575,000 - Flood Forecasting & Warning Program 70,000 70,000

Total Capital Expenditures 1,273,000 - 601,500 26,500 - 575,000 70,000

Conservation Halton 2021 Budget & Business Plan​232/32075 PLANNING & WATERSHED MANAGEMENT

DEPARTMENTAL BUSINESS PLANS

The Planning and Watershed Management department is responsible for administering Ontario Regulation 162/06 (including the review of permit applications, compliance and enforcement), plan input and review, development of associated policies and procedures, source water protection, flood plain mapping updates and integrated watershed management.

These initiatives help to fulfill the strategic theme of protecting our natural, cultural, and scenic assets. The theme is supported by the objective to strengthen conservation, restoration and responsible management of natural resources with a focus on evidence-basedprograms. It also supports the theme ‘ Taking care of our growing communities and the objective to remain dedicated to ecosystem-based watershed planning that contributes to the development of sustainable rural, urban and suburban communities’.

233/320 KEY OBJECTIVES • LEGISLATIVE, REGULATORY OR POLICY CHANGES: PLANNING Over the last two years, the Provincial government has introduced numerous Planning includes plan input and plan review. Plan input refers to reviewing changes to multiple pieces of legislation to support faster, more efficient planning and commenting on provincial and municipal higher-level planning and policy and regulatory approvals. Many of the legislative changes require amendments to documents such as provincial policies and plans, municipal Official Plans, or the creation of implementing regulations, plans or policies, which are anticipated planning studies and comprehensive zoning by-laws. Plan review refers to the to be released in 2021. We will monitor and respond to any proposed changes that review of planning applications circulated to Conservation Halton under the could impact CA planning and regulatory programs to ensure that CH’s objectives Planning Act, other planning studies (e.g. Environmental Assessments) under and interests are considered by the Province.. the Environmental Assessment Act and other provincial legislation. On average, about 400 planning applications are reviewed each year. • INTEGRATED WATERSHED MANAGEMENT(IWM): We will continue to promote and participate in collaborative IWM initiatives to support, restore and enhance our natural watershed systems and the health of Lake REGULATIONS Ontario. The Municipal Natural Assets Initiative is a partnership among CH, The Regulatory Program is responsible for permitting, compliance and Greenbelt Foundation, Burlington, Hamilton, and Royal Botanical Gardens to enforcement of Ontario Regulation 162/06. About 450 permits are processed quantify the value of natural assets of the Grindstone Creek watershed and each year, and over 20 probable violations are investigated annually. Over incorporate findings into asset management, expected to be completed in 2021. We the past few years, most confirmed violations have been resolved through are also working with the Hamilton Conservation Authority, municipalities and agreements with landowners. others to update the drinking water source protection plan in 2021. Continuing priorities in 2021 for both planning and regulations are to 1) improve customer service by reducing response times, 2) provide timely, • UPDATED MEMORANDUM OFUNDERSTANDING: succinct, and easily understood information regarding Conservation Halton’s In 2018, a new high-level agreement for planning services and delivery was reached regulatory requirements and advisory comments, and 3) improve relationships between the Halton Area Municipalities and Conservation Authorities with jurisdiction and understanding of our roles and responsibilities with municipalities, partner within Halton Region. The details of a new service delivery model or Memorandum agencies, consultants, and others. of Understanding (MOU) will be worked out among the partners in 2021. Similarly, an updated MOU with the City of Hamilton is expected to be finalized in 2021. We will work with our municipal partners to develop updated service agreements that POLICY REVIEW & DEVELOPMENT achieve CH’s interests and that will benefit all stakeholders. The Department is responsible for the review of provincial and federalpolicy papers and proposed legislation relating to natural resources management • FLOODPLAIN MAPPING: and the protection of drinking water sources. In addition, it is responsible for The Floodplain Mapping initiative involves preparing new models and mapping developing and administering Board-approved policies for plan review and to identify regulated flood hazard lands, flood vulnerable structures and roads, permitting. Potential changes to the Conservation Authorities Act and and Flood Damage Centres within Conservation Halton’s watersheds. Models other related legislation may require amendments to our Board- and mapping will be developed using detailed LiDAR topography and modern approved policies for plan review and permitting. software tools. This initiative supports regulatory and flood risk management In addition, it is expected that changes to the Conservation Authorities Act decisions and enables sharing greater detail in Flood Messages, thus helping to may require CH to renew or amend the various MOUs we have with member reduce property damage and prevent loss of life due to flooding. municipalities for the delivery ofplan input and review services.

Conservation Halton 2021 Budget & Business Plan​234/32077 REGIONAL INFRASTRUCTURE TEAM INTEGRATED WATERSHED MANAGEMENT(IWM) RIT provides specific planning and regulatory services to Halton Region for As a watershed management agency, Conservation Halton regional infrastructure and related projects. These services include the review promotes collaborative IWM planning and management. This program is and comment on Environmental Assessments (EA) and related planning and being revamped, revitalized, and modernized to create a new joint and permitting applications, as well as the review and comment on otherRegional integrated approach to watershed management. Conservation Halton will act planning applications and related permits. This service is provided through an as the “secretariat” to bring municipalities, agencies and others together to agreement with the Region of Halton who funds the program. The key promote the management, restoration and enhancement of the natural priority is to ensure efficient and timely delivery of the services outlined in the systems within the watershed, including natural hazards. RIT agreement. The Watershed Planning, formerly Municipal Natural Assets Initiative (MNAI), team provides scientific, economic and municipal expertise to SOURCE WATER PROTECTIONPROGRAM support and guide local governments in identifying, valuing and accounting for natural assets in their financial planning and asset management programs, Source Water Protection staff is responsible for implementing the drinking and in developing leading-edge, sustainable and climate resilient water source protection program (DWSP) under the Clean Water Act, infrastructure. This project aligns with CH’sgoals to increase climate resiliency 2006, and for monitoring the Provincial Groundwater MonitoringNetwork by promoting natural solutions.. within the watershed. . The DWSP is a community-wide initiative,which currently protects existing and future municipal drinking water sources from contamination and overuse. Conservation Halton and Hamilton Conservation ENGINEERING Authority deliver the program through a locally-appointed source The roles and responsibilities under Engineering are now split between two protection committee and the support of municipalities, provincial agencies, departments. The Floodplain Mapping Team which operates under this and other stakeholders. This program is supported through provincial grants. department is responsible for the update and maintenance of CH's floodplain mapping which identifies flood risk and hazards. This information is used to develop CH's approximate regulation limit mapping for purposes of review associated with Ontario Regulation 162/06, as well as used to support flood risk management decisions and communications

Conservation Halton 2021 Budget & Business Plan​235/32078 Planning & Watershed Management

% Increase Description (decrease) over 2020 2021 Budget General increase 2020 Budget Budget

SUMMARY

REVENUES

Program revenue -7.9% 2,344,300 (201,100) 2,545,400 Provincial Funding 7.0% 273,464 17,919 255,545 Other 4.0% 507,533 19,530 488,003 Chargeback Recoveries -45.6% 76,140 (63,760) 139,900

TOTAL REVENUE -6.6% 3,201,437 (227,411) 3,428,848

EXPENSES Planning & Regulations Salaries & Benefits 3.8% 3,486,613 128,112 3,358,501 Materials & Supplies -12.5% 3,500 (500) 4,000 Purchased Services -3.8% 395,500 (15,500) 411,000 Financial & Rent expense 0.0% - - - Chargeback expense 0.0% - - - 3.0% 3,885,613 112,112 3,773,501 Engineering Salaries & Benefits -28.2% 231,437 (90,726) 322,163 Materials & Supplies 0.0% 3,000 - 3,000 Purchased Services 0.0% 5,000 - 5,000 Financial & Rent expense 0.0% - - - Chargeback 0.0% - - - -27.5% 239,437 (90,726) 330,163

Conservation Halton 2021 Budget & Business Plan​236/32079 Planning & Watershed Management

Regional Infrastructure Team Salaries & Benefits 4.2% 473,554 18,924 454,630 Materials & Supplies -70.0% 600 (1,400) 2,000 Purchased Services -12.0% 11,000 (1,500) 12,500 Financial & Rent expense 0.0% - - - Chargeback expense 0.0% 10,000 5,000 5,000 4.4% 495,154 21,024 474,130

Source Protection Salaries & Benefits 5.6% 225,150 11,899 213,251 Materials & Supplies 0.0% 12,740 - 12,740 Purchased Services -4.5% 10,280 (480) 10,760 Financial & Rent expense 97.1% 3,045 1,500 1,545 Chargeback expense 0.0% 22,249 5,000 17,249 7.0% 273,464 17,919 255,545

TOTAL EXPENSES 1.2% 4,893,668 60,329 4,833,339

PROGRAM SURPLUS (MUNICIPAL FUNDING) 20.5% (1,692,231) (287,740) (1,404,491)

Conservation Halton 2021 Budget & Business Plan​237/32080 REVENUE & EXPENSES

PLANNING & WATERSHED MANAGEMENT

Planning & Watershed Management Revenue Planning & Watershed Management Expenses $4,893,668 $4,893,668 $32,249 $421,780 $3,045 $19,840

$1,692,231

$2,344,300

$76,140

$507,533 $4,416,754 $273,464

Program revenue Provincial Funding Other Salaries & Benefits Materials & Supplies Purchased Services Chargeback Recoveries Municipal Funding Financial & Rent Chargeback

Conservation Halton 2021 Budget & Business Plan​238/32081 PLANNING & REGULATIONS KEY PERFORMANCE INDICATORS PLANNING & WATERSHED MANAGEMENT

Percentage of minor permit applications processed within 30 days 2019 2018 2017 2016 2015 Number of minor permit applications processed within 30 days / total number of minor permit applications 95% 96% 92% 80% *note Objective: 100% of minor permit applications approved in 30 days

Percentage of major permit applications processed within 90 days 2019 2018 2017 2016 2015 Number of major permit applications processed within 90 days / total number of major permit applications 98% 97% 89% *note *note Objective: 100% of major permit applications approved in 90 days

Percentage of technical reviews completed on major permits and commented on within six weeks. 2019 2018 2017 2016 2015 Number of technical reviews completed on major permits and commented on within six weeks / total number of reviews completed on major permits and commented on 91% 94% 79% 70% *note Objective: 95% of technical reviews completed and commented on within six weeks

Number of technical reviews completed on planning applications and commented on within six weeks. 2019 2018 2017 2016 2015

Number of technical reviews completed on planning applications and commented on within six weeks / total number of reviews completed on planning applications and commented on 77% 65% 69% *note *note Objective: 95% of planning applications completed and commented on within six weeks

Percentage of resolved violations v. total violations 2019 2018 2017 2016 2015 Number of violations resolved / total number of violations 94% 93% 61% 76% *note Objective: 95% of violations resolved within 1 year

*Note: Information is not currently available. Conservation Halton 2021 Budget & Business Plan​239/32082 ENGINEERING KEY PERFORMANCE INDICATORS PLANNING & WATERSHED MANAGEMENT

Accurately Defined Hazard Limits 2019 2018 2017 2016 2015 Completed area with modernized models that provide clearly defined and defendable floodplain hazard limits with information that is quickly accessible for faster decision making 12% *note *note *note *note Objective is to update and maintain floodplain mapping throughout Conservation Halton's watershed

RIT KEY PERFORMANCE INDICATORS PLANNING & WATERSHED MANAGEMENT

Percentage of Technical Environmental Assessments technical reviews completed within 6 weeks 2019 2018 2017 2016 2015 Reviews completed within 6 week/Reviews 92% 77% 85% *note *note Objective: 95% completed by due date

*Note: Information is not currently available. Data is being collected to measure this Key Performance Indicator in the future.

Conservation Halton 2021 Budget & Business Plan​240/32083 SOURCE WATER PROTECTION KEY PERFORMANCE INDICATORS PLANNING & WATERSHED MANAGEMENT

Percentage of municipal residential drinking water system sources protected by source protection plan policies 2019 2018 2017 2016 Number of municipal residential drinking water wells and intakes protected by plan policies or identified for future inclusion in the plan / total number of 100% 100% 100% 100% municipal wells and intakes online

Objective: 100% municipal residential drinking water system sources protected by source protection plan policies

Conservation Halton 2021 Budget & Business Plan​241/32084 CAPITAL PROJECTS SUMMARY PLANNING & WATERSHED MANAGEMENT

Capital Revenue

Chargeback Other (Grants, Sp. 2021 Capital Recoveries (CHF, Municipal Levy & Description Program Revenue Provincial Funding Project, Debt Reserve Funding Expenditures SPP, CAP, Cons. Funding financing) Areas)

EXPENDITURES

Watershed Planning 25,000 25,000 Flood Plain Mapping Update 500,000 500,000 -

Total Capital Expenditures 525,000 - - 500,000 - - 25,000

Conservation Halton 2021 Budget & Business Plan​242/32085 SCIENCE & PARTNERSHIPS

DEPARTMENTAL BUSINESS PLANS

Science and Partnerships includes monitoring ecologists and staff of the Hamilton Harbour Remedial Action Plan Office, in addition to stewardship staff.

We have a diverse portfolio of work that strengthens the conservation, restoration and responsible management of natural resources with a focus on evidence-based programs, which is one of the key objectives of the strategic plan.

We inventory and monitor fish, birds, forest health, benthic invertebrates, water quality, amphibians, worms and more. We work with landowners to restore degraded habitats and encourage good stewardship of the land.

We provide secretariat support to the Hamilton Harbour Remedial Action Plan. We maintain and foster extensive partnerships within and beyond our watershed boundaries to achieve our goals and support the goals of like-minded organizations and individuals.

243/320 KEY OBJECTIVES • WATERSHED HEALTH: MONITORING ECOLOGY Monitoring ecology staff continue to collect the data we need to Conservation Halton conducts environmental monitoring to inform and support evidence-based corporate decision making, and to detect guide internal decision-making, and to provide information to watershed long-term trends in watershed health. Our focus in 2021 will be to residents, partners and stakeholders. Our Long-term Environmental Monitoring identify priority sites for expansion of the water quality monitoring Program (LEMP) was initiated in 2005 to track how species and network, provide outcome-oriented monitoring of environmental conditions change over time. Staff are also responsible for data Stewardship projects, continue the integration of ecological data with analysis, documentation and preparation of reports including innovative themed other corporate data sets (Flood Forecasting, Source Water Protection) story maps such as Conservation Halton’s Watershed Report Card. In addition, the results of the monitoring program are used to inform and guide the plan review to enable more robust reporting on themes/issues of concern in process, and to provide information to watershed studies, master relation to watershed health and stakeholder perceptions, and to plans, management plans etc. Staff also provide ecological guidance andsupport explore the potential applications of digital transformation to our to other departments within Conservation Halton by providing work. technical expertise in outreach festivals, participating in community and technical workshops, providing technical content for communications, • HAMILTON HARBOUR REMEDIATION conducting wildlife rescues for stewardship and infrastructure projects, assisting The Hamilton Harbour Remedial Action Plan (HHRAP) Office will continue parks with staff training and ecological interpretation and overall technical to provide local coordination of the HHRAP and Secretariat support to 10+ advice on ecological communities. specialized HHRAP Committees, including the Bay Area Implementation STEWARDSHIP Team. Specifically in 2021, the HHRAP Office will guide and report on work plan actions to achieve re-designation of beneficial uses; build relationships Conservation Halton’s Watershed Stewardship Program has been and facilitate information exchange with partners; support development of providing stewardship and restoration services to watershed residents since reports; provide engagement and outreach opportunities to communicate 1994. Staff provide one-on-one on-site consultations for private landowners progress and build support with local communities and Indigenous and assist them with implementing projects on their properties to protect peoples. and enhance water and habitat quality. The Watershed Stewardship Award program recognizes and provides resources for landowners acting as good environmental stewards of their properties. Staff collaborate with • LANDOWNER OUTREACH & RESTORATION: provincial, federal, NGO and other organizations to partner on large-scale Pending final confirmation of outstanding grant applications for restoration projects that bring in substantial financial contributions for these partnership projects, our 2021 focal areas will include support for expensive undertakings. Stewardship staff work closely with Outreach staff to homeowner implementation of Low Impact Development projects in a deliver the popular Healthy Neighboursheds program which focuses on high-priority community, continuation of our strategic focus on rainwater management and other sustainable practices that can be adopted restoration of the Limestone Creek sub-watershed through the Brookies by urban-dwellers.. in Bronte Forever program, and building on recent work to restore the quality and connectivity of aquatic habitat in Sixteen Mile Creek, with a focus on Redside Dace. `

Conservation Halton 2021 Budget & Business Plan​244/32087 HAMILTON HARBOUR REMEDIALACTION Hamilton Harbour is one of 43 areas around the Great Lakes (internationally) that have been designated as Areas of Concern (AOC) because of the extent of environmental degradation. Areas of Concern were formally designated under the Great Lakes Water Quality Agreement in 1987, and Remedial Action Plans were established to guide the delisting of AOCs. The Hamilton Harbour RAP Office provides secretariat services to the Bay Area Implementation Team (BAIT) and 12+ committees. The HHRAP also prepares technical reports, facilitates and sponsors local training opportunities related to stormwater management and sediment control, and provides study support as key works are identified in committees. They also organize two research and monitoring workshops

Conservation Halton 2021 Budget & Business Plan​245/32088 Science & Partnerships

% Increase Description (decrease) over 2021 Budget General increase 2020 Budget 2020 Budget

SUMMARY

REVENUES

Program Revenue 34.6% 90,158 23,173 66,985 Other 30.8% 788,588 185,898 602,690 Recovery 16.6% 193,988 27,603 166,385 Reserves 0.0% 17,500 - 17,500

TOTAL REVENUE 27.7% 1,090,234 236,674 853,560

EXPENSES Ecology Salaries & Benefits 11.5% 618,025 63,916 554,109 Materials & Supplies 0.0% 5,000 - 5,000 Purchased Services -5.8% 13,530 (837) 14,367 Financial & Rent expense 0.0% - - - Chargeback expenses 0.0% - - - 11.0% 636,555 63,079 573,476

Stewardship Salaries & Benefits 7.9% 517,613 37,823 479,790 Materials & Supplies -40.6% 28,500 (19,500) 48,000 Purchased Services -3.3% 29,660 (1,000) 30,660 Financial & Rent expense 0.0% - - - Chargeback expenses 0.0% - - - 3.1% 575,773 17,323 558,450

Conservation Halton 2021 Budget & Business Plan​246/32089 Science & Partnerships

% Increase Description (decrease) over 2021 Budget General increase 2020 Budget 2020 Budget

Hamilton Harbour Remediation Program Salaries & Benefits 3.8% 255,437 9,265 246,172 Materials & Supplies 74.4% 17,000 7,250 9,750 Purchased Services 285.7% 65,567 48,567 17,000 Financial & Rent expense 0.0% - - - Chargeback expenses 0.0% - - - 23.8% 338,004 65,082 272,922

Partnership Projects Salaries & Benefits - - - Materials & Supplies 72.3% 87,210 36,585 50,625 Purchased Services 55.5% 193,339 69,039 124,300 Financial & Rent expense 0.0% - - - Chargeback expenses 0.0% 161,585 7,570 154,015 34.4% 442,134 113,194 328,940

TOTAL EXPENSES 14.9% 1,992,466 258,678 1,733,788

Conservation Halton 2021 Budget & Business Plan​247/32090 REVENUE & EXPENSES SCIENCE & PARTNERSHIPS

Science & Partnerships Revenue Science & Partnerships Expenses $1,992,466 $1,992,466 $90,158 $161,585

$302,096

$902,232 $788,588 $137,710

$1,391,075

$17,500 $193,988

Program Revenue Other Chargeback Recoveries Salaries & Benefits Materials & Supplies Reserves Municipal Funding Purchased Services Chargeback

Conservation Halton 2021 Budget & Business Plan​248/32091 ECOLOGY KEY PERFORMANCE INDICATORS SCIENCE & PARTNERSHIPS

Trend in key water quality indicators 2019 2018 2017 2016 2015 chloride chloride Baseline median values for Chloride, TSS, exceedence at exceedence at Phosphorus and Nitrate 36% of stations; 45% of stations; 64% for 64% for chloride higher, P phosporus phosporus the same *note *note

Objective: Assesses water quality; provides an indirect measure of success of environmental planning, stewardship and restoration efforts.

Number of aquatic and terrestrial monitoring stations 2019 2018 2017 2016 2015 Number of LEMP monitoring stations 190 176 169 169 *note Objective: Assesses the extent to which we understand the ecological conditions of our watershed.

*Note: Information is not currently available. Data is being collected to measure this Key Performance Indicator in the future.

Conservation Halton 2021 Budget & Business Plan​249/32092 STEWARDSHIP & OUTREACH KEY PERFORMANCE INDICATORS SCIENCE & PARTNERSHIPS

Number of watershed residents who participate in conservation outreach and stewardship activities 2019 2018 2017 2016 2015 Number of participating residents 10,503 11,662 11,304 8,807 9,732 Objective: Assesses the level of engagement of watershed residents with S&P programming.

Number of floodplain, wetland and watercourse restoration activities 2019 2018 2017 2016 2015

Number of activities 41 43 37 23 17 Hectares of Floodplain, Wetland and Watercourse Restoration Projects 15.3 21.3 4.4 5.1 3.5 Linear Kilometres of Watercourse Restoration Projects 2 2.6 2.6 2.6 2.9 Objective: Assesses environmental, climate change adaptation, green infrastructure and natural capital advancement in the watershed.

Amount of protected terrestrial and aquatic area Hectares. Includes partner publicly owned, RBG and stewardship 2019 2018 2017 2016 2015 agreements 9,686 ha 9,588 ha 9,516 ha 9469 ha *note Objective: Assesses progress toward protected areas targets for biodiversity.

Number of stewardship and outreach public engagements 2019 2018 2017 2016 2015 Number of events 87 108 57 new in 2017 Objective: Assesses reach of stewardship and community outreach.

Ratio of partnership dollars leverageD for every dollar invested in stewardship and restoration work by Conservation Halton 2019 2018 2017 2016 2015 Ratio of partnership dollars generated to CH cash project investment $28.11 $15.97 $14.62 new in 2017 new in 2017 Objective: Assesses leveraging ratio for restoration/stewardship partnership projects.

Number of environmental partnership initiatives 2019 2018 2017 2016 2015 Number of partners 150 144 133 new in 2017 Objective: Assesses level of cooperation with community agencies and stakeholders.

Conservation Halton 2021 Budget & Business Plan​250/32093 HHRAP KEY PERFORMANCE INDICATORS SCIENCE & PARTNERSHIPS

Number of HHRAP Facilitated Meetings 2019 2018 2017 2016 2015 Number of HHRAP Committee Meetings 45 45 46 55 n/a Objective: Assess the workload of the committees facilitated by the HHRAP Office.

Number of Beneficial Uses undergoing Status Updates 2019 2018 2017 2016 2015 Number of Beneficial Uses undergoing Status Updates 3 1 1 - 1 Objective: Assess how many of the 13 Beneficial Uses are progressing with a scientific Status Update report.

Conservation Halton 2021 Budget & Business Plan​251/32094 PROJECT MANAGEMENT OFFICE

DEPARTMENTAL BUSINESS PLANS

The Project Management Office (PMO) team consists of a broad range of specialists who provide support and project oversight to multiple areas within Conservation Halton. PMO staff also guide the delivery of key Strategic Plan initiatives including Master Plans.

Our PMO team also supports long-term financial sustainability through delivering capital infrastructure projects as well as developing long term land management plans, as well as developing and implementing major scale ecological restoration and enhancement projects.

252/320 KEY OBJECTIVES • ADMINISTRATION OFFICE & OTHER FACILITY RENOVATIONS: ADMINISTRATION OFFICE FACILITY This initiative continues with our 3rd and 4th areas of our Phased The department is responsible for the daily operation of the plan to make upgrades to the office space at the administration Administrative Offices, the provision and support of administrative office and field office. Upgrades include collaboration space and infrastructure (office furniture, maintenance, etc). This team is also ergonomic improvements as well as bringing continuity to the responsible for Office office space. Access control and security improvements are included in this plan to improve functionality of the facilities in line with Space Needs assessment across all buildings and facilities and design Digital transformation. and implementation of internal reorganizations and enhancements.

• SPEYSIDE WEIR REMOVAL: RESTORATION Located at the Speyside Natural Area is a small weir on Sixteen Mile A function of the PMO with a specific area of focus on larger scale, Creek. The weir creates a head pond on the neighbouring property watershed benefitting ecological restoration and enhancement projects. upstream. In addition to having a warming influence on With a base (staff) budget supported by tax, major deliverables are downstream water temperatures, the dam also acts as a barrier to funded through externally sourced funds. fish passage. Given that the weir is not used for flood management or low flow augmentation, it would be valuable to remove the weir CONSTRUCTION and restore the area. This would open 1.9 kilometers of stream for fish passage, re-establish the natural channel, and improve water A function of the PMO, CH construction support services provide temperatures. operational support for small scale infrastructure work, oversight on asset management programs, support to other teams delivering construction projects and helps implement infrastructure projects of the PMO. • ADMINISTRATION OFFICE LANDSCAPE LID PROJECTS : This initiative brings the Administration Office Landscape Master Plan (2018) by implementing Low Impact Development (LID) PROJECT MANAGEMENT strategies and redesigning outdoor staff space. This project would Responsible for the delivery of project-based work at CH and includes see the installation of bioretention facilities and permeable the delivery of ‘park’ based capital projects, master planning and provides a pathways reducing runoff and stormwater pollution impacts to range of support services to teams in Science and Partnerships, Forestry. Bronte Creek. The facilities will be designed to treat a 28 mm rain event. By improving the outdoor space, staff will have the option to conduct work in an open-air environment and reap the health benefits from outdoor workspaces.

Conservation Halton 2021 Budget & Business Plan​253/32096 Project Management Office

% Increase Description (decrease) over 2020 2021 Budget General increase 2020 Budget Budget

SUMMARY

REVENUES

Program Revenue 0.0% - - - Provincial Funding 0.0% - - - Other Funding 114.0% 1,536,513 818,411 718,102 Chargeback Recoveries 27.5% 408,153 88,069 320,084 Reserves - - - TOTAL REVENUES 87.3% 1,944,666 906,480 1,038,186

EXPENSES Administration Office Facility Salaries & Benefits 4.7% 82,468 3,674 78,794 Materials & Supplies 0.0% 20,000 - 20,000 Purchased Services 0.0% 95,000 - 95,000 Financial & Rent expense 0.0% - - - Chargeback expense 0.0% - - - 1.9% 197,468 3,674 193,794

Restoration Salaries & Benefits 15.5% 308,604 41,329 267,275 Materials & Supplies 6.2% 22,200 1,300 20,900 Purchased Services 24.1% 25,765 5,000 20,765 Transfer to Reserves 0.0% - (11,388) 11,388 Financial & Rent expense 0.0% - - - Chargeback expense 0.0% - - - 11.3% 356,569 36,241 320,328

Conservation Halton 2021 Budget & Business Plan​254/32097 Project Management Office

% Increase Description (decrease) over 2020 2021 Budget General increase 2020 Budget Budget

Construction Salaries & Benefits 9.4% 192,544 16,524 176,020 Materials & Supplies 0.0% 21,000 - 21,000 Purchased Services 0.0% 36,000 - 36,000 Financial & Rent expense 0.0% - - - Chargeback expense 0.0% - - - 7.1% 249,544 16,524 233,020

Project Management Salaries & Benefits 108.6% 452,915 235,756 217,159 Materials & Supplies 0.0% 1,000 - 1,000 Purchased Services 0.0% 2,500 - 2,500 Financial & Rent expense 0.0% - - - Chargeback expense 0.0% - - - 106.8% 456,415 235,756 220,659

Partnership Projects Salaries & Benefits 0.0% - (14,900) 14,900 Materials & Supplies -29.4% 9,620 (4,003) 13,623 Purchased Services 146.6% 1,156,045 687,320 468,725 Financial & Rent expense 0.0% - - - Chargeback 0.0% 295,848 74,994 220,854 103.5% 1,461,513 743,411 718,102

TOTAL EXPENSES 61.4% 2,721,509 1,035,606 1,685,903

PROGRAM SURPLUS (MUNICIPAL FUNDING) 19.9% (776,843) (129,126) (647,717)

Conservation Halton 2021 Budget & Business Plan​255/32098 REVENUE & EXPENSES PROJECT MANAGEMENT OFFICE

Project Management Office Revenue Project Management Office Expenses $2,721,509 $2,721,509 $295,848

$776,843 $1,036,531

$1,536,513

$408,153 $1,315,310

Salaries & Benefits $73,820 Other Funding Materials & Supplies Chargeback Recoveries Purchased Services Municipal Funding Chargeback

Conservation Halton 2021 Budget & Business Plan​256/32099 ADMINISTRATION OFFICE FACILITY KEY PERFORMANCE INDICATORS PROJECT MANAGEMENT OFFICE

Provide a responsive facilities management service 2019 2018 2017 2016 2015 Number of helpdesk requests responded to 136 172 200 n/a n /a in 2017

RESTORATION KEY PERFORMANCE INDICATORS PROJECT MANAGEMENT OFFICE

Number of environmental partnership initiatives 2019 2018 2017 2016 2015 Number of partners 150 144 133 new in 2017 Objective: Assesses level of cooperation with community agencies and stakeholders.

*Note: Information is not currently available. Data is being collected to measure this Key Performance Indicor in the future.

Conservation Halton 2021 Budget & Business Plan​257/320100 CAPITAL PROJECTS SUMMARY PROJECT MANAGEMENT OFFICE

Capital Revenue

Chargeback Other (Grants, 2021 Capital Program Provincial Recoveries (CHF, Municipal Levy & Description Sp. Project, Debt Reserve Funding Expenditures Revenue Funding SPP, CAP, Cons. Funding financing) Areas)

EXPENDITURES

Administration Office Renovations 500,000 500,000 Facility Major Maintenance 70,136 70,136 Speyside Weir Removal 144,000 144,000

Total Capital Expenditures 714,136 - - 500,000 - 214,136 -

Conservation Halton 2021 Budget & Business Plan​258/320101 WATERSHED MANAGEMENT & SUPPORT SERVICES OPERATIONS DEPARTMENTAL BUSINESS PLANS

The following programs are managed by Conservation Areas staff. The program costs are related to Watershed Management & Support Services Operations (WMSS) only.

KEY OBJECTIVES • EMERALD ASH BORER Management of ash trees killed by the invasive emerald ash borer will continue. This program is a 10-year, $8.4 million investment in both visitor safety and healthy forest cover. An essential part of this program is treating stumps so that they will not re-sprout, and underplanting to prevent the establishment and spread of invasive species such as buckthorn.

Conservation Halton 2021 Budget & Business Plan​259/3201 0 2 FORESTRY OPERATIONS WMSS VEHICLE & EQUIPMENTOPERATIONS The Forestry Operations Team provides an operational focus dealing with Vehicle and equipment are maintained by staff in a state of good repair. hazard tree management, routine tree management and arboriculturalservices. Staff also coordinate the replacement of the asset or an assessment if the asset is no longer needed at the end of the useful life of the asset. FORESTRY TECH. TEAM Our forestry staff deliver strategic forest management operations, tree planting services and support technical management of forests to enhance our watershed forest cover. Conservation Halton’s forestry program has had amajor influence on land cover within our watershed, having planted more than 4.5 million trees since our inception. This team also monitors invasive forest pests and delivers our Emerald Ash Borerprogram.

PROPERTY MANAGEMENT The department provides management of all CH property from an administrative perspective (leases, agreements, permits to enter, title searches and records) and provides a landscape (turf management, landscape management and snow clearing support) service to operational departments in Parks and Recreation, Science and Partnerships, Facilities and WatershedEngineering.

SECURITY A function within Property and Risk Management this team provides an operational security services (alarm, lock and securing premises as well as 24/7/365 on call) and risk (incident support and documentation, risk- based inspection services) management focus. In addition, this team is empowered under Section 28 and 29 of the CA Act and the Trespass to Property Act as well as various municipal bylaws to support enforcement activities on behalf of CH

Conservation Halton 2021 Budget & Business Plan​260/320103 WMSS Operations

% Increase Requested Description (decrease) over 2021 Budget increase / 2020 Budget 2020 Budget decrease

SUMMARY

REVENUES

Program Revenue 0.0% 178,000 (17,000) 195,000 Provincial Funding 0.0% 125,000 - 125,000 Other Funding 0.0% - - - Chargeback Recoveries 4.5% 296,700 12,900 283,800 Reserves TOTAL REVENUES -0.7% 599,700 (4,100) 603,800

EXPENSES Property Management Salaries & Benefits 0.0% - - - Materials & Supplies 0.0% 13,500 - 13,500 Purchased Services -0.8% 62,450 (500) 62,950 Financial & Rent expense 0.0% - - - Chargeback expense - Parks 14.2% 15,820 1,970 13,850 1.6% 91,770 1,470 90,300

Forestry Salaries & Benefits 7.6% 460,397 32,713 427,684 Materials & Supplies 0.0% 24,000 - 24,000 Purchased Services -6.8% 27,300 (2,000) 29,300 Financial & Rent expense 0.0% 5,000 - 5,000 Chargeback expense - Parks 14.3% 31,650 3,950 27,700 6.7% 548,347 34,663 513,684

Conservation Halton 2021 Budget & Business Plan​261/320104 WMSS Operations

% Increase Requested (decrease) Description 2021 Budget increase / 2020 Budget over 2020 decrease Budget

Forestry Tech Team Salaries & Benefits 4.3% 298,063 12,337 285,726 Materials & Supplies 0.0% 77,500 - 77,500 Purchased Services -34.5% 1,900 (1,000) 2,900 Financial & Rent expense 0.0% - - - Chargeback expenses 0.0% - - - 3.1% 377,463 11,337 366,126

Security Salaries & Benefits 41.5% 429,487 125,940 303,547 Materials & Supplies 0.0% - - - Purchased Services 0.0% - - - Financial & Rent expense 0.0% - - - Chargeback expense - Parks 14.2% 15,820 1,970 13,850 40.3% 445,307 127,910 317,397

WMSS Vehicles Salaries & Benefits 0.0% - - - Materials & Supplies 0.0% 80,872 - 80,872 Purchased Services 3.9% 79,717 3,000 76,717 Financial & Rent expense 0.0% - - -

1.9% 160,589 3,000 157,589

TOTAL EXPENSES 12.3% 1,623,476 178,380 1,445,096

PROGRAM SURPLUS (MUNICIPAL FUNDING) 21.7% (1,023,776) (182,480) (841,296)

Conservation Halton 2021 Budget & Business Plan​262/320105 REVENUE & EXPENSES WMSS OPERATIONS

WMSS Operations Revenue WMSS Operations Expenses $1,623,476 $1,623,476 $63,290 $178,000 $5,000

$171,367

$125,000 $195,872

$1,023,776 $296,700

$1,187,947

Program Revenue Provincial Funding Salaries & Benefits Materials & Supplies Purchased Services Chargeback Recoveries Municipal Funding Financial & Rent expense Chargeback

Conservation Halton 2021 Budget & Business Plan​263/320106 FORESTRY TECH TEAM KEY PERFORMANCE INDICATORS WMSS OPERATIONS

Watershed Tree Planting 2019 2018 2017 2016 2015 Total number of trees planted 52,597 74,250 115,000 105,000 100,000 Objective: To increase forest cover in the watershed

Emerald Ash Borer Response 2019 2018 2017 2016 2015 Number of ash trees removed through EAB 7,439 10,004 7,500 n/a n/a Objective: To manage the risks posed by the Emerald Ash Borer on Conservation Halton owned property

Conservation Halton 2021 Budget & Business Plan​264/320107 CAPITAL PROJECTS SUMMARY WMSS OPERATIONS

Capital Revenue

Chargeback Other (Grants, Sp. 2021 Capital Recoveries (CHF, Municipal Levy & Description Program Revenue Provincial Funding Project, Debt Reserve Funding Expenditures SPP, CAP, Cons. Funding financing) Areas)

EXPENDITURES

Emerald Ash Borer 820,000 16,000 804,000 Vehicle and Equipment Replacement 167,562 167,562

Total Capital Expenditures 987,562 16,000 - 804,000 - 167,562 -

Conservation Halton 2021 Budget & Business Plan​265/320108 PARKS & RECREATION

DEPARTMENTAL BUSINESS PLANS

The Parks and Recreation Team at Conservation Halton is responsible for the delivery of a wide variety of recreational and educational programs and services to over 1,000,000 annual visitors.

Park operations, programming and services are funded almost entirely through self-generated revenue comprising of annual/seasonal pass sales, daily access fees, educational visit fees, and lesson/camp registrations. Major themes addressed within the 2021 Operational and Capital budget proposals include: improved service delivery and addressing aging infrastructure.

Long term planning, focused on environmental and fiscal sustainability will remain a funded priority for staff. Gaining design and cost certainty for the Developer Contribution funded capital projects will be a key deliverable for 2021. These projects address area growth related impacts on the parks and are crucial to the long-term success of Conservation Halton’s Park system.

266/320 KEY OBJECTIVES • FINANCIAL: CRAWFORD LAKE/MOUNTSBERG/ROBERT EDMONDSON With the Park operations totally reliant on user fees, it is important for Crawford Lake, Mountsberg and Robert Edmondson offer unique the Parks to continue to grow and effective generate revenue and recreation and education programming opportunities. Providing manage expenses. For 2021, the park staff will be focusing on increasing educational programs to approximately 65,000 school children annually operating profit and gross revenues of the park offerings, effectively with topics ranging from, life in a longhouse village, to maple syrup, and manage expenses and ensure staff resources are used efficiently. This owl prowls. These parks offer education-based family programs, will be done by implementing new fee strategy, digital tools for Christmas Town, our Iroquoian village, a birds of prey compound, animal efficiency and reporting, and adding value added experiences. barn and Maple Town. Total annual visitation exceeds 190,000..

• CAPITAL PLANNING: For our park system to continue to be a leader, long term planning plays HILTON FALLS/RATTLESNAKE POINT/MOUNT NEMO an important role. Developer Contribution projects will be further Hilton Falls, Rattlesnake Point and Mount Nemo offer exceptional defined to ensure an effective use of the funds to assist with visitation hiking, biking and rock-climbing experiences. Each park provides increases and help protect the natural areas while still improving the user great viewpoints from the Escarpment or of the beautiful waterfall. experience. The 10 Year Capital Plan will be further refined to ensure These areas have seen visitation double since 2012 so monitoring the that the existing infrastructure has dollars allocated for upkeep and impacts to the environment and improving customer service improvement but also allowing funds for future growth and experience processes are extremely important. Total annual visitation exceeds for the user experience. 350,000.

• DIGITAL TRANSFORMATION: Enable parks to collect information in real-time and feed it back into OUTREACH performance dashboards to gauge the real impact of park usage. CH will Conservation Halton provides community outreach and educational use date from real-time monitoring of foot traffic, trespassing, smart programs that have an annual reach of over 10,000 participants. garbage bins, lighting, and so much more to optimize our operations, Programs include Halton Children’s Water Festival, Stream of Dreams, From The Ground Up and Healthy Neighboursheds. Our goal is to enable manage risks, maintain standards, and control our costs. Reliable data watershed residents to become more environmentally aware, connect will help control access, manage risk, optimize enforcement, and ensure communities to nature through programming, as well as build relevant visitor safety. community connections to make Conservation Halton more valued and appreciated. We also work with the local school board to deliver KELSO/GLEN EDEN affordable, innovative outdoor education programs. Kelso/Glen Eden offers a variety of recreational programs & activities including mountain biking and cyclocross races, boat rentals, summer camps, skiing and snowboard lessons, 3 terrain parks, picnic and camping sites, food services and special events.. The team operates 364 days a year providing recreational programming. Total annual Kelso/GE visitation exceeds 500,000.

Conservation Halton 2021 Budget & Business Plan​267/320110 Parks & Conservation Areas

% Increase General Description (decrease) over 2020 2021 Budget 2020 Budget increase Budget

SUMMARY

REVENUES

Conservation Lands 0.0% 935,000 - 935,000 Kelso/Glen Eden -1.1% 9,294,250 (105,000) 9,399,250 Crawford Lake/Mountsberg/Robert Edmondson -4.7% 1,923,000 (95,000) 2,018,000 Hilton Falls/Mount Nemo/Rattlesnake Point 8.4% 1,070,500 82,500 988,000 Outreach -2.3% 202,195 (4,735) 206,930 Other funding -100.0% - (35,000) 35,000 Chargeback recoveries 14.2% 63,290 7,890 55,400 Municipal Funding 355,279 370 354,909

-1.1% 13,843,514 (148,975) 13,992,489

EXPENSES

Conservation Lands 47.2% 984,102 315,651 668,451 Vehicles 0.7% 105,090 700 104,390 Kelso/Glen Eden 1.8% 7,973,405 140,997 7,832,408 Crawford Lake/Mountsberg/Robert Edmondson -6.0% 2,039,720 (129,239) 2,168,959 Hilton Falls/Mount Nemo/Rattlesnake Point 6.1% 779,239 44,608 734,631 Outreach -1.4% 317,474 (4,365) 321,839 Chargeback 1,393,200 199,800 1,193,400

4.4% 13,592,230 568,152 13,024,078

PROGRAM SURPLUS/(LOSS) -74.1% 251,284 (717,127) 968,411

Conservation Halton 2021 Budget & Business Plan​268/320111 REVENUE & EXPENSES PARKS & RECREATION

Parks & Conservation Areas Revenue Parks & Conservation Areas Expenses $13,843,514 $13,592,230 $1,393,200 $355,279 $984,102 $63,290 $935,000 $317,474 $202,195 $105,090

$1,070,500 $779,239

$1,923,000

$2,039,720

$9,294,250 $7,973,405

Conservation Lands Conservation Lands Vehicles Kelso/Glen Eden Kelso/Glen Eden Crawford Lake/Mountsberg/Robert Edmondson Crawford Lake/Mountsberg/Robert Edmondson Hilton Falls/Mount Nemo/Rattlesnake Point Hilton Falls/Mount Nemo/Rattlesnake Point Outreach Outreach Chargeback recoveries Municipal Funding

Conservation Halton 2021 Budget & Business Plan​269/320112 KEY PERFORMANCE INDICATORS PARKS & RECREATION

Visitor impact management p g 19/20 season 18/19 season 17/18 season 16/17 season 15/16 season impact management program / total percentage of km's of CH trails 100% 100% 100% 44% 44% Objective: To have a visitor impact management program on 100% of CH trails.

GE Pass revenue 18/19 season 17/18 season 16/17 season 15/16 season GE Pass revenue to date compared to last year to date compared to goal of 5% growth. 1,894,985 1,268,696 1,671,707 $1,784,793 Objective: Attract visitors to our parks and connect our communities through sustainable recreation, education and tourism

Property proactively managed for hazard tree removal 2019 2018 2017 2016 2015 Total percentage CH property proactively managed for hazard tree removal to a goal of % 65% 55% 50% 45% 45% programs.

*Note: Information is not currently available. Data is being collected to measure this Key Performance Indicator in the future.

Conservation Halton 2021 Budget & Business Plan​270/320113 CAPITAL PROJECTS SUMMARY PARKS & CONSERVATION AREAS

Capital Revenue

Chargeback Other (Grants, 2021 Capital Provincial Recoveries (CHF, Municipal Levy & Description Program Revenue Sp. Project, Debt Reserve Funding Expenditures Funding SPP, CAP, Cons. Funding financing) Areas)

EXPENDITURES

Skihill Improvements 500,000 500,000 Facility Major Maintenance & IT Infrastructure 495,000 495,000 Vehicle and Equipment Replacement 148,412 148,412

Total Capital Expenditures 1,143,412 - - - - 1,143,412 -

Conservation Halton 2021 Budget & Business Plan​271/320114 RESERVES

272/320 RESERVES

Reserves Contribution Reserves Projected from Contribution Contribution Projected Balance Dec. Municipal Contribution State of Good to Capital to Operating Balance Dec. Conservation Halton Reserves 31, 2020 Funding from Surplus Repair Levy Projects Expenses 31, 2021

Watershed Management & Support Services Vehicle and Equipment 720,083 (167,562) 552,521 Building 230,128 230,128 Building - State of Good Repair 262,293 102,000 (70,136) 294,157 Watershed Management Capital - Municipal Funds and Self Generated Funds 982,872 376,500 (575,000) 784,372 Watershed Management & Support Services Stabilization 793,193 793,193 Capital Projects - Debt Financing Charges 472,670 472,670 Digital Transformation 250,000 250,000 Legal - Planning & Watershed Management 258,891 258,891 Legal - Corporate 200,000 200,000 Water Festival 158,911 - (18,615) 140,296 Land Securement 59,537 25,000 84,537 Property Management 80,040 80,040 Stewardship and Restoration 342,399 (144,000) (17,500) 180,899

Conservation Areas Capital 2,963,738 251,284 (1,143,412) 2,071,610 Stabilization 1,000,568 1,000,568

Total Reserves 8,775,322 25,000 251,284 478,500 (2,100,110) (36,115) 7,393,881

Conservation Halton 2021 Budget & Business Plan​273/320116 RESERVES CONTINUITY RESERVE CONTINUITY Conservation Halton 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Watershed Management & Support Services Reserves

Vehicle and Equipment, $ 720,083 $ 552,521 $ 405,747 $ 248,827 $ 126,415 $ 111,917 $ 100,076 $ 71,102 $ 47,310 $ 35,192 Transfer to Reserve - Reserve funding (municipal) - - - - 50,000 50,000 100,000 100,000 100,000 100,000 Transfer from Reserve - Capital (167,562) (146,774) (156,920) (122,412) (64,498) (61,841) (128,974) (123,792) (112,118) (110,000) Vehicle and Equipment $ 552,521 $ 405,747 $ 248,827 $ 126,415 $ 111,917 $ 100,076 $ 71,102 $ 47,310 $ 35,192 $ 25,192

Building, beg. of year $ 230,128 $ 230,128 $ 230,128 $ 230,128 $ 135,128 $ 135,128 $ 135,128 $ 135,128 $ 135,128 $ 135,128 Transfer from Reserve - Capital - - - (95,000) ------Building $ 230,128 $ 230,128 $ 230,128 $ 135,128 $ 135,128 $ 135,128 $ 135,128 $ 135,128 $ 135,128 $ 135,128

Building - State of Good Repair, beginning of year $ 262,293 $ 294,157 $ 308,870 $ 298,465 $ 349,654 $ 275,586 $ 217,591 $ 271,858 $ 163,879 $ 198,443 Transfer to Reserve - SOGR Levy 102,000 104,000 106,100 108,200 110,400 112,600 114,900 117,200 119,500 121,900 Transfer from Reserve - Capital (70,136) (89,287) (116,505) (57,011) (184,468) (170,595) (60,633) (225,179) (84,936) (316,413) Building - State of Good $ 294,157 $ 308,870 $ 298,465 $ 349,654 $ 275,586 $ 217,591 $ 271,858 $ 163,879 $ 198,443 $ 3,930

Watershed Mgmt Cap.-Municipal & Self Generated $ 982,872 $ 784,372 $ 870,872 $ 561,672 $ 329,672 $ 195,072 $ 210,872 $ 473,572 $ 726,272 $ 1,000,172 Transfer to Reserves - SOGR Levy 376,500 376,500 388,300 413,000 585,400 765,800 997,700 1,017,700 1,124,900 1,124,900 Transfer from Reserves - Capital expenditures (575,000) (290,000) (697,500) (645,000) (720,000) (750,000) (735,000) (765,000) (851,000) (851,000) Watershed Management Capital - Municipal Funds and Self Generated Funds $ 784,372 $ 870,872 $ 561,672 $ 329,672 $ 195,072 $ 210,872 $ 473,572 $ 726,272 $ 1,000,172 $ 1,274,072

Conservation Halton 2021 Budget & Business Plan​274/320117 RESERVES CONTINUITY RESERVE CONTINUITY

Conservation Halton 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Watershed Mgmt & Support Serv. Stabilization $ 793,193 $ 793,193 $ 793,193 $ 793,193 $ 793,193 $ 793,193 $ 793,193 $ 793,193 $ 793,193 $ 793,193

Capital Projects - Debt Financing Charges $ 472,670 $ 472,670 $ 472,670 $ 472,670 $ 472,670 $ 472,670 $ 472,670 $ 472,670 $ 472,670 $ 472,670

Digital Transformation, beginning of year $ 250,000 $ 250,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 100,000 $ 100,000 Transfer from Reserve - (50,000) - - - - - (100,000) - - Digital Transformation $ 250,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 100,000 $ 100,000 $ 100,000

Legal - Planning & Watershed Management $ 258,891 $ 258,891 $ 258,891 $ 258,891 $ 258,891 $ 258,891 $ 258,891 $ 258,891 $ 258,891 $ 258,891

Legal - Corporate $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000

Water Festival $ 158,911 $ 140,296 $ 125,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296 Transfer from Reserve (18,615) (15,000) (15,000) ------Water Festival $ 140,296 $ 125,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296 $ 110,296

Land Securement $ 59,537 $ 84,537 $ 109,537 $ 134,537 $ 159,537 $ 184,537 $ 209,537 $ 234,537 $ 259,537 $ 284,537

Transfer to Reserve - Reserve funding (municipal) 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Land Securement $ 84,537 $ 109,537 $ 134,537 $ 159,537 $ 184,537 $ 209,537 $ 234,537 $ 259,537 $ 284,537 $ 309,537

Property Management $ 80,040 $ 80,040 $ 80,040 $ 80,040 $ 80,040 $ 80,040 $ 80,040 $ 80,040 $ 80,040 $ 80,040

Stewardship & Restoration $ 342,399 $ 180,899 $ 165,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899 Transfer to (from) Reserve (161,500) (15,000) (15,000) ------Stewardship and Restoration $ 180,899 $ 165,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899 $ 150,899

Conservation Halton 2021 Budget & Business Plan​275/320118 RESERVES CONTINUITY

Conservation Halton 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Conservation Areas Stabilization $ 1,000,568 $ 1,000,568 $ 1,000,568 $ 1,000,568 $ 1,000,568 $ 1,000,568 $ 1,000,568 $ 1,000,568 $ 1,000,568 $ 1,000,568

Capital 2,963,738 2,071,610 1,535,482 1,645,698 1,029,088 2,401,110 2,083,766 3,109,901 3,445,309 5,446,004 Transfer to Reserve - Operating Surplus 251,284 599,366 980,071 1,385,996 1,818,519 2,081,020 2,362,197 2,664,188 2,987,195 3,332,385 Transfer from Reserve - Capital expenditures (1,143,412) (1,135,494) (869,856) (2,002,605) (446,497) (2,398,364) (1,336,062) (2,328,780) (986,500) (973,000) Capital $ 2,071,610 $ 1,535,482 $ 1,645,698 $ 1,029,088 $ 2,401,110 $ 2,083,766 $ 3,109,901 $ 3,445,309 $ 5,446,004 $ 7,805,389

TOTAL RESERVES $ 7,393,881 $ 6,807,193 $ 6,385,883 $ 5,396,051 $ 6,569,907 $ 6,223,527 $ 7,562,655 $ 8,043,992 $ 10,266,033 $ 12,719,805

Conservation Halton 2021 Budget & Business Plan​276/320119 REPORT TO: Conservation Halton Board of Directors

REPORT NO: # CHBD 07 20 08

FROM: Adriana Birza, Manager, Office of the President & CEO

DATE: October 22, 2020

SUBJECT: Amendment to The Halton Region Conservation Authority General Membership By- law No. 2018-01

Recommendation

THAT the Conservation Halton Board of Directors approve the amendment to The Halton Region Conservation Authority (Conservation Halton) General Membership By-law No. 2018-01 to change the title of CAO/Secretary-Treasurer to President & CEO/Secretary-Treasurer.

And

THAT the Conservation Halton Board of Directors direct staff to post the amended General Membership By-law No. 2018-01 on the Authority’s website, www.conservationhalton.ca

Report

Conservation Halton’s current General Membership By-law was approved by the Conservation Halton Board of Directors on November 22, 2018 and last updated on September 24, 2020.

The Conservation Halton Board of Directors approved the CAO (Chief Administrative Officer/Secretary-Treasurer) title change to President and CEO (President and Chief Executive Officer/ Secretary-Treasurer) effective September 24, 2020 and the CH By-law needs to reflect this change in all categories.

Impact on Strategic Goals This report supports the Metamorphosis strategic theme of Striving for service excellence and efficiency.

Financial Impact There are no financial impacts of this action.

Signed & respectfully submitted: Approved for circulation:

Adriana Birza Hassaan Basit Manager, Office of the President & CEO President & CEO/Secretary- Treasurer

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FOR QUESTIONS ON CONTENT: Adriana Birza, Manager, Office of the President & CEO [email protected], 905336 1158 x 2295

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The Halton Region Conservation Authority General Membership

By-law No. 2018-01

Adopted: November 22, 2018

Rev.: October 24, 2019

Revi.: April 1, 2020

Rev.: September 24, 2020

Rev.: October 22, 2020

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CONTENTS

A. Definitions ...... 3 B. General Applications ...... 4 C. Governance ...... 5 1. Members ...... 5 2. Officers ...... 9 3. Absence of Chair and Vice-Chair(s) ...... 10 4. Representatives to Conservation Ontario Council ...... 10 5. Election of Chair and Vice-Chairs ...... 11 6. Appointment of Auditor ...... 11 7. Financial Statements and Report of the Auditor ...... 11 8. Borrowing Resolution ...... 11 9. Signing Officers ...... 11 10. Levies and Audit Reports ...... 12 11. Executive Committee ...... 12 12. Advisory Boards and Other Committees ...... 12 13. Remuneration of Members...... 13 14. Records Retention ...... 13 15. Records Available to Public ...... 14 16. By-law Review...... 14 17. By-law Available to Public ...... 14 18. Enforcement of By-law and Policies ...... 14 19. Indemnification of Members, Officers and Employees ...... 16 D. Meeting Procedures ...... 16 1. Rules of Procedure ...... 16 2. Notice of Meeting ...... 16 3. Meetings Open to Public ...... 17 4. Agenda for Meetings ...... 17 5. Quorum ...... 19

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6. Order of Business ...... 20 7. Debate ...... 20 8. Matters of Precedence ...... 21 9. Members’ Attendance ...... 21 10. Electronic Participation ...... 21 11. Delegations ...... 22 12. Meetings with Closed “In Camera” Sessions ...... 23 13. Voting ...... 24 14. Motions ...... 25 15. Notice of Motion ...... 26 16. Motion to Reconsider ...... 26 17. Duties of the Meeting Chair ...... 27 18. Conduct of Members ...... 27 19. Minutes of Meetings ...... 27 E. Approval of By-law and Revocation of Previous By-law(s) ...... 28 F. Appendices to the Administrative By-law ...... 29 Appendix 1 - Code of Conduct ...... 29 Appendix 2 - Conflict of Interest ...... 33 Appendix 3 - Procedure for Election of Officers ...... 35 Appendix 4 - President & CEO/Secretary–Treasurer Management Authority Limits Policy ...... 37

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THE HALTON REGION CONSERVATION AUTHORITY GENERAL MEMBERSHIP

By-law No. 2018-01

A. Definitions

“General Membership” means the Halton Region Conservation Authority General Membership as established by Order-in-Council 3988-63 under Section 3.1 of the Conservation Authorities Act, R.S.O. 1990, Chapter C.27;

“Act” means the Conservation Authorities Act, R.S.O. 1990, Chapter C.27

“Business Day(s)” means a day other than a Saturday or a Sunday or a civic or public holiday which is a declared holiday in Ontario.

“President & CEO/Secretary-Treasurer” means the President & Chief Executive Officer/Secretary-Treasurer of the Halton Region Conservation Authority, as appointed by the General Membership and which may, by resolution of the General Membership, include the responsibilities of the Secretary-Treasurer, if so designated by resolution of the General Membership.

“Chair” means the Chairperson as referenced in the Act as elected by the Members of the General Membership.

“Civic or Public Holiday” means those listed as holidays in the Employment Standards Act, 2000, Part 1.1, Public Holiday as amended from time to time, with the exception of Easter Monday and Remembrance Day.

“Committee(s)” means any Committee and/or Advisory Board of the General Membership, including but not limited to the PRESIDENT & CEO Compensation Committee, the Finance and Audit Committee and the Governance Committee.

“Delegation” means a person or a group of persons who address the General Membership on behalf of an individual or a group for the purpose of making a presentation to the General Members.

“Fiscal Year” means the period from January 1 through December 31 in each year.

“General Membership” means all of the Members, collectively.

“In Camera” means any regular or special Meeting of the General Membership or any one of its Committees sitting in closed session not open to the public.

“Levy” means the amount of costs apportioned to participating municipalities in accordance with the Act and Regulations under the Act.

“Majority” means half of the votes plus one.

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“Member(s)” shall mean the member(s) appointed to the General Membership by the participating municipalities in the General Membership’s area of jurisdiction.

“Meeting” means any regular or special meeting of the General Membership, or any Committee of the General Membership.

“MFIPPA” means the Municipal Freedom of Information and Protection of Privacy Act.

“Minister” means the minister responsible for the administration of the Act or specific activity of the Authority.

“Non-matching Levy” means the portion of an Authority’s levy that meets the definition of non-matching levy as found in Ontario Regulation 139/96.

“Officer” means an officer of the General Membership empowered to sign contracts, agreements and other documents on behalf of the General Membership in accordance with section 19.1 of the Act, which shall include the Chair, Vice-Chair(s) and the President & CEO/Secretary-Treasurer.

“Participating Municipality” means a municipality that is designated by or under the Act as a participating municipality in a Conservation Authority.

“Pecuniary Interest” includes the financial or material interests of a Member and the financial or material interests of a member of the Member’s immediate family.

“Recorded Vote” means the recording of the name and vote of every Member on a motion during a meeting.

“Staff” means employees of the General Membership as provided for under Section 18(1) of the Act.

“Vice-Chair” means the Vice-Chairperson as elected by the Members of the General Membership. If a first and second Vice-Chair are elected, they shall be called First Vice- Chair and Second Vice-Chair.

“Weighted Majority” means the votes of 51 per cent of those represented after the votes are weighted by the percentage that applies under Ontario Regulation 139/96 for Municipal Levies.

B. General Applications 1. The rules of procedure contained in this By-law shall be observed in all proceedings of the General Membership and its Committees and shall be the rules for the order and dispatch of business at the General Membership.

2. Except as provided elsewhere in this By-law and the rules as set out by legislation any one or more of the rules contained in this paragraph may be temporarily suspended by the General Membership with consent of the majority of the Members present: a. Rules with respect to a change in agenda order of proceedings and content b. Rules respecting notice of delegation status 4 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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c. Rules with respect to the increase of delegation and debate limitations d. Rules to introduce a motion without standard notice

3. This By-law shall not be amended or repealed except by a two-third majority vote of the Members of the General Membership.

C. Governance

1. Members

a) Appointments Participating Municipalities within the jurisdiction of the General Membership may appoint Members in accordance with Section 14 of the Act.

Appointed Members must reside in a Participating Municipality within the General Membership’s area of jurisdiction and may include citizens as well as elected members of municipal councils.

Collectively, the appointed Members comprise the General Membership, and for the purposes of this By-law are also referred to as the General Membership.

b) Term of Member Appointments In accordance with Section 14 of the Act, a Member shall be appointed for a term of up to four years at the discretion of the appointing municipal council. The term begins with the first meeting of the General Membership following his or her appointment, and ends immediately before the first meeting of the General Membership following the appointment of his or her replacement. The President & CEO/Secretary-Treasurer shall notify the appropriate municipality in advance of the expiration date of any Member’s term, unless notified by the municipality of the Member’s reappointment or the appointment of his or her replacement. A Member is eligible for reappointment. A Member can be replaced by a Participating Municipality at the municipality’s discretion prior to the end of their term.

c) Powers of the General Membership Subject to the Act and other applicable legislation, the General Membership is empowered without restriction to exercise all of the powers prescribed to the General Membership under the Act. In addition to the power of a General Membership under s.21 of the Act for the purposes of accomplishing its objects the powers of the General Membership include but are not limited to:

i. Approving by resolution the creation of committees, advisory boards, members thereof and the terms of reference for the committee and advisory boards; ii. Appointing a President & CEO/Secretary-Treasurer, a PRESIDENT & CEO, and a Secretary-Treasurer; iii. Terminating the services of the President & CEO/Secretary-Treasurer, PRESIDENT & CEO and Secretary-Treasurer; iv. Approving, establishing, and implementing regulations, policies and programs; v. Awarding contracts or agreements where the approval of the General Membership is required under the Authority’s purchasing policy;

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vi. Appointing an Executive Committee and delegate to an Executive Committee any of its powers except: i. The termination of the services of the President & CEO/Secretary-Treasurer, ii. The power to raise money, and iii. The power to enter into contracts or agreements other than those contracts or agreements as are necessarily incidental to the works approved by the General Membership; vii. Approving by resolution, any new capital project of the Authority; viii. Approving by resolution, the method of financing any new capital projects; ix. Approving details on budget allocations on any new or existing capital projects; x. Approving of the total budget for the ensuing year, and approving the levies to be paid by the Participating Municipalities; xi. Receiving and approving the Financial Statements and Report of the Auditor for the preceding year; xii. Authorizing the borrowing of funds on the promissory note of the Authority in accordance with subsection 3(5) of the Act; xiii. Approving by resolution, any proposed expropriation of land or disposition of land, subject to the requirements under the Act; xiv. Approving permits or refusing permission as may be required under any regulations made under Section 28 of the Act; and xv. Holding hearings required for the purpose of reviewing permit applications, and advising every applicant of their right to appeal the decision to the Minister through the Mining and Lands Tribunal.

d) Member Accountability Participating Municipalities appoint Members to the General Membership as their representatives. Members have the responsibilities of Directors of the corporation that is the General Membership. While the administration is responsible for the day-to-day operations, the General Membership is responsible for matters of governance, ensuring compliance with applicable legislation, and ensuring appropriate policies are in place and for financial soundness of the Authority.

All Members have the responsibility to be guided by and adhere to the Code of Conduct (Appendix 1) and Conflict of Interest Policy (Appendix 2), as adopted by the General Membership.

All Members shall serve in a conscientious and diligent manner. No Member shall use the influence of office for any purpose other than for the exercise of his/her official duties. Every Member will abide by the legislative requirements of the position and this By-law.

Members’ responsibilities include: i. Attending all meetings of the General Membership; ii. Understanding the purpose, function and responsibilities of the General Membership; iii. Being familiar with the Authority’s statutory and other legal obligations; iv. With the administration, setting strategic direction for the Authority; v. Adhering to the Code of Conduct; vi. Advancing the Strategic Plan; vii. Advancing the Mission of the Authority; viii. Supporting the fundraising efforts of Conservation Halton Foundation; 6 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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ix. Ensuring fiscal stability of the Authority; and x. Recruiting, interviewing and hiring a President & CEO/Secretary-Treasurer and performance managing the work of the President & CEO/Secretary-Treasurer.

e) Applicable Legislation In addition to the Act, the Members are subject to other legislation including, but not limited to: • Municipal Conflict of Interest Act; • Municipal Freedom of Information and Protection of Privacy Act; • Accessibility for Ontarians with Disability Act; and • Ontario Occupational Health and Safety Act If any part of the By-law conflicts with any provision of the Municipal Conflict of Interest Act or the Municipal Freedom of Information and Protection of Privacy Act or a provision of a regulation made under one of those Acts, the provision of that Act or regulation prevails.

f) Relationship between Members and Staff The General Membership relies on the President & CEO/Secretary-Treasurer to manage the operations of the organization, including all employees of the Authority. The President & CEO/Secretary-Treasurer is accountable to the General Membership, working cooperatively to achieve the goals established by the General Membership. The General Membership will ensure that a process exists for regular performance evaluations of the President & CEO/Secretary-Treasurer.

g) Practicing Effective Human Resources Practices The Members must act as a team. A strong partnership must be forged between the Members and the President & CEO/Secretary-Treasurer. The President & CEO/Secretary-Treasurer manages the organization and its staff. The following guidelines should be followed to ensure a common voice is heard throughout the organization and by the public at large. • If a Member has questions on a project or report, such questions should be referred through the President & CEO/Secretary-Treasurer for him/her to invite the appropriate staff to explain the project and answer questions. • If a Member would like to volunteer to assist in a project, such action should be taken in consultation with the General Membership to organize the process if appropriate. • If a Member receives a complaint about a staff member or would like to acknowledge a staff member, such information should go through the President & CEO/Secretary-Treasurer in writing. • If a Member receives a complaint from a staff member, the Member must refer the staff member to the President & CEO/Secretary-Treasurer or if the complaint is against the President & CEO/Secretary-Treasurer to the head of Human Resources Department of the Authority. The head of the Human Resources Department will report directly to the General Membership if the complaint relates to the President & CEO/Secretary-Treasurer.

With respect to staffing issues, the following outlines the responsibilities of the General Membership and the President & CEO/Secretary-Treasurer. • The General Membership is solely responsible for the following:

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o Recruiting, hiring, evaluating, and dismissing the President & CEO/Secretary- Treasurer; o Determining the annual salary and pay for performance of the President & CEO/Secretary-Treasurer • The General Membership and the President & CEO/Secretary-Treasurer share the following responsibilities in that the recommendation will come from the President & CEO/Secretary-Treasurer and the approval will come from the General Membership; o Setting goals for the President & CEO/Secretary-Treasurer; o Setting human resource and personnel policies which will have a monetary impact upon the budget; and o Setting staff salary schedules and plans as part of the annual budget review process • The President & CEO/Secretary-Treasurer is responsible for the following: o Assessing and approving staffing requirements; o Recruiting, hiring, evaluating, promoting, disciplining and dismissing staff; o Providing staff direction; o Approving staff evaluations; o Implementing and administering approved salary schedule and plan; o Designing and implementing changes to the organizational structure; and o Setting human resource and personnel policies, which have no monetary impact on the budget

h) Members Focusing on Team The following suggestions regarding focusing on “team results” include: a) Concentrate on governing, not micro-managing; b) Focus on the big picture; c) Practice listening; d) Maintain a relationship with the community for which you serve; e) Recognize staff as partners; treat them as you expect to be treated; f) Don’t refer matters to staff for a further report unless you can cite good reasons to do so, otherwise, vote – the matter may not get any easier; g) Use a policy approach; h) Respect democracy; and i) Be prepared for meetings

i) Employee Appointed to General Membership In the event that a municipality appoints an employee of the Authority to the General Membership of the Authority, the following process will take place: • The President & CEO/Secretary-Treasurer shall advise the appointing municipality immediately • To alleviate any conflict of interest, the employee must either reject the proposed appointment to the General Membership of the Authority or resign from his/her position and employment with the Authority

In the event that a Member of the General Membership of the Authority is interested in applying for any position of employment at the Authority, the Member must first resign his/her position on the Authority’s General Membership and such resignation must be made in writing to the appointing municipality with a copy attached to the Authority’s application for employment.

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2. Officers The Officers of the General Membership, and their respective responsibilities, shall be:

Chair • Is a Member of the General Membership; • Presides at all meetings of the General Membership (and Executive Committee if applicable); • Calls special meetings if necessary; • Supports the President & CEO/Secretary-Treasurer to ensure Board resolutions are carried out; • Assists President & CEO/Secretary-Treasurer in preparing agenda for board meetings where required; • Periodically consults with General Membership on their roles; • Represents the General Membership at Conservation Ontario Council meetings; • Serves as ex-officio Member of Conservation Halton Foundation Board; • Serves as ex-officio Member of the Committees of the General Membership; • Acts as a public spokesperson on behalf of the General Membership; • Serves as signing officer for the Authority; • Ensures relevant information and policies are brought to the General Membership’s attention; • Keeps the General Membership apprised of significant issues in a timely fashion; and • Performs other duties when directed to do so by resolution of the General Membership.

With respect to any meetings over which he/she presides, to: • Preserve order and decide all questions of order, subject to appeal; and without argument or comment state the rule applicable to any point of order if called upon to do so; • Receive and submit to a vote all motions presented by the Members which do not contravene the rules and regulations of the General Membership; • Announce the results of the vote on any motions so presented; • Decline to put to a vote motions which infringe upon the rules and regulations, or which are beyond the jurisdiction of the General Membership; • Enforce on all occasions the observance of order and decorum among the Members; • Adjourn the meeting when business is concluded; • Adjourn the sitting without any questions being asked or suspend or recess the sitting for a time to be named if considered necessary; • Represent and support the General Membership, declaring its will and implicitly obeying its decisions in all things; and • Perform other duties when directed to do so by resolution of the General Membership.

Vice-Chair(s) • Is/are a Member(s) of the General Membership; • Attends all meetings of the General Membership (and Executive Committee if applicable); 9 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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• Carries out assignments as requested by the Chair; • Understands the responsibilities of the Chair and acts as Chair immediately upon the death, incapacity to act, absence or resignation of the Chair until such time as a new Chair is appointed or until the Chair resumes his/her duties; • Serves as a member of Conservation Halton Foundation Board; and • Serves as a signing officer for the Authority.

President & CEO/Secretary-Treasurer Responsibilities of the President & CEO/Secretary-Treasurer as assigned by the General Membership include, but are not limited to the following: • Is an employee of the Authority; • Attends all meetings of the General Membership (and Executive Committee if applicable) or designates an acting PRESIDENT & CEO if not available; • Works in close collaboration with the Chair and Vice-Chair(s) and keeps them apprised of relevant information and significant issues in a timely fashion; • Develops a strategic plan for approval by the General Membership and implements short and long-range goals and objectives; • Is responsible for the management of the operations of the Authority, including all staff and programs of the Authority; • Ensures resolutions of the General Membership are implemented in a timely fashion; • Develops and maintains effective relationships and ensures good communications with Participating Municipalities, federal and provincial government ministries/agencies, Indigenous communities, other conservation authorities, Conservation Ontario, stakeholders, community groups and associations; • Makes recommendations as applicable to the General Membership regarding suggested policy changes; • Acts as public spokesperson on behalf of the Authority; • Represents the Authority at Conservation Ontario Council, ad hoc and Task Force meetings; • Negotiates and enters into contracts with external agencies/partners to carry out the goals of the organization in accordance with the Purchasing of Goods and Services Policy; • Fulfills the requirements of the Secretary-Treasurer as defined in the Act; • Is the custodian of the Corporate Seal • Serves as a member of Conservation Halton Foundation Board; • Serves as a signing officer for the Authority, and • Ensures the practices, activities, and decisions of the organization consider the provisions of the President & CEO/Secretary-Treasurer Management Authority Limits Policy (Appendix 4)

3. Absence of Chair and Vice-Chair(s) In the event of the absence of the Chair and Vice-Chair(s) from any meeting, the Members shall appoint an acting Chair who, for the purposes of that meeting has all the powers and shall perform all the duties of the Chair.

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the Voting Delegates appointed by each Member Conservation General Membership. The Voting Delegate and Alternates shall be registered with Conservation Ontario annually.

5. Election of Chair and Vice-Chairs The election of the Chair and one or more Vice-Chairs shall be held in accordance with the Act: at the Annual/Inaugural meeting of the General Membership held prior to May 31 of each year in accordance with the General Membership’s Procedures for Election of Officers (Appendix 3).

6. Appointment of Auditor The General Membership shall appoint an auditor for the coming year at the Annual Meeting in accordance with Section 38 of the Act.

7. Financial Statements and Report of the Auditor The General Membership shall receive and approve the Audited Financial Statements and Report of the Auditor annually for the previous year at the meeting of the General Membership held prior to the first day of May each year.

The General Membership shall forward copies of the Audited Financial Statements and Report of the Auditor to Participating Municipalities and the Minister in accordance with Section 38 of the Act and will make the Audited Financial Statements available to the public. The Audited Financial Statements will be included in the Authority’s Annual Report and on the Authority’s website.

8. Borrowing Resolution If required, the General Membership shall establish a borrowing resolution by March 31 of each year and such resolution shall be in force until it is superseded by another borrowing resolution.

9. Signing Officers All deeds, transfers, assignments, contracts, and obligations entered into by the Authority shall be signed by the signing officers of the Authority. Signing Officers of the Authority are as follows:

Chair; Vice Chair; President & CEO/Secretary-Treasurer; Senior Director, Corporate Services; Director, Parks and Recreation; and Director, Finance as the Signing Officers for the Authority and their delegates when a Signing Officer position becomes vacant;

The President & Chief Executive Officer/Secretary-Treasurermay delegate approval of signing authority to positions to enable decisions to be made by those persons who are in the most appropriate position to do so within Conservation Halton, in terms of their accountability, control and knowledge. Once the vacant Signing Officer position is filled/no longer vacant the delegated authority goes back to the Signing Officer of the Authority.

A Signing Officer cannot assign responsibility to someone else for temporary absences or vacations.

Any delegation of signing authority will be signed off by the President & Chief Executive Officer/ Secretary-Treasurer and the duration (if known) should be agreed upon at the time when the need for delegation arises. 11 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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The Delegation of Signing Authority must be kept on file in the office of the Signing Officer and be readily available as required by Internal Audit and/or Finance.

Any two of the named Signing Officer positions shall be required for signing bank documents and agreements that bind the Authority and any other document or agreement that requires two signatures. In all other circumstances where the contract or agreements are necessarily incidental to the works approved by the Authority, a single signature of the President & CEO/Secretary-Treasurer, or his/her delegate, will be sufficient to bind the Authority.

Signing authority that was authorized by any previous Administration Regulation or By-law is superseded by this By-law.

10. Levies and Audit Reports The levy due to the Authority from Participating Municipalities shall be communicated to those municipalities in accordance with the Act and any applicable Regulations.

Each watershed municipality will be advised of a scheduled discussion of the budget and levy of the Authority 30 days prior to the General Membership’s Board meeting conducting such discussion.

Within 30 days following the adoption of the General Membership’s budget in each year and, if so required by the municipal By-law, no later than April 1, in each year, the President & CEO/Secretary-Treasurer or the head of the Financial and Administrative Services Department shall send to the Clerk of each watershed municipality, a notice indicating the monies due to the Authority from each watershed municipality, and the apportionment of those monies due shall be as required by the Act and as approved by the General Membership. A copy of the Auditor’s report for the preceding year shall be sent to the Clerk of each watershed municipality and to the Ministry.

11. Executive Committee The General Membership may appoint an executive committee at the first meeting of the General Membership each year in accordance with the Section 19 of the Act and Section 1(c) of this By-law.

12. Advisory Boards and Other Committees In accordance with Section 18(2) of the Act, the General Membership shall establish such advisory boards as required by regulation and may establish such other advisory boards or committees as it considers appropriate to study and report on specific matters. The General Membership shall approve the terms of reference for all such advisory boards and committees, which shall include the role, the frequency of meetings and the number of members required. Resolutions and policies governing the operation of the General Membership shall be observed in all advisory board and committee meetings. Each advisory board or committee shall report to the General Membership, presenting any recommendations made by the advisory board or committee.

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The dates of all advisory board and committee meetings shall be made available to all Members of the General Membership. Committees of the General Membership include but are not limited to: • President & CEO/Secretary-Treasurer Compensation Committee (Comp) • Finance and Audit Committee (F&A) • Governance Committee (Gov)

13. Remuneration of Members Members who are present for the full duration of a duly called Meeting(s) and who are officially appointed to the Board(s) or Committee(s) holding such Meeting shall be entitled to payment of a per diem. No Member may collect more than one per diem per day. Per diem rates shall be set and approved by the General Membership from time to time Where a Member is duly authorized to attend to General Membership’s business other than at a Meeting, the Member shall be entitled to a per diem for attending at such business.

Members who take on additional roles as Chair/Vice- Chair of the General Membership may be entitled to the payment of additional per diems/compensations as provided in the PRESIDENT & CEO Departmental budget allocation for elected officials.

Duly authorized Members who attend meetings of the General Membership, Committees/ad-hoc meetings, shall be entitled to a return travel allowance between the Member’s principal residence and the meeting place.

Where a Member is duly authorized by the General Membership to attend to General Membership’s business other than a Meeting, the Member shall be eligible for a travel allowance from his principal place of residence to the location of the business and return.

14. Records Retention The General Membership shall keep full and accurate records including, but not limited to: i. Minutes of all meetings of the General Membership, including registries of statements of interests in accordance with the Municipal Conflict of Interest Act; ii. Assets, liabilities, receipts and disbursements of the General Membership and Financial Statements and Reports of the Auditors; iii. Human Resources Files for all employees and Members as applicable; iv. Workplace Health and Safety documents including workplace inspections, workplace accidents, investigations, etc.; v. Electronic Communications including emails; vi. Contracts and Agreements entered into by the Authority; vii. Strategic Plans and other documents providing organizational direction; viii. Projects of the Authority; ix. Technical Studies and data gathered in support of Programs of the Authority; x. Legal Proceedings involving the General Membership; and xi. Incidents of personal injury or property damage involving the General Membership and members of the public.

Such records shall be retained and protected in accordance with all applicable laws and the Records Retention Policy of the Authority as approved by the General Membership from time-to-time. 13 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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15. Records Available to Public Records of the General Membership shall be made available to the public, subject to requirements of the Municipal Freedom of Information and Protection of Personal Privacy Act (MFIPPA).

The General Membership shall designate the Chair to act as head of the Authority for the purposes of MFIPPA.

The Chair shall delegate the powers and duties vested in the head to the member of Staff or their designate who is the FOI Coordinator.

16. By-law Review In accordance with the Act, this By-law shall be reviewed by the General Membership to ensure the By-law is in compliance with the Act and any other relevant law. The General Membership shall review the By-law every four years to ensure best management practices in governance are being followed.

17. By-law Available to Public In accordance with the Act, the General Membership shall make its By-law available to the public on the General Membership’s website. The By-law shall also be available for review by any member of the public at the Authority’s administration centre or provided in alternative formats, in accordance with the Accessibility for Ontarians with Disabilities Act, if requested by interested parties.

18. Enforcement of By-law and Policies The Members shall respect and adhere to all applicable By-law and policies (for example, the Code of Conduct and Conflict of Interest).The General Membership may take reasonable measures to enforce its By-law and policies, including the enforcement mechanisms under the Municipal Conflict of Interest Act. The procedure for enforcement shall be as follows: 1. Complainants (which includes any Member, Staff, or any member of the general public) may use two different complaint procedures to indicate concerns regarding a breach of the By-law, policies and Code of Conduct (collectively in this section the “Policies”): a) Informal Complaint Procedure b) Formal Complaint Procedure 2. The Informal Complaint Procedure will provide an opportunity to immediately identify and address behaviours and activities which are considered to be in contravention of the Policies. a) The Complainant shall: i. Advise the Member that his/her behaviour or activity contravenes the Policies. This may or may not be in writing; ii. Request that the Member immediately discontinue the prohibited behaviour or activity;

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iii. Keep a written record of the incident including date, time, location, other persons present and any other relevant information; iv. If applicable, advise the Member of his/her satisfaction or dissatisfaction with the response; v. In the event of a dissatisfactory or no response, consider the need to pursue the matter in accordance with the formal complaint procedure. 3. Members are encouraged to initially pursue the informal complaint procedure as a means of stopping and remedying a behaviour or activity contrary to the Policies. However, it is not a precondition or a prerequisite that the informal complaint procedure be initiated or completed prior to pursuing the formal complaint procedure as described in the Formal Complaint Procedure option. 4. The Formal Complaint Procedure shall be as follows: a) A dated, signed and written complaint detailing the relevant particulars shall be submitted to the Chair. b) Upon receipt of the complaint, the Chair or designate shall prepare an information package that shall include the following: i. The Complaint; ii. A copy of the Policies that are relevant; iii. Such other information or documentation that the Chair deems relevant. c) The Governance Committee not directly involved in the complaint shall address the complaint. In the case where the Chair is involved in the complaint, the Vice-Chair will receive the complaint. d) The information package referred to above shall be provided to the Member alleged to be in contravention forthwith and to the Governance Committee. e) The Chair shall submit a brief report to the General Membership in closed session at a regularly scheduled General Membership Meeting advising that a complaint was received, providing the following information: i. Name of Alleged Offender; ii. Name of Complainant; iii. The provision of the Policies allegedly contravened; iv. A summary of the facts constituting the alleged contravention; v. The date of request. f) The Governance Committee, where appropriate, shall complete an investigation of the complaint (which shall include an opportunity to the affected Member to respond to the allegation) within 30 days of receipt of the information package or such longer period as it may require not to exceed 60 days, and provide a report to the Chair of the General Membership (or Vice-Chair as the case may be) on the matter as to the validity of the complaint and its written recommendations as to the appropriate measures, if any, to be taken by the General Membership. The report shall be tabled in closed session at the next regularly scheduled Meeting.

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g) The General Membership shall receive the report and recommendations from the Governance Committee and may determine the appropriate action(s) to be taken, if any. Following such determination by the General Membership the appointing municipality shall be notified of such determination.

19. Indemnification of Members, Officers and Employees The General Membership undertakes and agrees to indemnify and save harmless its Members, Officers and Employees and their heirs and legal representatives, respectively, from and against all costs, charges and expenses, including all amounts paid to settle an action or satisfy any judgement, reasonably incurred by any such Member, Officer or Employee in respect of any civil, criminal or administrative action or proceeding to which any such Member, Officer or Employee is made a party by reason of being a Member, Officer or Employee of the General Membership (except in respect of an action by or on behalf of the General Membership to procure a judgment in its favour) if;

• Such Member, Officer or Employee acted honestly, in good faith with a view to the best interests of the General Membership and within the scope of such Member's, Officer's or Employee's duties and responsibilities, and • In the case of a criminal or administrative action or proceeding that is enforced by a monetary penalty that such Member, Officer or Employee had reasonable grounds for believing that the conduct was lawful.

D. Meeting Procedures The meeting procedures below governing the procedure of the General Membership shall be observed in all Meetings of the General Membership including its Committees and Advisory Board Meetings, as far as they are applicable, and references to Committees or Advisory Board may be substituted for the word General Membership as applicable.

1. Rules of Procedure All matters of procedure not specifically dealt with under the Act and this By-law and its Appendices, shall be decided by the Chair in accordance, as far as is reasonably practicable, with Robert’s Rule of Order or generally accepted rules or procedure.

2. Notice of Meeting The General Membership shall approve a schedule for regular Meetings in advance. The President & CEO/Secretary-Treasurer shall send Notice of regular Meetings to all Members at least seven calendar days in advance of a Meeting. Notice of all regular or special Meetings of the General Membership or its Committees shall be made available to the public as soon as possible after its delivery to General Membership.

The Annual/Inaugural Meeting of the General Membership shall be held prior to May 31 each year. The regular Meetings of the General Membership shall be held according to the meeting schedule adopted by the General Membership. The Authority may alter the schedule of meetings from time to time. The Chair of the General Membership may call additional Meetings on any vacant/available day.

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Notice of any Meeting shall indicate the type, meeting number, time and place of that meeting and the agenda for the Meeting.

Notice(s) of each Authority General Membership, and any other Committee Meetings shall be given to each Member of the General Membership, the President & CEO/Secretary- Treasurer and posted on the Authority’s website.

All material and correspondence to be dealt with by the General Membership at a Meeting will be submitted to the President & CEO/Secretary-Treasurer, at least ten calendar days, if it is to be included in the published agenda, or at least five Business Days, if it is to be introduced at the meeting, in advance of the Meeting where it is to be dealt with.

The Chair may, at his/her pleasure, call a special Meeting of the General Membership as necessary on one calendar day notice in writing or email. That notice shall state the business of the special Meeting and only that business shall be considered at that special Meeting. Any Member, with 50% support of the other Members, may also request the Chair to call a Meeting of the General Membership and the Chair will not refuse.

The Chair or the President & CEO/Secretary-Treasurer may, by notice in writing or email delivered to the Members so as to be received by them at least 24 hours before the hour appointed for the Meeting, postpone or cancel any Meeting of a Committee or Advisory Board until the next scheduled date for the specific Committee or Advisory Board affected.

The Chair or the President & CEO/Secretary-Treasurer may, if it appears that a storm or like occurrence will prevent the Members from attending a Meeting, postpone that Meeting by advising as many Members as can be reached. Postponement shall not be for any longer period than the next regularly scheduled meeting date.

Notwithstanding any other provision of this By-law, an emergency Meeting may be held, without notice, to deal with an emergency situation, provided that an attempt has been made to reach the Members by telephone or email at their respective residences or places of business as appropriate and applicable. No business except business dealing directly with the emergency situation shall be transacted at such emergency Meeting.

A Meeting which has been interrupted through the loss of a quorum may be reconvened without notice, provided that the Meeting is reconvened on the same day.

3. Meetings Open to Public All Meetings of the General Membership and other Committees shall be open to the public. A Meeting or part of a Meeting may be closed to the public if the subject matter being considered is identified in the closed meeting section of the Agenda and the subject matter meets the criteria for a closed meeting as defined in this By-law.

4. Agenda for Meetings Authority staff, under the supervision of the President & CEO/Secretary-Treasurer, shall prepare an agenda for all regular Meetings of the General Membership that shall include, but not necessarily be limited to, the following headings:

Agenda Items:

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1. Roll Call and Mileage 2. Acceptance of Agenda Items as listed or identification of additional topics Members and Staff wish to have listed on the agenda 3. Approval of Minutes of Previous Meeting 4. Disclosure of Pecuniary Interest 5. Delegations/Presentations, if applicable 6. Consent Items 7. Action Items 8. In Camera Items, if applicable 9. Other Business Items 10. Adjournment

The agenda for special Meetings of the General Membership shall be prepared as directed by the Chair.

At the Annual/Inaugural Meeting (s) of the General Membership in each year, Authority Staff, under the supervision of the President & CEO/Secretary-Treasurer shall prepare an agenda for the use of the Members that includes but is not necessarily limited to the following items of business:

Annual/Inaugural Meeting(s) Agenda Items: 1. Roll Call and Mileage 2. Acceptance of Agenda Items as listed or identification of additional topics Members and Staff wish to have listed on the agenda 3. Disclosure of Pecuniary Interest 4. Delegations/Presentations, if applicable 5. Action Items, to include: a. Election of Officers of the General Membership b. Borrowing By-law c. Signing Officers d. Appointment of the Auditor for the Upcoming Year e. Approval of Financial Statements and Report of the Auditor for the prior year f. Election of Officers g. Approval of Budgets and Levies 6. Other Business Items 7. Adjournment

Agendas for Meetings shall be forwarded to all Members at least five Business Days in advance of the Meeting. Such agendas shall be made available to the public on the General Membership’s website at the same time, unless the Meeting is closed to the public in accordance with this By-law. Such agendas shall also be available in alternative formats, in accordance with the Accessibility for Ontarians with Disabilities Act, if requested by interested parties.

The agenda shall be accompanied by any relevant material to be brought before such Meeting. The agenda page shall list at the top of the page the following: • Name of Committee • Meeting number • Date of meeting

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• Time of meeting • Place of meeting

All matters requiring the General Membership’s attention shall be submitted in writing to the President & CEO/Secretary-Treasurer or designate for placement on the agenda for the General Membership. The deadline for receiving items for consideration at the next regularly scheduled meeting will be seven Business Days prior to the said meeting, provided that no report is required.

Any items received after that time will be placed on the agenda for the next Meeting. If any item that is received requires a report from a particular Department, it will be the responsibility of that Department Director to advise the President & CEO/Secretary- Treasurer when the report will be available for inclusion in the agenda. The Department Director shall advise the individual or group as to when the matter will be considered.

Requests from Members for Staff to prepare additional information related to an agenda item of a General Membership Meeting agenda should be made to the President & CEO/Secretary-Treasurer prior to the Meeting.

Requests from Members for Staff to prepare information about non-agenda items should be made at the General Membership’s Meeting and voted upon. Included in the request for information would be a target date for the information to come back to the General Membership.

All reports classified as “Action Items” from Departments to the General Membership must be approved by the President & CEO/Secretary-Treasurer or designate for inclusion and circulation on all agendas.

All reports classified as “Consent Items” from Departments to the General Membership must be approved for inclusion and circulation by the appropriate Department Director as designated by the President & CEO/Secretary-Treasurer.

An item of business not listed on the General Membership agenda cannot be introduced at a General Membership Meeting without the approval of the Members expressed by motion. Items of an emergent or congratulatory nature may be introduced under the “Other Business Items” of the agenda.

There shall only be an addendum to the agenda for a meeting when an item(s) arises after the closing of the deadline for items for the agenda and prior to the meeting, which item(s) the Chair or the President & CEO/Secretary-Treasurer believe are of an urgent nature requiring immediate consideration of the body concerned.

Members will receive, by email, a copy of the agenda. For those Members who have requested a hard copy, it shall be couriered to their residence or place of business, as far as possible, five Business Days preceding the meeting.

5. Quorum At any Meeting of the General Membership, a quorum consists of one-half of the Members appointed by the Participating Municipalities, except where there are fewer than six such

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Members, in which case three such Members constitute a quorum. At any Committee (if applicable) or Advisory board Meeting, a quorum consists of one-half of the Members of the Committee (if applicable) or Advisory board.

If there is no quorum within one half-hour after the time appointed for the Meeting, the Chair for the Meeting shall declare the Meeting adjourned due to a lack of a quorum, or shall recess until quorum arrives, and the recording secretary shall record the names of the Members present and absent.

If during a General Membership or Committee Meeting a quorum is lost, the Chair shall declare that the Meeting shall stand recessed or adjourned, until the date of the next regular meeting or other meeting called in accordance with the provisions of this By-law. Agenda items including delegations present may be covered and presented and issues discussed, but no formal decisions may be taken by the remaining Members who do not constitute a quorum.

Notwithstanding the provisions of this section, where the number of Members who are disabled from participating in a Meeting due to the declaration of a conflict of interest is such that at that Meeting the remaining Members are not of sufficient number to constitute a quorum, the remaining number of Members shall be deemed to constitute a quorum, provided such number is not less than five.

6. Order of Business The business of the General Membership shall be taken up in the order in which it stands on the agenda unless otherwise decided by a majority of those Members present.

No Member shall present any matter to the General Membership for its consideration unless the matter appears on the agenda for the Meeting of the General Membership or leave is granted to present the matter by the affirmative vote of a majority of the Members present.

7. Debate The General Membership shall observe the following procedures for discussion/debate on any matter coming before it: a) A Member shall be recognized by the Chair prior to speaking; b) Every Member, before speaking to any question or motion at a General Membership Meeting, shall first receive recognition from the Chair and respectfully address the Chair; c) Where two or more Members rise to speak, the Chair shall designate the Member who has the floor, who shall be the Member who in the opinion of the Chair was first recognized; d) All questions and points of discussion shall be directed through the Chair; e) Where a motion is presented, it shall be moved and seconded before debate; f) No Member shall speak more than once to the same question without leave from the Chair, except in explanation of a material part of the speech; g) Any Member may ask a question of the previous speaker through the Chair; h) The Member who has presented a motion, other than a motion to amend or dispose of a motion, may speak again to the motion immediately before the Chair puts the motion to a vote; 20 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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i) When a motion is under debate, no motion shall be received other than a motion to amend, to defer action, to refer the question, to take a vote, to adjourn, or to extend the hour of closing the proceedings; j) When a motion is under consideration, only one amendment is permitted at a time; and k) If a Member considers that a ruling made by the Chair is not in order, an appeal may be made. When challenged, the Chair may give a brief explanation of the ruling and ask the Members “Is the ruling of the Chair/Committee Chair upheld?” In the event of a tie vote, the ruling is upheld. The decision of the Chair under this section is final.

8. Matters of Precedence The following matters shall have precedence over the usual order of business:

a) a point of order; b) matter of privilege; c) a matter of clarification; d) a motion to suspend a rule of procedure or to request compliance with the rules of procedure; e) a motion that the question be put to a vote; and f) a motion to adjourn.

9. Members’ Attendance The General Membership shall provide a listing of Members’ attendance at scheduled Meetings of the General Membership to the Participating Municipalities at least annually.

Upon a Member’s vacancy due to death, incapacity or resignation occurring in any office of the General Membership, the General Membership shall request the municipality that was represented by that Member to appoint a Member replacement.

Each Member shall attend at least 60% of the Meetings in a calendar year/12 months.

If a Member is unable to attend any Meeting and wishes to bring any additional information or opinion pertaining to an agenda item to the General Membership, the Member shall address in writing or email to the Chair or President & CEO/Secretary-Treasurer such correspondence prior to the start of the Meeting. The correspondence shall be read aloud by the President & CEO/Secretary-Treasurer without comment or explanations.

10. Electronic Participation Members may participate in a Meeting that is open to the public by telephone or other electronic means that permits all participants to communicate adequately with each other during the Meeting. A Member participating in a Meeting by electronic means shall be counted in determining quorum and can vote provided that they have all relevant information available to them. A Member shall participate by electronic means in a Meeting that is closed to the public.

During any period, in all or part of an area over which Conservation Halton has jurisdiction, under any circumstances that may prevent members of the General Membership from meeting in person (when it is deemed appropriate by the conservation authority to do so), the By-law provides for electronic meeting procedures as per section 10.1. 21 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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10.1. Electronic participation

a) That members of the General Membership be permitted to participate in meetings electronically, which shall include the ability of those members participating electronically to register votes. b) That any member of the General Membership who is participating electronically in a meeting may be counted in determining whether or not a quorum of members is present at any point in time during the meeting in accordance with the requirement in subsection 16 (2) of the Conservation Authorities Act c) That any member of the General Membership can participate electronically in a meeting that is closed to the public. d) That any hearing or appeal that is dealt with in the By-law can be conducted electronically with provisions for applicants and their agents to participate, if the Authority holds any such hearing or appeal during any period where an emergency has been declared to exist.

11. Delegations Any person or organization who wishes to address the General Membership may make a request in writing or email to the President & CEO/Secretary-Treasurer. The request should include an accurate and thorough summary or statement of the issue or matter involved and indicate the name of the proposed speaker(s). If such request is received ten calendar days in advance of a scheduled Meeting, the delegation shall be listed on the published agenda.

Any person or organization requesting an opportunity to address the General Membership, but not having made a written request to do so in the timelines specified above, may appear before the Meeting if approved by two thirds of Members present, or shall be listed on the published agenda for the following Meeting.

Upon receipt of the written notice requesting delegation status, the President & CEO/Secretary-Treasurer shall list the delegation on the next agenda for a General Membership Meeting only if: • The matter is one which is to be dealt with by the General Membership at the next Meeting, or • The request for delegation to the General Membership is approved by the Chair.

Special consideration may be given to any person, group of persons, firm or organization not being a Member of the General Membership, or an appointed official of the General Membership, requesting delegation status at a General Membership Meeting up to 24 hours prior to the meeting date concerned. The status of the request to speak to the General Membership may be granted upon the majority vote of the Members present at the General Membership meeting. The request should include accurate and thorough summary or statement of the issue or matter involved and indicate the name of the proposed speaker(s).

Except by leave of the Chair or appeal by the leave of the General Membership, delegations shall be limited to one (1) speaker for not more than 5 minutes.

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Upon the completion of a presentation to the General Membership by a delegation, any discourse between Members of the General Membership and the delegation shall be limited to Members, through the Chair, asking questions for clarification and obtaining additional, relevant information only. Members shall not enter into debate with the delegation respecting the presentation.

No delegation shall: • Speak disrespectfully of any person; • Use offensive words or unparliamentarily language; • Speak on any subject other than the subject for which they have received approval to address the General Membership; and • Disobey the rules of procedure or a decision of the Chair or of the General Membership.

Speakers will be requested not to repeat what has been said by previous speakers at the meeting. A returning delegation will only be allowed to speak again if new, relevant information has become available since their previous presentation. The Chair may choose to end a returning delegation’s presentation if, in the opinion of the Chair, the new information being presented is not relevant to a decision facing the General Membership.

The Chair may curtail any delegation, any questions of a delegation or debate during a delegation for disorder or any other breach of this By-law and, if the Chair rules that the delegation is concluded, the person or persons appearing shall immediately withdraw.

12. Meetings with Closed “In Camera” Sessions Every Meeting of the General Membership and Committees shall be open to the public as per Section 15(3) of the Act, subject to the exceptions set out below.

Meetings may be closed to the public if the subject matter being considered relates to:

a) The security of the property of the Authority; b) Personal matters about an identifiable individual, including employees of the Authority; c) A proposed or pending acquisition or disposition of land by the Authority; d) Labour relations or employee negotiations; e) Litigation or potential litigation, including matters before administrative tribunals (e.g. Local Planning Appeal Tribunal), affecting the Authority; f) Advice that is subject to solicitor-client privilege; g) A matter in respect of which the General Membership or committee or other body may hold a closed meeting under another Act; h) Information explicitly supplied in confidence to the General Membership by Canada, a province or territory or a Crown agency of any of them; i) A trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the General Membership, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization; j) A trade secret or scientific, technical, commercial or financial information that belongs to the Authority and has monetary value or potential monetary value; or

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k) A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the General Membership.

The General Membership shall close a Meeting if the subject matter relates to the consideration of a request under the Municipal Freedom of Information and Protection of Privacy Act, and the General Membership is the head of an institution for the purposes of the Municipal Freedom of Information and Protection of Privacy Act.

A Meeting of the General Membership or Committee may also be closed to the public if: a) The Meeting is held for the purpose of educating or training the Members, and b) At the Meeting, no Member discusses or otherwise deals with any matter in a way that materially advances the business or decision-making of the General Membership or other Committee. Before holding a Meeting or part of a Meeting that is to be closed to the public, the Members shall state by resolution during the open session of the Meeting that there will be a Meeting closed to the public and the general nature of the matter to be considered at the closed Meeting. Once matters have been dealt with in a closed Meeting, the General Membership shall reconvene in an open session.

The General Membership shall not vote during a Meeting that is closed to the public, unless: a) The Meeting meets the criteria outlined in this By-law to be closed to the public; and b) The vote is for a procedural matter or for giving directions or instructions to Officers, employees or agents of Authority.

Any materials presented to the General Membership prior to and during a closed Meeting in respect to a confidential Agenda item shall be returned to the President & CEO/Secretary- Treasurer prior to departing from the Meeting and shall be treated in accordance with the Authority’s policies and procedures and any applicable legislation for handling confidential material. Members not attending the closed meeting shall be required to return the confidential materials related to the closed session to the President & CEO/Secretary- Treasurer at or prior to the next scheduled meeting.

13. Voting In accordance with Section 16 of the Act: a) Each Member is entitled to one vote, including the Chair and b) A majority vote of the Members present at any Meeting is required upon all matters coming before the Meeting.

Every Member who is present when a question is put, shall vote thereon, unless prohibited in law or by this By-law.

If any Member who is qualified to vote abstains from voting, they shall be deemed to have voted neither in favour nor opposed to the question, which will not alter the number of votes required for a majority.

On a tie vote, the motion is lost.

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Except as provided elsewhere in this By-law, a motion shall be deemed to have been carried when a majority of the Members present and voting have expressed agreement with the question.

Interrelated motions shall be voted on in the order specified in Robert’s Rules of Order.

Unless a Member requests a Recorded Vote, a vote shall be by a show of hands or such other means as the Chair may call. No question shall be voted upon more than once at any Meeting, unless a Recorded Vote is requested.

Any Member at a General Membership Meeting before or immediately after a vote is taken, may require a Recorded Vote to be taken on the question concerned. In such circumstances, the Chair shall have the right to speak to the question and indicate how the Chair intends to vote on the question, prior to the commencement of the Recorded Vote.

Where Recorded Vote is required, the Chair shall call for those Members in favour to all rise, at which time the recording secretary shall record the name of each Member standing and their vote in favour and upon completion of the recording then the Chair shall call for those Members opposed to all rise, at which time the recording secretary shall record the name of each Member standing and their vote in opposition.

After a non-Recorded Vote is held and after the Chair declares the result, any Member may rise and declare his disagreement with the declaration, and thereafter another vote must be held or the Member may request a Recorded Vote and a Recorded Vote must be taken as mentioned above.

At the Meeting of the General Membership at which the Non-Matching Levy is to be approved, the President & CEO/Secretary-Treasurer shall conduct the vote to approve of Non-Matching Levy by a Weighted Majority of the Members present and eligible to vote, in accordance with Ontario Regulation 139/96.

Where a question under consideration contains more than one item, upon the request of any Member, a vote upon each item shall be taken separately.

Except as provided in this By-law (Election of Chair and Vice-Chair), no vote shall be taken by ballot or by any other method of secret voting, and every vote so taken is of no effect.

14. Motions In General Membership and Committee Meetings, the following matters and motions with respect thereto, may be introduced orally, without notice and with leave of the Chair, except as otherwise provided by this By-law: • A point of order or personal privilege • To close debate and • To adjourn.

In General Membership and Committee meetings, the following motions may be introduced without notice and with leave of the General Membership except as otherwise provided by this By-law: • To suspend the rules of procedure

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• To table • To postpone definitely • To refer • To amend • To censure • To postpone indefinitely (defer) and • Any other procedural motion

In voting, all motions may be supported or opposed by the mover and/or seconder. The mover and seconder may withdraw a motion or a notice of motion at any time prior to it being called by the Chair. After a motion has been called or stated by the Chair, it shall be deemed to be in the possession of the General Membership, but may be withdrawn by the originator at any time before a decision or amendment, provided the General Membership does not object.

15. Notice of Motion Written notice of motion to be made at a General Membership or Committee Meeting may be given to the President & CEO/Secretary-Treasurer by any Member of the General Membership not less than ten calendar days prior to the date and time of the Meeting and shall be forthwith placed on the agenda of the next meeting. The President & CEO/Secretary-Treasurer shall include such notice of motion in full in the agenda for the Meeting concerned.

Recommendations included in reports of Committees that have been included in an agenda for a Meeting of the General Membership shall constitute notice of motion for that Meeting.

Recommendations included in Staff reports that have been included in an agenda for a Meeting of the General Membership shall constitute notice of motion for that Meeting.

Notwithstanding the foregoing, any motion or other business may be introduced for consideration of the General Membership provided that it is made clear that to delay such motion or other business for the consideration of an appropriate Committee would not be in the best interest of the Authority and that the introduction of the motion or other business shall be upon an affirmative vote of majority of the Members of the General Membership present.

16. Motion to Reconsider No motion to reconsider a decided matter of the General Membership shall be in order when the original motion has been implemented resulting in a legally binding commitment that is in place on the date that a motion to reconsider is to be debated.

A motion to reconsider a decided matter of the General Membership at the same meeting at which the original motion was decided shall be introduced under “Other Business Items” of the General Membership agenda unless the Chair determines there was a clear misunderstanding of the question that was put, in which case a motion for reconsideration shall be introduced immediately after the original vote was taken.

A motion to reconsider a decided matter of the General Membership at a meeting subsequent to the meeting at which the original motion was decided shall require a notice

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of motion submitted in accordance with this By-law, unless the motion to reconsider comes forward to the General Membership through a report of a Committee.

A motion to reconsider a decided matter of the General Membership must be made by a Member who voted with the majority on the original motion.

No motion to reconsider a decided matter of the General Membership shall be made more than once in the twelve month period from the date the matter was decided, unless a regular election has occurred following the decision.

A motion to reconsider a decided matter of the General Membership shall require the approval of at least two thirds of the whole General Membership.

If a motion to reconsider is decided in the affirmative at a meeting, then consideration of the original matter shall become the next order of business.

17. Duties of the Meeting Chair It shall be the duty of the Chair, with respect to any Meetings over which he/she presides, to: a) Preserve order and decide all questions of order, subject to appeal; and without argument or comment, state the rule applicable to any point of order if called upon to do so; b) Ensure that the public in attendance does not in any way interfere or disrupt the proceedings of the Members; c) Receive and submit to a vote all motions presented by the Members, which do not contravene the rules of order or regulations of the General Membership; d) Announce the results of the vote on any motions so presented; and e) Adjourn the Meeting when business is concluded.

18. Conduct of Members Members shall maintain a high standard of conduct and at all times comply with applicable laws and the General Membership’s Code of Conduct (Appendix 1). No Member at any Meeting of the General Membership shall: a) Speak in a manner that is discriminatory in nature based on an individual’s race, ancestry, place of origin, citizenship, creed, gender identity, gender expression, sex, sexual orientation, age, colour, marital status, family status, ethnic origin or disability; b) Leave their seat or make any noise or disturbance while a vote is being taken or until the result is declared; c) Interrupt a Member while speaking, except to raise a point of order or a question of privilege; d) Speak disrespectfully or use offensive words against the General Membership, the Members, Staff, or any member of the public; e) Speak beyond the question(s) under debate; f) Resist the rules of order or disobey the decision of the Chair on the questions or order or practices or upon the interpretation of the By-law.

19. Minutes of Meetings The President & CEO/Secretary-Treasurer shall undertake to have a recording secretary in attendance at Meetings of the General Membership and each Committee. The recording 27 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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secretary shall make a record in the form of minutes of the meeting proceedings and in particular shall record all motions considered at the Meeting.

If a recording secretary is not present in an In Camera session, the President & CEO/Secretary-Treasurer shall take notes of any direction provided, for endorsement by the Chair and Vice-Chair.

Minutes of all Meetings shall include the time and place of the Meeting and a list of those present and shall state all motions presented together with the mover and seconder and voting results.

The President & CEO/Secretary-Treasurer or designate shall include draft minutes of the previous Meeting available to each Member of the General Membership at the same time as agendas for the next Meeting are distributed.

After the minutes have been approved by resolution, original copies shall be signed by the President & CEO/Secretary-Treasurer and copies of all non-confidential minutes shall be posted on the Authority’s website. Such minutes shall also be available for review by any member of the public at the Authority’s administration centre or provided in alternative formats, in accordance with the Accessibility for Ontarians with Disabilities Act, if requested by interested parties.

E. Approval of By-law and Revocation of Previous By-law(s)

By-law number 2016-01 is hereby repealed;

By-law number 2018-01 shall come into force on the _____ day of , 2018.

Read a First and Second Time Date October 25, 2018

Read a Third and Finally Passed Date

Signed: ______Chair

______President & CEO/Secretary-Treasurer

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F. Appendices to the Administrative By-law

Appendix 1 - Code of Conduct

1. Background Since its inception in 1963, The Halton Region Conservation Authority has demanded a high level of integrity and ethical conduct from its General Membership. The General Membership’s reputation has relied upon the good judgement of individual Members. A written Code of Conduct helps to ensure that all Members share a common basis for acceptable conduct. Formalized standards help to provide a reference guide and a supplement to legislative parameters within which Members must operate. Further, they enhance public confidence that Members operate from a base of integrity, justice and courtesy.

The Code of Conduct is a general standard. It augments the laws which govern the behaviour of Members, and it is not intended to replace personal ethics.

This Code of Conduct will also assist Members in dealing with confronting situations not adequately addressed or that may be ambiguous in Authority’s resolutions, regulations, or policies and procedures.

2. General All Members, whether municipal councillors or appointed representatives of a municipality, are expected to conduct themselves in a manner that reflects positively on the General Membership.

All Members shall serve in a conscientious and diligent manner. No Member shall use the influence of office for any purpose other than for the exercise of his/her official duties.

It is expected that Members adhere to a code of conduct that: i. Upholds the mandate, vision and mission of the General Membership; ii. Considers the General Membership’s jurisdiction in its entirety, including their appointing municipality; iii. Respects confidentiality; iv. Approaches all General Membership issues with an open mind, with consideration for the organization as a whole; v. Exercises the powers of a Member when acting in a meeting of the General Membership; vi. Respects the democratic process and respects decisions of the General Membership and Committees; 29 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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vii. Declares any direct or indirect pecuniary interest or conflict of interest when one exists or may exist; and viii. Conducts oneself in a manner which reflects respect and professional courtesy and does not use offensive language in or against the General Membership or against any Member or any Authority Staff.

3. Gifts and Benefits Members shall not accept fees, gifts, hospitality or personal benefits that are connected directly or indirectly with the performance of their duties, except compensation authorized by law.

This section does not apply to tokens, mementos, souvenirs or such gifts or benefits that are received as an incident of protocol or social obligations that normally accompany the responsibilities of office.

4. Confidentiality The Members shall be governed at all times by the provisions of the Municipal Freedom and Information and Protection of Privacy Act.

All information, documentation or deliberations received, reviewed, or taken in an In Camera Meeting are confidential.

Members shall not disclose or release by any means to any member of the public, either in verbal or written form, any confidential information acquired by virtue of their office, except when required by law to do so.

Members shall not permit any persons, other than those who are entitled thereto, to have access to information which is confidential.

In the instance where a member vacates their position on the General Membership they will continue to be bound by MFIPPA requirements.

Particular care should be exercised in protecting information such as the following: i. Human Resources matters; ii. Information about suppliers provided for evaluation that might be useful to other suppliers; iii. Matters relating to the legal affairs of the Authority; iv. Information provided in confidence from an Aboriginal community, or a record that if released could reasonably be expected to prejudice the conduct of relations between an Aboriginal community and the Authority; v. Sources of complaints where the identity of the complainant is given in confidence; vi. Items under negotiation; vii. Schedules of prices in tenders or requests for proposals; viii. Appraised or estimated values with respect to the Authority’s proposed property acquisitions or dispositions; and ix. Information deemed to be “personal information” under MFIPPA.

The list above is provided for example and is not exhaustive.

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5. Use of General Membership Property No Member shall use for personal purposes any Authority property, equipment, supplies, or services of consequence other than for purposes connected with the discharge of General Membership duties or associated community activities of which the General Membership has been advised.

No Member shall obtain financial gain from the use or sale of Authority developed intellectual property, computer programs, technological innovations, or other patentable items, while a Member or thereafter. All such property remains the exclusive property of the Authority.

6. Work of a Political Nature No Member shall use Authority facilities, services or property for his/her election or re- election campaign to any position or office within the Authority or otherwise.

7. Conduct at General Membership Meetings During meetings of the General Membership, Members shall conduct themselves with decorum. Respect for delegations and for fellow Members requires that all Members show courtesy and not distract from the business of the General Membership during presentations and when others have the floor.

8. Influence on Staff Members shall be respectful of the fact that Staff work for the Authority as a whole and are charged with making recommendations that reflect their professional expertise and corporate perspective, without undue influence.

9. Business Relations No Member shall borrow money from any person who regularly does business with the Authority unless such person is an institution or company whose shares are publicly traded and who is regularly in the business of lending money.

No Member shall act as a paid agent before the General Membership or Committee, except in compliance with the terms of the Municipal Conflict of Interest Act.

10. Encouragement of Respect for the General Membership and its Regulations Members shall represent the General Membership in a respectful way and encourage public respect for the Authority and its Regulations.

11. Harassment It is the policy of the Authority that all persons be treated fairly in the workplace in an environment free of discrimination and of personal and sexual harassment. Harassment of another Member, Staff or any member of the public is misconduct. Members shall follow the Authorities’ Harassment Policy as approved from time-to-time.

Examples of harassment that will not be tolerated include: verbal or physical abuse, threats, derogatory remarks, jokes, innuendo or taunts related to an individual’s race, religious beliefs, colour, gender, physical or mental disabilities, age, ancestry, place of origin, ethnic origin, citizenship, creed, gender identity, gender expression, record of offences, marital status, source of income, family status, or sexual orientation. The General Membership will also not tolerate the display of pornographic, racist or offensive signs or 31 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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images; practical jokes that result in awkwardness or embarrassment; unwelcome invitations or requests, whether indirect or explicit and any other prohibited grounds under the provisions of the Ontario Human Rights Code.

12. Breach of Code of Conduct Any breach, or alleged breach, of the Code of Conduct shall be investigated in accordance with the Enforcement of By-law and Policies procedure outlined in Section 18 of the Halton Region Conservation General Membership Administrative By-law.

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Appendix 2 - Conflict of Interest

1. Municipal Conflict of Interest Act The General Membership commit themselves to ethical, businesslike, and lawful conduct when acting as the General Membership. The General Membership is bound by the Municipal Conflict of Interest Act. This appendix to the By-law is intended to assist Members in understanding their obligations. Members are required to review the Municipal Conflict of Interest Act on a regular basis.

2. Disclosure of Pecuniary Interest Where a Member, either on his or her own behalf or while acting for, by, with or through another, has any pecuniary interest, direct or indirect, in any matter and is present at a meeting of the General Membership or Committee at which the matter is the subject of consideration, the Member: a) Shall, prior to any consideration of the matter at the meeting, disclose the pecuniary interest and the general nature thereof; b) Shall not take part in the discussion of, or vote on any question in respect of the matter; and c) Shall not attempt in any way whether before, during or after the meeting to influence the voting on any such question.

3. Chair’s Conflict of Interest or Pecuniary Interest Where the Chair of a meeting discloses a conflict of interest with respect to a matter under consideration at a meeting, another Member shall be appointed to chair that portion of the meeting by Resolution.

4. In Camera Meetings Where a meeting is not open to the public, a Member who has declared a conflict of interest shall leave the meeting for the part of the meeting during which the matter is under consideration.

5. Member Absent Where the interest of a Member has not been disclosed by reason of their absence from the particular meeting, the Member shall disclose their interest and otherwise comply at the first meeting of the General Membership or Committee, as the case may be, attended by them after the particular meeting.

6. Disclosure Recorded in Minutes The recording secretary shall record in reasonable detail the particulars of any disclosure of conflict of interest or pecuniary interest made by Members and whether the Member withdrew from the discussion of the matter. Such record shall appear in the minutes/notes of that particular meeting of the General Membership or Committee, as the case may be.

7. Breach of Conflict of Interest Policy Should a Member breach the Conflict of Interest Policy, they shall advise the Chair and Vice-Chair, in writing, with a copy to the President & CEO/Secretary-Treasurer, as soon as possible after the breach.

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Should a Member allege that another Member has breached the Conflict of Interest Policy, the said breach shall be communicated to the Chair, in writing, with a copy to the President & CEO/Secretary-Treasurer. In the absence of the Chair, or if a Member alleges that the Chair has breached the Conflict of Interest Policy, the said breach shall be communicated the Vice-Chair, in writing, with a copy to the President & CEO/Secretary-Treasurer.

Should a member of the public or a municipality allege that a Member has breached the Conflict of Interest Policy, the party making the allegation will be directed to follow the notification procedure outlined above.

Any breach, or alleged breach, of the Conflict of Interest Policy shall be investigated in accordance with the Enforcement of By-law and Policies procedure outlined or referred to in the Authority’s Administrative By-law.

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Appendix 3 - Procedure for Election of Officers

1. Voting Voting shall be by secret ballot and no Members may vote by proxy.

2. Chair for Election of Officers The President & CEO/Secretary-Treasurer, or designate, will assume the position of Chair for the purpose of Election of Officers.

3. Scrutineer(s) The appointment of one or more scrutineers is required for the purpose of counting ballots, should an election be required. All ballots shall be destroyed by the scrutineers afterwards. The Acting Chair shall call a motion for the appointment of one or more persons, who are not Members of the General Membership, to act as scrutineers. A Member, who will not stand for election, may be appointed as an additional scrutineer if requested.

4. Election Procedures The Acting Chair shall advise the Members that the election will be conducted in accordance with the Act as follows:

a) The elections shall be conducted in the following order: i. Election of the Chair, who shall be a Member of the General Membership ii. Election of one or more Vice-Chairs, who shall be Members of the General Membership.

b) The Acting Chair shall ask for nominations to each position;

c) Only current Members of the General Membership who are present may vote;

d) Nominations shall be called three (3) times and will only require a mover;

e) The closing of nominations shall require both a mover and a seconder; and

f) Each Member nominated shall be asked to accept the nomination. The Member must be present to accept the nomination unless the Member has advised the President & CEO/Secretary-Treasurer in writing or by email in advance of the election of their willingness to accept the nomination.

If one Nominee: g) If only one nominee the individual shall be declared into the position by acclamation.

If More than One Nominee:

h) In the event of an election, each nominee shall be permitted not more than three (3) minutes to speak for the office, in the order of the alphabetical listing by surnames.

i) Upon the acceptance by nominees to stand for election to the position of office, ballots shall be distributed to the Members by the scrutineers for the purpose of election and the Acting Chair shall ask the Members to write the name of one individual only on the ballot. 35 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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j) The scrutineers shall collect the ballots, leave the meeting to count the ballots, return and advise the Acting Chair who was elected with more than 50% of the vote.

A majority vote shall be required for election. If there are more than two nominees, and upon the first vote no nominee receives the majority required for election, the name of the person with the least number of votes shall be removed from further consideration for the office and new ballots shall be distributed. In the case of a vote where no nominee receives the majority required for election and where two or more nominees are tied with the least number of votes, a special vote shall be taken to decide which one of such tied nominees’ names shall be dropped from the list of names to be voted on in the next vote.

Should there be a tie vote between two remaining candidates, new ballots shall be distributed and a second vote held. Should there still be a tie after the second ballot a third vote shall be held. Should there be a tie after the third vote, the election of the office shall be decided by lot drawn by the Acting Chair or designate.

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Appendix 4 - PRESIDENT & CEO/SECRETARY–TREASURER MANAGEMENT AUTHORITY LIMITS POLICY The PRESIDENT & CEO/ SECRETARY – TREASURER shall act within the purpose of all executive limitations as outlined herein. To the extent that there is any inconsistency between the executive limitations as set-out in this policy and the By-law and other policies of the Authority this policy will prevail.

1. EXECUTIVE LIMITATIONS The PRESIDENT & CEO/Secretary–Treasurer shall not cause or permit any practice, organizational circumstance, activity, or decision that is either imprudent or in violation of commonly accepted business practices or professional ethics.

1. Budgeting in any fiscal year shall not deviate materially from the Authority policies, risk financial jeopardy, or fail to be derived from a multi-year business plan.

2. Staff compensation and benefits shall not deviate materially from current market conditions.

3. Information presented to the General Membership will have no significant gaps in timeliness, accuracy or completeness.

4. Financial performance shall not incur jeopardy or compromise the Authority’s Strategic Plan priorities policies.

5. The scope of business activities shall recognize General Membership directions or regulatory restrictions and deviations from same shall require General Membership approval.

6. Risk management procedures shall be explicit and updated to protect the organization, Members, officers and Staff from exposed liabilities.

2. GENERAL MEMBERSHIP- PRESIDENT & CEO/SECRETARY–TREASURER RELATIONSHIP The General Membership will link governance and management functions and performance through the PRESIDENT & CEO/Secretary–Treasurer.

1. Subject to the By-law of the Authority all authority to the operational organization is delegated through the PRESIDENT & CEO/Secretary–Treasurer, so that all authority and accountability for the operational organization is considered to belong to the PRESIDENT & CEO/Secretary–Treasurer

2. The PRESIDENT & CEO/Secretary–Treasurer is accountable to the General Membership for achieving the Corporate Objectives and achieving provisions of the Strategic Plan

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policies within the PRESIDENT & CEO/SECRETARY–TREASURER Management Authority Limits Policy.

3. The General Membership limits the latitude the PRESIDENT & CEO/Secretary–Treasurer may exercise in practices, methods, conduct and other “means” by establishing the PRESIDENT & CEO/SECRETARY –TREASURER Management Authority Limits Policy.

4. As long as the PRESIDENT & CEO/Secretary–Treasurer uses any reasonable interpretation of By-law and Management Authority Limits Policy, the PRESIDENT & CEO/Secretary–Treasurer is automatically authorized to establish all further policies, make all decisions, take all actions, establish all practices, and develop all activities.

5. Monitoring data that disclose the degree of organizational performance, compliance with Strategic Plan priorities will be systematically gathered by the General Membership and considered part of the evaluation of PRESIDENT & CEO/Secretary–Treasurer Performance.

6. Members can never carry the instructive authority of the General Membership, nor can they waive requirements set out by the General Membership.

3. MATTERS REQUIRING GENERAL MEMBERSHIP REVIEW AND APPROVAL A) MATTERS REQUIRING GENERAL MEMBERSHIP CONSENT

. Any matter requiring General Membership consent pursuant to The Halton Region Conservation Authority General Membership By-law dated the …….. day of …………….., 2018.

B) BUDGET AND BUSINESS PLAN DOCUMENTATION

. annual corporate and business objectives, financial and non-financial;

. annual strategic plan;

. financial plans including proposed corporate financing and investments;

. annual operating and capital budget; or

. any other items as outlined in the Conservation Halton Budget Principles, approved by the General Membership.

C) RISK MANAGMENT

. general risk management policies,

. purchase (or sale) of any real property interest of Conservation Halton, except as outlined in the Land Acquisition Strategy approved by the General Membership.

D) COMPENSATION AND HUMAN RESOURCES

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. compensation for the PRESIDENT & CEO/Secretary–Treasurer.

E) FINANCIAL REPORTING REQUIREMENTS

. The General Membership should be presented with financial statements (in conjunction with the General Membership’s meeting schedule), complete with an analysis of variances between actual and budget, by major classification.

Conservation Halton Purchasing Policy Approval and Reporting Requirements

. The following summary outlines the purchasing process and reporting procurement values, excluding taxes and shipping and has been approved by the General Membership on March 22, 2018, Report # 02 18 06, Resolution CHBD 02 06:

Procedure Procurement Process, Approvals and Reporting Requirements Value No quotation < $10,000 Open procurement by authorized buyer. required

Informal quotation Three written quotes solicited. Approval by Program $10,000 - <$25,000 Director & Director, Finance.

Informal Request $25,000 - <$50,000 Informal proposals with at least three bids solicited. for Proposals Approval by PRESIDENT & CEO or Senior Director, Corporate & Strategic Initiatives.

Formal Quotation $25,000 - <$50,000 Three written quotes solicited using formal quotation process administered by Finance.

Approval by PRESIDENT & CEO or Senior Director, Corporate & Strategic Initiatives.

$50,000 - Formal proposal process administered by Finance and Formal Request for <$100,000 Purchasing Consultant. Proposal

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Approval by PRESIDENT & CEO or Senior Director, Corporate & Strategic Initiatives.

$100,000 & over Approval by General Membership.

$50,000 - < Formal tender process, administered by Finance and $350,000 Purchasing Consultant.

Approval by PRESIDENT & CEO or Senior Director, Formal Tender Corporate & Strategic Initiatives.

$350,000 & over Report >$100,000 to General Membership.

Approval by General Membership.

Other than lowest >$25,000 Approval by General Membership. compliant bid or exceeds budget

Non-competitive or >$25,000- Approval by Program Director, Director, Finance, and negotiated bid – <$100,000 PRESIDENT & CEO or Senior Director, Corporate & Sole, Single Strategic Initiatives. Source Information report provided to the General Membership.

Emergency >$25,000 Approval by Program Director, Director, Finance, and Purchases PRESIDENT & CEO or Senior Director, Corporate & Strategic Initiatives.

Information report to General Membership after resolution of the emergency situation.

. It is acknowledged that the PRESIDENT & CEO/Secretary–Treasurer or acting PRESIDENT & CEO may need to act promptly in emergency situations, including but not limited to

o major storm or catastrophic damage,

o public and health & safety issues,

o expiring deadline, or

o any other emergent matter adversely affecting the Authority. In these circumstances, the PRESIDENT & CEO/Secretary–Treasurer and Acting PRESIDENT & CEO may exceed the Authority Limits but will immediately inform the Chair of the General 40 | Page November 22, 2018 Rev. October 24, 2019 Rev. A p ril 1, 2020 Rev. September 24, 2020 Rev. October 22, 2020

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Membership, or if unavailable, the Vice-Chair of the General Membership, or if unavailable, the Chair of the Finance and Audit Committee, or if unavailable, the Chair of the Governance Committee of the situation and reasons why the limits were exceeded. Thereafter provide a written report at the next scheduled meeting of the General Membership or later date as appropriate.

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