Authority Meeting #9/17 was held at TRCA Head Office, on Friday, November 17, 2017. The Chair Maria Augimeri, called the meeting to order at 9:31 a.m.

PRESENT Maria Augimeri Chair Kevin Ashe Member Jack Ballinger Member David Barrow Member Ron Chopowick Member Vincent Crisanti Member Glenn De Baeremaeker Member Jennifer Drake Member Michael Ford Member Jack Heath Vice Chair Brenda Hogg Member Jennifer Innis Member Colleen Jordan Member Jim Karygiannis Member Maria Kelleher Member Giorgio Mammoliti Member Glenn Mason Member Mike Mattos Member Jennifer McKelvie Member Linda Pabst Member Anthony Perruzza Member Gino Rosati Member John Sprovieri Member

ABSENT Paul Ainslie Member Paula Fletcher Member Chris Fonseca Member Matt Mahoney Member Jim Tovey Member

RES.#A198/17 - MINUTES

Moved by: Ronald Chopowick Seconded by: Mike Mattos

THAT the Minutes of Meeting #8/17, held on October 27, 2017, be approved. CARRIED ______

548 PRESENTATIONS

5.1 A presentation by Glenn Sheppard, Vice President, Marsh Canada Limited, in regard to item 8.1 - Insurance and Risk Management.

RES.#A199/17 - PRESENTATIONS

Moved by: Jack Heath Seconded by: Glenn De Baeremaeker

THAT above-noted presentation 5.1 be received. CARRIED ______

549 Section I – Items for Authority Action

RES.#A200/17 - HYDRO ONE NETWORKS INC. Request for Permanent Easement Required for Leaside x Main Infrastructure Refurbishment Project City of Toronto, Don River Watershed, CFN 58789. Receipt of a request from Hydro One Networks Inc., for a permanent easement required for Leaside x Main Infrastructure Refurbishment Project located north of the Don Valley Parkway and east of Leaside Bridge, in the City of Toronto, Don River watershed.

Moved by: Colleen Jordan Seconded by: Kevin Ashe

WHEREAS Toronto and Region Conservation Authority (TRCA) is in receipt of a request from Hydro One Networks Inc. for a permanent easement required for Leaside x Main Infrastructure Refurbishment Project, located north of the Don Valley Parkway and east of Leaside Bridge, in the City of Toronto, Don River watershed;

AND WHEREAS it is in the best interest of TRCA in furthering its objectives as set out in Section 20 of the Conservation Authorities Act to cooperate with Hydro One Networks Inc. in this instance;

THEREFORE LET IT BE RESOLVED THAT a permanent easement containing 0.119 hectares (0.294 acres), more or less, of vacant land, required for Leaside x Main Infrastructure Refurbishment Project, being Parts of Lots 11 and 12, Concession 3 FTB, designated as Parts 24, 26, 27, 28, 29, 30, 31, 32, 33, and 34 on draft reference plan prepared by Stantec Geomatics Ltd., project no: 161660520, job no:Y2-52, HONI Plan No: L99998 DZS 10162 7308, in the City of Toronto, be conveyed to Hydro One Networks Inc.;

THAT consideration be the sum of $242,665.13, all legal, appraisal, survey and other costs to be paid by Hydro One Networks Inc.;

THAT Hydro One Networks Inc. is to fully indemnify TRCA from any and all claims from injuries, damages or costs of any nature resulting in any way, either directly or indirectly, from this conveyance or the carrying out of construction;

THAT an archaeological investigation be completed, with any mitigation measures being carried out to the satisfaction of TRCA staff, at the expense of Hydro One Networks Inc.;

THAT all TRCA lands disturbed by the proposed works be revegetated/stabilized following construction and where deemed appropriate by TRCA staff, a landscape plan will be prepared for TRCA staff review and approval in accordance with existing TRCA landscaping guidelines, at the expense of Hydro One Networks Inc.;

THAT said conveyance be subject to the approval of the Minister of Natural Resources and Forestry in accordance with Section 21(2) of the Conservation Authorities Act, R.S.O. 1990, Chapter C.27, as amended, if required;

550 AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction, including obtaining any necessary approvals and the signing and execution of documents. CARRIED BACKGROUND Hydro One Networks Inc. has requested a permanent easement across TRCA-owned lands required for Leaside x Main Infrastructure Refurbishment Project located north of the Don Valley Parkway and east of Leaside Bridge, in the City of Toronto, Don River watershed.

The Leaside x Main Infrastructure Refurbishment Project proposes to replace the existing aging 115kV underground transmission cables between Leaside transformer station and Todmorden junction over a distance of approximately 0.8 kilometres. The underground cable replacement section is scheduled to start as soon as TRCA’s approval is obtained. Hydro One Networks Inc. is planning to undertake the work during the winter months in order to minimize the impacts on the public trail system.

Hydro One Network Inc. has submitted a voluntary review package. Hydro One Network Inc. is an agency of the Province of Ontario and is not subject to Ontario Regulation 166/06. TRCA’s Environmental Assessment Planning staff has reviewed Hydro One Network Inc.’s submission and has no concerns.

Plantings All lands disturbed by construction will be stabilized and, where deemed appropriate by TRCA staff, revegetated with native woody and herbaceous plant material in accordance with existing TRCA landscaping guidelines. A landscape plan will be prepared with input from TRCA and City of Toronto Urban Forestry as part of the voluntary review application submission.

The subject TRCA-owned lands were acquired from Municipality of Metropolitan Toronto on March 10, 1983 under the Don River Flood Plain Land Project.

Attached is a sketch illustrating the location of the permanent easement.

FINANCIAL DETAILS The easement compensation is based on market value as determined by Altus Group Limited. Hydro One Networks Inc. has agreed to assume all legal, survey and other costs involved in completing this transaction. Funds obtained from this permanent easement will be utilized for the purchase of priority properties under the Greenlands Acquisition Project.

Report prepared by: Edlyn Wong, extension 5711 Emails: [email protected] For Information contact: Edlyn Wong, extension 5711, Mike Fenning, extension 5223 Emails: [email protected], [email protected] Date: October 30, 2017 Attachments: 1

551 Attachment 1

MILLWOOD RD

Permanent

Easement #

LEASIDE BRIDGE

River Don

)"DVP

DONLANDS AVE

PAPE AVE

Legend DURHAM YORK PermanentEastment Watercourses PEEL !!!!!! Floodline TORONTO Regulation LimitRegulation F ^SITE TRCAProperty Lake Ontario 0 25 50 100 Parcel AssessmentParcel Meters KeyMap © Queen’s Printer for Ontario and its licensors. [2017] May NOTNot[2017] ReproducedbeTHIS ISPLAN A without OFlicensors. SURVEY.Permission. its andOntario for ©Queen’sPrinter 552 RES.#A201/17 - RURAL ECONOMIC DEVELOPMENT PROJECT ASSET MAPPING Contract #10006582 - Golden Horseshoe Food and Farming Alliance. Award of contract for data consulting services to map and analyze agri-food and manufacturing assets.

Moved by: Jennifer McKelvie Seconded by: Ronald Chopowick

THAT Contract #10006582 for data consulting services for the Golden Horseshoe Food and Farming Alliance (GHFFA) be awarded on a preferred source basis to 4DM Inc. at a total cost not to exceed $130,000, plus 10% contingency, plus HST, to be expended as authorized by Toronto and Region Conservation Authority (TRCA) staff;

THAT the contract be subject to terms and conditions satisfactory to TRCA staff and, as necessary, solicitor;

AND FURTHER THAT authorized officials be directed to take the necessary action to implement the contract including the signing and execution of documents. CARRIED BACKGROUND The Golden Horseshoe Food and Farming Alliance, working through TRCA as its operating agent, in partnership with the Economic Development Officers in Golden Horseshoe municipalities and the Ontario Ministry of Agriculture and Food, including Region of Niagara, City of Hamilton, Region of Halton, Region of Peel, City of Toronto, Region of York, Region of Durham, Friends of the Greenbelt Foundation and TRCA, wishes to continue to collect data in order to inventory and map the assets of the agriculture and food sector in the Golden Horseshoe.

In 2013, GHFFA launched the development of the Agrifood Asset Mapping Database in order to inventory and map the assets of the agriculture and food sector in the Golden Horseshoe. By developing the map of producers, processors, distributors and marketing infrastructure, the value of this sector in the area will be clearly demonstrated in relation to the provincial economy. In addition, gaps that exist within the food and farming infrastructure can be identified through synthesis of the information. These gaps create barriers to growth and once identified will be used to develop and implement strategies to strengthen and grow the food and farming cluster of the Golden Horseshoe.

Following the successful implementation of the Agrifood Asset Mapping Database across 36 regional municipalities, counties and cities across the Province of Ontario, the Manufacturing consortium consisting of 31 jurisdictions led by Economic Development Council of Ontario (EDCO) was formed to collect data in a similar manner for manufacturing. The data collected is from a variety of sources including municipal employment surveys and business listings, and it is open and “real time” as this data is collected on an annual basis.

Overtime, it has become evident that the two databases (Agrifood Asset Mapping and EDCO Manufacturing databases) should be joined and offered as an economic development tool kit to interested municipalities. This will result in an economic development tool that will assist economic development practitioners to further understand and analyze the sectors and interconnectedness between sectors, develop investment attraction and business expansion, to name a few. Synergies would be realized and ultimately costs could be reduced as access to the database is licensed to a larger number of municipalities. This work will:

553  Make modifications to the databases and web services to accommodate both databases;  Establish protocols for participation and access;  Testing of the data logic model, interfaces, coding and processing;  Development of a governance model;  Development of a business case resulting in long-terms sustainability;  Reporting and analysis of results; and  Building collaboration and integration along the value chain or cluster.

In addition, the Rural Economic Development Project Asset Mapping aligns with Action #3 from the GHFFA Food and Farming: An Action Plan 2021: “Develop solutions to close gaps in the infrastructure required to support the food and farming industry.”

RATIONALE 4DM Inc. is being recommended as the contractor to develop the RED Asset Mapping Database as they have been working effectively with the GHFFA, steering committee and project partners on the Agrifood Asset Mapping Databases since 2013. 4DM Inc. has an established track record of delivering on commitments. 4DM Inc. has intimate knowledge and expertise around data models, tools, and processes and construction of complex databases so it is cost effective to retain 4DM Inc. as this work is an extension of the current Agrifood Mapping work. In addition, 4DM Inc. has been working with EDCO on developing their Manufacturing database, thus possess familiarity with both databases which will be merged ultimately.

Therefore, staff is recommending that Contract # 10006582 be awarded to 4DM Inc. at a total upset cost not to exceed $130,000, plus HST, plus a contingency allowance of 10% to be spent if deemed necessary by TRCA staff, on a preferred source basis as per Section 9.3 of TRCA’s Purchasing Policy as follows:

The required goods and services are to be supplied by a vendor or supplier having specialized knowledge, skills, expertise or experience that cannot be reasonably provided by any other supplier.

FINANCIAL DETAILS Costs are fully recoverable from Economic Developers Council of Ontario Incorporated, Toronto and Region Conservation Authority and RED Funding, in account 620-70.

Report prepared by: Lauren Garrard, extension 5292; Sonia Dhir, extension 5291 Emails: [email protected], [email protected] For Information contact: Nancy Gaffney, extension 5313 Emails: [email protected] Date: November 7, 2017

______

554 RES.#A202/17 - ASSET MANAGEMENT POLICY Approval of the Asset Management Policy to establish an organization-wide asset management framework that directs and enables coordinated and sustainable management of assets owned or managed by Toronto and Region Conservation Authority.

Moved by: Colleen Jordan Seconded by: Kevin Ashe

THAT Toronto and Region Conservation Authority's (TRCA) Asset Management Policy as outlined in Attachment 1 be approved;

AND FURTHER THAT the Asset Management Policy be reviewed by staff on a regular basis to ensure that it is in keeping with TRCA’s local and regional municipal partners’ asset management practices. CARRIED BACKGROUND With ownership of over 18,000 hectares of land, Toronto and Region Conservation Authority has established an impressive network of greenspace and created a legacy of buildings and infrastructure that supports TRCA’s watershed management activities, as well as recreation and education programs. TRCA’s tangible asset portfolio includes erosion protection works and flood control infrastructure; trails and park amenities; recreational and educational centres; staff administration offices; tenanted homes and historic buildings that contribute to quality of life in the Toronto region.

In compliance with the Tangible Capital Asset Policy, TRCA has been consistently recording and reporting on TRCA’s asset portfolio as required by the Public Sector Accounting Board Section PS 3150 since January 1, 2009. The reported net book value as of December 31, 2016 (estimated value with depreciation) of TRCA’s tangible capital assets is over $451 million, as summarized below.

Table 1. Tangible Capital Assets Owned by TRCA 2016 Net Book Value Land $346,937,087 Land Improvements $8,949,055 Buildings $29,310,134 Equipment and machinery $5,356,278 Vehicles $1,405,648 Infrastructure $48,515,526 Total $451,418,680

Situated in the largest urban centre in Canada, TRCA’s sizable portfolio of assets are especially subject to wear and tear due to high levels of use and the impacts caused by a growing and intensifying population. Such pressure is compounded by more commonly occurring extreme weather events of a changing climate that can cause considerable damage and the need for costly remediation. As evidenced by the increase in major repairs and replacements undertaken by TRCA in recent years to address failing infrastructure, a sound and proactive approach to the management TRCA assets is critical to the sustainability of TRCA’s operations and corporate integrity.

555 RATIONALE Although asset management plans are not currently a legislated requirement for conservation authorities, member municipalities are encouraging TRCA to undertake comprehensive asset management planning to support requests for municipal capital funding. Asset management plans provide a systematic process that guides decision making related to the planning, acquisition, operation, maintenance, rehabilitation and disposal of assets. Undertaking these plans will allow TRCA to achieve desired levels of service and compliance with regulatory requirements in the most cost effective manner, enable better integration with municipal funding partners’ capital planning process and help to minimize unexpected requests for capital.

TRCA’s Asset Management Policy is the first step toward initiating an asset management program to efficiently manage TRCA assets, while providing satisfactory levels of service to the public, and ensuring the sustainability of TRCA land and infrastructure to meet the demands of the future. This program will ensure long-term maintenance and true life cycle costing are effectively planned and will assure funding municipalities that their investment in TRCA lands, facilities and infrastructure is protected and that their residents continue to benefit from TRCA programs and services.

In keeping with the direction from the Ontario Minister of Infrastructure to municipalities, TRCA has prepared the Asset Management Policy (Attachment 1) to outline the principles that will inform TRCA’s future asset management program. While limited legislation and policy guidance is available for a TRCA Asset Management Policy, it is informed by emerging provincial directions, the asset management work of member municipalities, TRCA’s own corporate strategies, policies and objectives, as well as decades of experience in managing assets for the betterment of communities, both human and natural, in the Toronto region.

FINANCIAL DETAILS Operating funds are available to support the preparation of the Asset Management Strategy in account 006-02.

DETAILS OF WORK TO BE DONE TRCA’s Asset Management Policy sets the framework for the preparation of an Asset Management Strategy in 2018. This Strategy will define asset management objectives and desired levels of service, in keeping with the asset categories defined by TRCA’s Tangible Capital Asset Policy as outlined in Table 1. Specifically, this Strategy will:

 Define TRCA responsibilities related to asset management;  Outline long term goals, processes and steps TRCA will take to deliver optimized life cycle costing and priority setting for assets;  Establish a work plan and schedule for:  the preparation of and updates to asset management plans;  reporting on state of good repair; and  performance of assets and work related to asset management.

556 Following preparation of the Strategy, asset management plans will be developed to identify long term goals, processes and steps to deliver optimized whole lifecycle cost for TRCA’s assets based on current inventories and condition assessments, projected performance and remaining service life and consequences of failures. These plans will also include guidelines and processes towards developing a sustainable financial plan that considers risk and financial requirements and impacts on levels of service. Asset management plans will be operationalized by implementing an annual plan of scheduled activities to maintain state of good repair through ongoing proactive maintenance, repairs, end-of-life replacement or retirement.

Report prepared by: Almolah Sakir, extension 5764 Emails: [email protected] For Information contact: Laura Stephenson, extension 5296 Emails: [email protected] Date: November 2, 2017 Attachments: 1

557

Attachment 1 Asset Management Policy

Category Operational and Corporate Internal Policies that Have Significant Implications or are of Interest to Special Groups Approved by Authority Approval date (last amendment) November 17 2017 Approval resolution (if applicable) Eg. A5/16 Responsible Business Unit TRCA Tangible Asset Management Committee (Who Authored) Responsible program manager Mike Fenning, Associate Director, Property and Risk (For Implementation) Management Ext. 5223 [email protected] Review Cycle 5 Years Date Required by: 17/11/2022

TABLE OF CONTENTS

PREFACE ...... 2

1. PURPOSE ...... 3

2. AUTHORITY ...... 3

3. SCOPE ...... 4

4. POLICY STATEMENTS ...... 4 4.1. Principles...... 4 4.2. Asset Management Strategy ...... 5 4.3. Asset Management Plans ...... 5 4.4. State of Good Repair Reports ...... 5 4.5 TRCA Organizational Responsibilities ...... 6

5. AUDIT COMPLIANCE ...... 6

6. DEFINITIONS ...... 7

558

PREFACE

The Ministry of Infrastructure defines asset management planning as the process of making the best possible decisions regarding the building, operating, maintaining, renewing, replacing and disposing of assets. While there is limited regulatory and procedural guidance directed at conservation authorities for asset management beyond Public Sector Accounting Board standards, many of the resources becoming available to municipalities are a useful starting point.

The Ontario government has mandated that municipalities establish asset management plans to ensure their eligibility for infrastructure funding. Launched in 2012, the Municipal Infrastructure Strategy requires municipalities who request infrastructure funding to prioritize their needs by showing how projects fit within an asset management plan. To help municipalities prepare asset management plans, the Province released, “Building Together: A Guide for Municipal Asset Management Plans” (Building Together) as part of an online asset management toolkit. Building Together states that asset management takes a long term perspective in order to maximize benefits and help recognize when to make timely investments that align with other objectives and conserve resources.

Similarly, the Province’s recently amended Growth Plan for the Greater Golden Horseshoe directs municipalities to consider new infrastructure investments, not in isolation, but in the context of an overall strategy. Under greenfield or redevelopment and intensification growth planning scenarios, the Growth Plan emphasizes asset management planning as an important component of a municipal comprehensive review required to support the establishment of new urban areas. The Growth Plan policies also state that as part of municipal asset management planning, municipalities will assess infrastructure risks and vulnerabilities, including those caused by the impacts of a changing climate, and identify actions and investments to address these challenges.

The directions in the Growth Plan align with the 2014 Provincial Policy Statement, which states that infrastructure and public service facilities shall be provided in a coordinated, efficient and cost-effective manner that considers impacts from climate change while accommodating projected needs, and that planning authorities should promote green infrastructure to complement infrastructure. This is also consistent with Building Together, which directs municipalities to undertake an options analysis that compares different actions that would enable assets to provide needed levels of service. And among the benefits and costs this analysis must consider, is vulnerability to climate change impacts or climate change adaptation. Further, it suggests to municipalities to use innovative technologies such as green infrastructure to “stretch capital dollars”. Building Together states that using the natural processes of green infrastructure reduces costly burdens on built infrastructure, while also generating benefits for our water, air, greenspace and natural habitats.

TRCA’s Strategic Plan as well as TRCA’s policy document, The Living City Policies, recognize and describe how built forms of green infrastructure can increase the resilience of natural green infrastructure and extend the life of many types of traditional infrastructure under stress from extreme weather events. In addition to working with partners to protect the natural green systems in our watersheds, TRCA strives to incorporate built green infrastructure into its own facilities and promotes incorporating it into proposed and existing communities.

In 2017, the government posted for comment on the Environmental Bill of Rights Registry, a proposed municipal asset management regulation. The Infrastructure for Jobs and Prosperity

TRCA Asset Management Policy Page 2 559

Act (2016) includes an authority for the Province to regulate municipal asset management planning. The purpose of the proposed regulation is to implement best practices throughout the municipal sector and provide a degree of consistency to support collaboration among municipalities, and between municipalities and the Province. The regulation would provide certainty around future provincial asset management planning requirements, and would be supported by the collection of selected data to capture the key aspects of municipal asset management of resilience and sustainability. The proposed regulation includes a requirement for green infrastructure to be a part of municipal asset management by 2022.

As a major employer and service provider and an owner and operator of public facilities and lands, TRCA’s asset portfolio warrants a strategic and comprehensive asset management program. Given that the management of green infrastructure and the evaluation of green technologies are inherent to many of TRCA’s business functions, we can demonstrate leadership in the emerging requirement for green infrastructure to be a part of municipal asset management. From erosion protection works and flood control infrastructure to conservation areas, parks, heritage buildings, and LEED certified facilities, TRCA owns and manages assets critical to the protection of life and property and that contribute to quality of life in the Toronto region. Although asset management planning is not a legislated requirement for conservation authorities, member municipalities are encouraging TRCA to undertake comprehensive asset management planning to support requests for municipal capital funding.

TRCA’s asset holdings are unique in that they largely constitute or support a natural landscape and manage dynamic natural systems, yet they are situated in the largest urban centre in Canada. As a result, TRCA assets are especially subject to wear and tear due to high levels of use by the growing and intensifying population. Such pressure is compounded by more commonly occurring extreme weather events of a changing climate that can cause considerable damage and the need for costly remediation. By ensuring the adequate management of TRCA assets through an asset management program, the long-term maintenance of these assets and true life cycle costing can be effectively planned. Additionally, funding municipalities can be assured that their investment in TRCA lands, facilities and infrastructure is protected and that their residents continue to benefit from our programs and services.

The sound management of TRCA assets is critical to the sustainability of TRCA’s operations and corporate integrity. While limited legislation and policy guidance is available for a TRCA Asset Management Policy, it is informed by emerging provincial directions, the asset management work of our member municipalities, TRCA’s own corporate strategies, policies and objectives, as well as decades of experience in managing assets for the betterment of communities, both human and natural, in the Toronto region.

1. PURPOSE

The purpose of this Policy is to establish an organization-wide asset management framework that directs and enables coordinated and sustainable asset management practices.

2. AUTHORITY

The Policy is provided on the basis of TRCA’s objects and powers under the Conservation Authorities Act and TRCA’s environmental, social and economic responsibility to its member municipalities and to the public to effectively manage its assets. The Policy is approved by TRCA’s board. On the advice of staff, the Authority may accept, revise or rescind the Policy.

TRCA Asset Management Policy Page 3 560

3. SCOPE

3.1 This Policy applies to the life cycle of assets, owned or managed by TRCA, which have a material impact on TRCA’s capital and/or operating budget.

3.2 The scope of the direction to staff as provided in the Asset Management Policy includes requirements to:

 inventory assets and assess their condition;  monitor, evaluate and report on the performance of assets;  set maintenance standards for assets;  manage assets with a life cycle cost perspective, while meeting program requirements and user expectations;  address risk to public safety and private properties, as applicable;  prioritize the choices that must be made for the acquisition, development, use, maintenance, replacement, retirement and disposal of assets;  plan for sustainable, long term funding to rehabilitate, replace or dispose of assets;  ensure compliance with applicable codes, by-laws and legislative requirements.

4. POLICY STATEMENTS

4.1. Principles TRCA will manage assets to:

 Support TRCA’s Strategic Plan objectives;

 Seek opportunities to demonstrate the benefits of green infrastructure such as increasing asset resilience to climate change;

 Seek opportunities to incorporate green technologies;

 Optimize the total life cycle and the associated costs of assets;

 Maintain high quality levels of client and customer service;

 Define and articulate desired service, maintenance and replacement levels and outcomes;

 Identify and address risk associated with assets;

 Integrate financial, technical and business planning;

 Facilitate collaboration with stakeholders and other interested parties, where appropriate;

 Demonstrate transparency and accountability;

 Promote accessibility for persons with disabilities, where applicable;

TRCA Asset Management Policy Page 4 561

 Be consistent with all applicable legislation, policies, regulations, memorandums of understanding and agreements.

 Continually improve its asset management approach, by driving innovation in the development of tools, practices, and solutions.

4.2. Asset Management Strategy Using the principles of this Asset Management Policy, TRCA will develop an Asset Management Strategy that will guide the development, implementation, and maintenance of individual Asset Management Plans. Specifically, this Strategy will:

 Define TRCA responsibilities related to asset management;

 Outline long term goals, processes and steps TRCA will take to deliver optimized life cycle costing and priority setting for assets;

 Establish a work plan and schedule for:

o the preparation of and updates to Asset Management Plans in section 4.3; o reporting on State of Good Repair, in accordance with section 4.4; o performance of assets and work related to asset management.

4.3. Asset Management Plans For each TRCA asset management category, TRCA Asset Management Plans will be prepared in accordance with the Principles in section 4.1 and the Asset Management Strategy developed under section 4.2.

Each TRCA Asset Management Plan will:

 Outline long term goals, processes and steps to deliver optimized whole life cycle cost;

 Be based on current inventories and conditions, projected performance and remaining service life, and consequences of failures;

 Outline guidelines and processes to developing a sustainable financial plan with understanding of risk and financial requirements and impacts on the levels of service.

 Outline opportunities to include green infrastructure in asset management planning in cooperation with municipalities and other TRCA partners, where applicable.

4.4. State of Good Repair Reports

State of Good Repair (SGR) Reports shall be prepared and submitted to TRCA’s board. Specifically, SGRs will include:

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 Entire life cycle and associated costs related to the assets, including risk of asset failure and deterioration forecasts;

 Risks to service level provision and risks of increased future financial burden;

 The financial viability of the options considered;

 Opportunities to fund required life cycle activities not yet undertaken.

4.5 TRCA Organizational Responsibilities

Authority  Approves the Asset Management Policy, Asset Management Strategy and Asset Management Plans  Approves asset funding through the annual budget  Receives State of Good Repair Reports

Asset Management Committee  Provides a forum across TRCA Business Units for discussion of asset management strategy, integration and best practices  Leads the development of corporate asset management tools and practices and promotes their application across the organization  Monitors the application of the Asset Management Policy, Strategy and for improving the same over time  Makes recommendations with respect to implementation of asset management.

Asset Managers (all TRCA staff responsible for management of assets)  Implement Asset Management Strategy  Prepare and implement Asset Management Plans  Prepare State of Good Repair Reports  Liaise with Asset Management Committee on strategy, integration and best practices

TRCA Finance  Provides financial direction

TRCA Property  Responsible for the stewardship of asset records

5. AUDIT COMPLIANCE

 The Policy will be communicated to staff through the Tangible Asset Communication Plan and will be made available on the TRCA website.

 Staff will be trained as appropriate.

 Further direction to staff pertaining to training and communication of the Policy will be presented in the TRCA Asset Management Strategy.

TRCA Asset Management Policy Page 6 563

 Procedures and guidelines pursuant to the Asset Management Policy will be developed to ensure audit implementation compliance.

6. DEFINITIONS

Assets – for the purposes of this Asset Management Policy, assets include land, land improvements, buildings, building improvements, machinery and equipment, vehicles, infrastructure, and works of art/treasures owned and/or managed by TRCA (for descriptions of each asset category and monetary value thresholds, see TRCA’s Tangible Capital Asset Management Policy).

Green infrastructure – green infrastructure can be built or natural. Built green infrastructure is engineered vegetative and soil technologies such as bioswales, rain gardens, permeable pavements and green roofs. Natural green infrastructure is natural vegetation and soils.

Green technologies – technologies intended to mitigate or reverse the effects of human activity on the environment such as for conserving energy, e.g., solar panels.

Life cycle (of assets) – all aspects of managing an asset from “cradle to grave”, including building, purchasing, operating, maintaining, renewing, replacing and disposing of assets.

REFERENCES

City of Calgary, Administration Policy: Asset Management, July 2010 City of Ottawa, Comprehensive Asset Management Policy, October 2012 Conservation Ontario. Dodging the Perfect Storm. EBR Registry Number: 013-0551, Ministry of Economic Development, Employment and Infrastructure, posted May 25, 2017, accessed August 2017 Ministry of Infrastructure website, accessed January 2017 Infrastructure for Jobs and Prosperity Act, 2015, S.O. 2015, c. 15 Ministry of Infrastructure, Building Together: Guide for Municipal Asset Management Plans, Queen’s Printer for Ontario, 2012 Ministry of Municipal Affairs and Housing, Growth Plan for the Greater Golden Horseshoe, 2017 Regional Municipality of York, Corporate Asset Management Policy, November 2013 The Local Government Asset Management Working Group of British Columbia, A Guide to Developing a Municipal Asset Management Policy, Asset Management Policy Sub-committee The Living City Policies for Planning and Development in the Watersheds of the Toronto and Region Conservation Authority, 2014 Toronto and Region Conservation Authority Tangible Capital Asset Policy, 2009 Toronto and Region Conservation Authority Strategic Plan, 2013 – 2022

TRCA Asset Management Policy Page 7 564 RES.#A203/17 - WEST DON PARKING LOT RECONSTRUCTION AND EXPANSION Contract #10005934 – Asphalt Parking Lot Expansion Works. Award of Contract #10005934 for supply of all labour, equipment and materials necessary to complete the reconstruction, expansion and asphalt paving works for the West Don Parking Lot, in the City of Toronto.

Moved by: Glenn De Baeremaeker Seconded by: Gino Rosati

THAT Contract #10005934 for supply of all labour, equipment and materials necessary to complete the reconstruction, expansion and asphalt paving works for the West Don Parking Lot, in the City of Toronto, be awarded to Bond Paving and Construction Inc. for the total cost not to exceed $337,769.00, plus HST, as they are the lowest bidder that best meets Toronto and Region Conservation Authority (TRCA) specifications;

THAT TRCA staff be authorized to approve additional expenditures to a maximum of 20% of the contract cost as a contingency allowance if deemed necessary;

THAT should staff be unable to execute an acceptable contract with the awarded contractor, staff be authorized to enter into and conclude contract negotiations with the other contractors that submitted tenders, beginning with the next lowest bidder meeting TRCA specifications;

AND FURTHER THAT authorized TRCA officials be directed to take such action as is necessary to implement the contract, including obtaining any required approvals and the signing and execution of documents.

AMENDMENT RES.#A204/17

Moved by: Glenn De Baeremaeker Seconded by: Gino Rosati

THAT the following be inserted before the last paragraph of the main motion:

THAT staff review the project to ensure the parking lot conforms to TRCA and City of Toronto Green Parking Lot Standards;

THE AMENDMENT WAS CARRIED

THE MAIN MOTION, AS AMENDED, WAS CARRIED

THE RESULTANT MOTION READS AS FOLLOWS:

THAT Contract #10005934 for supply of all labour, equipment and materials necessary to complete the reconstruction, expansion and asphalt paving works for the West Don Parking Lot, in the City of Toronto, be awarded to Bond Paving and Construction Inc. for the total cost not to exceed $337,769.00, plus HST, as they are the lowest bidder that best meets Toronto and Region Conservation Authority (TRCA) specifications;

565 THAT TRCA staff be authorized to approve additional expenditures to a maximum of 20% of the contract cost as a contingency allowance if deemed necessary;

THAT should staff be unable to execute an acceptable contract with the awarded contractor, staff be authorized to enter into and conclude contract negotiations with the other contractors that submitted tenders, beginning with the next lowest bidder meeting TRCA specifications;

THAT staff review the project to ensure the parking lot conforms to TRCA and City of Toronto Green Parking Lot Standards;

AND FURTHER THAT authorized TRCA officials be directed to take such action as is necessary to implement the contract, including obtaining any required approvals and the signing and execution of documents.

BACKGROUND TRCA is currently working with the City of Toronto (Transportation Services and Parks Forestry and Recreation) on finalizing the detailed design for the East Don Trail project. The East Don Trail will provide a key connection in the multi-use trail network, joining the existing East Don Trail, Gatineau Corridor Trail and the Lower Don Trail System (Lower Don, West Don and Taylor Massey Creek Trails). In addition, a portion of the East Don Trail will form part of the Pam Am Path legacy trail.

The future East Don Trail will connect to a number of trail systems in the south, located at the Forks of the Don, including the Lower Don, West Don and Taylor Massey Creek trails. While in discussion with the City of Toronto regarding the design for the East Don Trail south connection to these trail systems, various user safety concerns were identified. User safety concerns included potential user conflicts and safe transitions between adjacent trails due to existing park access roads and parking lots. The current layout of the West Don parking lot, which is located on TRCA property and under management agreement with the City of Toronto, does not provide marked parking spots, allows for parking on both the east and west sides and does not have a defined trail system leading to the West Don Trail. Currently trail users are utilizing the parking lot access road and bisecting the east and west parking lot spots to access between the West Don Trail and Lower Don and/or Taylor Massey Creek trails. With the addition of the East Don Trail at this trail junction, the City of Toronto anticipates additional users, thus creating the potential for further user conflicts between trail users and vehicles. Expansion of the West Don Trail parking lot to accommodate additional parking spots along the north-south axis allows for the removal of the parking spots on the east side and the creation of a safe separated defined trail access to the West Don Trail.

Although this work is being undertaken outside of the detailed design for the East Don Trail project, given its close connection to the trail, the City of Toronto has asked TRCA to manage implementation of the parking lot expansion. A detailed design for the parking lot expansion was prepared by Aquafor Beech Ltd., who is the prime consulting firm on the East Don Trail project, in coordination with the City of Toronto and TRCA.

In support of the proposed parking lot expansion, which will include excavation of existing asphalt, installation of granular base, asphalt paving, signage and resting nodes, TRCA is requesting to proceed with retaining a qualified general contractor to carry out the works.

566 Attached is a map illustrating the location of the above mentioned trails and parking lot.

RATIONALE Tender 10005934 was publicly advertised on the electronic procurement website Biddingo (www.biddingo.com) on October 25, 2017 with a mandatory site information meeting held on November 1, 2017. Tender packages were sent to 14 contractors as follows:  Harvie Construction Inc.;  Diamond Earthworks Corporation;  Metric Contracting;  Grascan Construction;  Dagmar Construction;  Loc-Pave Construction;  Melrose Paving ltd.;  CSL Group ltd.;  Blackstone Paving and Construction;  On-Site Contracting Inc.;  Serve Construction;  Bond Paving and Construction Inc.;  Ashland Paving; and  Forest Contracting.

The Procurement Opening Committee opened the tenders on November 8, 2017 with the following results:

BIDDERS TOTAL (plus HST) Bond Paving and Construction Inc. $337,769.00 Loc-Pave Construction $387,600.85 Serve Construction $389,506.50 Forest Contracting $549,339.96 Harvie Construction Inc. $606,826.32 Ashland Paving $696,758.16 Dagmar Construction $750,393.56 CSL Group Ltd $754,317.50

Staff reviewed the bid received from Bond Paving and Construction Inc. against its own cost estimate and has determined that the bid is of reasonable value and also meets the requirements and deliverables as outlined in the contract documents. Further assessment by TRCA staff of Bond Paving and Construction Inc.’s experience and ability to undertake similar projects was conducted through reference checks which resulted in positive feedback that Bond Paving and Construction Inc. is capable of undertaking the scope of work.

Based on the evaluation of the bids received, staff recommend that Bond Paving and Construction Inc. be awarded Contract #10005934 for supply of all labour, equipment and materials necessary to complete the reconstruction, expansion and asphalt paving works for the West Don Parking Lot, in the City of Toronto, for a total amount not to exceed $337,769.00 to be expended as authorized by TRCA staff, plus a 20% contingency, plus HST, it being the lowest bid that meets TRCA specifications.

567 FINANCIAL DETAILS Funding for this project is coming from the City of Toronto Transportation, Cycling Infrastructure, Parks Forestry and Recreation and Capital Projects via federal Public Transit Infrastructure Fund (PTIF) for the full East Don Trail Project through account 117-58.

Report prepared by: Michelle Guy, extension 5905 Emails: [email protected] For Information contact: Mark Preston, extension 5848 Emails: [email protected] Date: November 8, 2017 Attachments: 1

568 Attachment 1

WestDon r ive Trail R on t D as E

West Don Proposed Parking Lot East Don Trail Expansion

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Lower Don Park Trail Taylor Access Massey Road Creek Trail

Legend SITE S u bject Property Subject Trail TORONTO Lake Ontario Watercourse 0 50 100

Metres KeyMap © Qu een’s Printer for Ontario and its licensors. [2017] May Not be Reprodu ced without Permission. THIS IS NOTMayTHIS ISPLANReproduA be Not[2017] OF SURVEY. Permission. ced without licensors. andits Ontario for ©Qu een’sPrinter 569 RES.#A205/17 - RECORDS STORAGE FACILITY SERVICES Contract #10004310. Award of contract for offsite storage facility for records.

Moved by: Colleen Jordan Seconded by: Jennifer McKelvie

THAT preferred source Contract #10004310 for Off-Site Records Storage Services for 10 years be awarded to Iron Mountain Canada Corp. at a total cost not to exceed $265,000, plus 15% contingency to be expended as authorized by Toronto and Region Conservation Authority (TRCA) staff, plus HST;

THAT the contract be subject to terms and conditions satisfactory to TRCA staff and, as necessary, solicitor;

AND FURTHER THAT authorized officials be directed to take the necessary action to implement the contract including the signing and execution of documents. CARRIED BACKGROUND TRCA's records program has been in existence since 1986. Through those years, TRCA has accumulated a substantial number of records. Many of the records currently in heavy usage are stored in central filing at Head Office, while seldom accessed records have been stored at off-site storage facilities operated by independent records management companies since 2001. Iron Mountain is TRCA's current vendor for storage of records, with the current five year contract ending in November, 2017, with an optional two-year renewal.

In addition, TRCA utilizes Laserfiche, an industry leading electronic document and records management system, to try to reduce the requirement for physical storage of records and to expedite retrieval of records. While the electronic storage of records continually increases, there is still significant amounts of paper files of a historical nature, and large format documents and red-lined documents that are paper.

RATIONALE In advance of enacting the two-year renewal, staff underwent a review of the provincial vendor of record (VOR) contract with Iron Mountain Canada Corp. to compare to current pricing, and requested pricing directly for TRCA from Iron Mountain for 10 years. Iron Mountain has offered 2018 prices for TRCA which are the same as the 2017 level, with a 4% per year increase for each additional year. Should TRCA enact the two–year optional renewal instead of the proposed contract, TRCA would see a price increase in each of 2018 and 2019 equivalent to increases in the Consumer Price Index.

Iron Mountain is the Canadian industry leader in offsite storage records. In 2014 and 2015 Iron Mountain acquired Secur-it and Recall Canada. These two companies were Iron Mountain’s direct competition in the Canadian marketplace.

Iron Mountain provides TRCA with the following enabling services that TRCA utilizes:  IM Connect – Iron Mountain’s 24/7 customer web portal that allows TRCA records staff to get a real time status on all of TRCA’s physical holdings without going through a call centre. Also IM connect acts as TRCA’s disaster recovery dataset for off-site holdings.

570  Radio frequency identification (RFID) labels – All new boxes being sent to storage have RFID labels for faster retrieval of boxes and aids with chain of custody tracking. TRCA boxes can be located from anywhere within their warehouse facility.

The current arrangement with Iron Mountain has had no service issues; there have been no delays in retrievals or new transfers. If TRCA were to move to another service provider the staff time to qualify all information would be cost ineffective.

Staff has informally compared Iron Mountain’s pricing and services to other providers and Iron Mountain is the best fit for TRCA. The other providers do not offer products similar to IM Connect and RFID labels, both of which are proven efficiencies in file storage and retrieval.

Iron Mountain’s prices are highly competitive versus the provincial VOR and informal prices collected from the other providers. Iron Mountain is able to offer aggressive pricing due to the high volume of clients and files they manage.

As a result of the efficiencies in program offerings, service support, staff time required to move the approximately 7,200 boxes currently located at Iron Mountain, and the pricing, staff is recommending award of the 10 year contract on a preferred source basis to Iron Mountain, at a total contract value not to exceed $265,000 plus 15% contingency, plus HST. The price increases over the life of the contract is 4% per annum.

Should staff become unsatisfied with performance during the contract it may be terminated within 45 days.

FINANCIAL DETAILS Funds are identified in the TRCA annual operating budget from TRCA’s municipal funding partners in account 001-096.

DETAILS OF WORK TO BE DONE Records staff will continue to develop and deploy efficiencies and improved technologies to increase usage of the corporate records programs and specifically increase the percentage of records stored in the electronic rather than paper realm.

Report prepared by: Jason Ramharry, extension 5216, Kathy Stranks, extension 5264 Emails: [email protected], [email protected] For Information contact: Jason Ramharry, extension 5216, Kathy Stranks, extension 5264 Emails: [email protected], [email protected] Date: November 2, 2017

______

571 RES.#A206/17 - AUDITED FINANCIAL STATEMENTS Ontario Government Funded Employer Diversity Training Project. Approval of the Employer Engagement – Strategies for Integration and Retention Project Statement of Revenue and Expenditure for the period March 1, 2016 to March 31, 2017.

Moved by: Colleen Jordan Seconded by: Kevin Ashe

THAT the Employer Engagement – Strategies for Integration and Retention Project (EEP) Statement of Revenue and Expenditure (the Statement), as outlined in Attachment 1, be approved and signed by the Chair and Chief Executive Officer / Secretary-Treasurer in accordance with the Ministry of Citizenship and Immigration’s Audit and Accountability Guidelines for 2016-2017 Ontario Bridge Training Projects (Guidelines);

THAT the Management Representation Letter as outlined in Attachment 2 be signed by the Chair and Chief Executive Officer / Secretary-Treasurer in accordance with the Ministry of Citizenship and Immigration’s Guidelines;

AND FURTHER THAT the Audited Statement of Revenue and Expenses, as outlined in Attachment 3 be received. CARRIED BACKGROUND Funded by the Ontario Ministry of Citizenship and Immigration (MCI), Toronto and Region Conservation Authority’s (TRCA) EEP started on March 1, 2016 and will run until March 31, 2018. Through the development of workshops, online modules, tools and resources, this project is aimed to equip employers in the environmental sector to understand and address considerations related to the hiring, integration and retention of internationally trained professionals.

As part of MCI’s Guidelines, Authority approval of EEP’s Statement of Revenue and Expenditure is required (Attachment 1), as verification that the financial information in the report is complete and accurate.

In addition, MCI requires that a Management Representation Letter be signed by the Chair and Chief Executive Officer / Secretary-Treasurer in regard to the Statement.

RATIONALE As a result of funding received from MCI, the Authority is responsible for financial reporting and ultimately responsible for reviewing and approving the Statement internally, including verification that:

 Project funding has been solely applied to costs directly related to the project;  Funding and/or expenditures from other sources, not directly related to this project, have not been included in the Statement;  MCI expects that tuition and program fees will be used to off-set program costs related to the delivery of the bridge training project;  Reported expenditures are net of HST rebates;  Shared costs have been properly apportioned to the project;  The project bears full responsibility for absorbing any project deficits;

572  Project funds that were provided prior to their immediate need were maintained in an interest-bearing account; and  Interest earned on project funding has been credited to the project.

The accounting firm of KPMG LLP has completed the audit of the Statement of Revenue and Expenses. The audited statement and accompanying clean opinion are presented in Attachment 3.

Report prepared by: Dash Paja, extension 5593 Email: [email protected] For Information contact: Pamela Papadopoulos, extension 5973 Email: [email protected] Date: October 30, 2017 Attachments: 4

573 Attachment 1

Appendix IV: Labour Market Integration Unit Statement of Revenue and Expenditure Template

FOR THE REPORTING PERIOD FROM 2016/03/01 TO 2017/03/31 (Please refer to your Schedule B for the Reporting Period) Organization Name: Toronto and Region Conservation Authority Project Case Number: 2015-08-1-214461350 Organizational contact Name: Leigha Howard, Project Manager Telephone #: (416) 661-6600 ext. 5343 Project Name: Employer Engagement – Strategies for Integration and Retention (EEP)

PROJECT REVENUE Approved Carryover Funding from Previous Reporting Period(s) Ministry Funding for audit period as per Schedule B (2016/2017) $ 320,762

Total $ 320,762

PROJECT EXPENDITURE Total Expenditure $ 147,733

DEFERRED REVENUE Deferred Revenue for audit period as per Schedule B (2016/2017) $ 173,029

UNALLOCATED Unspent funding

INTEREST EARNED Interest Earned for audit period 2016/2017 $ 893

I verify that the above financial information is correct and that:  Project funding has been solely applied to costs directly related to the Project;  Funding and/or expenditures from other sources, not directly related to this project, have not been included in the Report;  The Ministry expects that tuition/program fees will be used to off-set program costs related to the delivery of the bridge training project.  Reported expenditure is net of HST rebates;  Shared costs have been properly apportioned to the Project;  The Project bears full responsibility for absorbing any project deficits;  Project funds that were provided to the Project prior to their immediate need were maintained in an interest-bearing account; and  Interest earned on Project funding has been credited to the Project.

Audit and Accountability Guidelines for Ontario Bridge Training Projects 2016-2017 574 I certify that the information is true and correct to the best of my knowledge and claimed in accordance with the Ontario Bridge Funding Agreement.

Toronto and Region Conservation Authority Not-for-Profit Organization

______John MacKenzie Date Chief Executive Officer / Secretary-Treasurer

______Maria Augimeri Date Chair

I have the authority to bind the Recipient

Audit and Accountability Guidelines for Ontario Bridge Training Projects 2016-2017 575 Attachment 2

Office Of the Chair

November 17, 2017

Ms. Benilda Silkowska-Masior Senior Program Advisor Ministry of Citizenship and Immigration Labour Market Integration Unit 400 University Avenue, 3rd Floor Toronto, ON M7A 2R9

Dear Ms. Silkowska-Masior:

This management representation letter is provided in connection with the audited financial statements of Toronto and Region Conservation Authority (TRCA)’s Employer Engagement - Strategies for Integration and Retention (EEP) Project for the period March 1, 2016 – March 31, 2017. The financial statements of TRCA’s EEP are the responsibility of management and have been approved by the Authority, the board of TRCA.

The financial statements have been prepared by management in accordance with Canadian Generally Accepted Accounting Principles. Management has determined that its choice of accounting policies supporting the amounts presented on the financial statements, are presented fairly, in all material respects.

TRCA maintains systems of internal accounting and administrative controls of high quality. Such systems are designed to provide reasonable assurance that the financial information is relevant, reliable and accurate and that TRCA’s operations are appropriately accounted for and assets are adequately safeguarded.

All transactions have been recorded in the accounting records and are reflected in the financial statements. All liabilities have been reviewed by management in consultation with its external auditor KPMG LLP. There are no material liabilities or contingencies as at the date of this report.

Significant assumptions used by management in making accounting estimates, including those measured at fair value, are reasonable and approved by the Authority.

The effects of uncorrected misstatements are immaterial, both individually and in the aggregate, to the financial statements as a whole. A list of the uncorrected misstatements is attached.

This letter confirms that TRCA management and the Authority have provided; access to all information to the external auditors of which they were aware of that is relevant to the preparation of the financial statements, such as records, documentation and other matters; additional information that was requested by the external auditors for the purpose of the audit; and unrestricted access to persons within the entity who would be determined necessary to provide audit evidence.

576 The Authority is responsible for ensuring that management fulfills its responsibilities for financial reporting and is ultimately responsible for reviewing and approving the financial statements. This letter confirms that TRCA management and the Authority have fulfilled their responsibilities, as determined in the transfer payment agreement dated March 1, 2016 and in the Amended Schedule “B” of the first amending agreement effective as of July 1, 2017.

I/we certify that the information is true and correct to the best of my knowledge and claimed in accordance with the Ontario Bridge Funding Agreement.

______John MacKenzie Date Chief Executive Officer / Secretary-Treasurer

______Maria Augimeri Date Chair

I/we have the authority to bind the Recipient

2 577 Attachment 3

578 579 580 581 582 583 Attachment 4

584 585 586 RES.#A207/17 - MEETING SCHEDULE 2018-2019 Schedule of board meetings for the period beginning February 23, 2018 and ending January 23, 2019.

Moved by: Jennifer McKelvie Seconded by: Jack Heath

THAT Meeting Schedule 2018-2019, dated October 20, 2017, be approved;

THAT Meeting Schedule 2017-2018 be amended such that the February 2, 2018 Executive Committee meeting be changed to February 9, 2018;

THAT the Executive Committee be delegated the powers of the Authority during the month of August, 2018, as defined in Section 2.10 of the Rules of Conduct;

AND FURTHER THAT the CEO's Office distribute this schedule at the earliest opportunity to Toronto and Region Conservation Authority's (TRCA) watershed municipalities and the Ministry of Natural Resources and Forestry. CARRIED RATIONALE Since most Authority members also sit on municipal councils, boards or committees, which usually meet on days other than Friday, the recommended schedule accommodates TRCA board meetings on Fridays. Staff has made every effort to avoid conflicts with municipal council meetings, Federation of Canadian Municipalities' (FCM) annual conference and Board of Directors meetings, Board of Governors of Exhibition Place meetings, statutory holidays and school March breaks, in selecting the proposed meeting days, while still maintaining a schedule which meets TRCA's functional needs. There are some meetings that are the same week as Toronto City Council, so if the City meeting runs into extra days, a conflict may occur. Given the long weekends, other conflicts noted above and TRCA reporting requirements, these are the optimal dates for the meetings.

The January and February 2018 meetings were previously approved in Meeting Schedule 2017-2018, but are provided in Attachment 1 for assistance in updating calendars, with one change such that the February 2, 2018 meeting is recommended to be moved to February 9, 2018 due to a conflict with Toronto Council.

An Authority meeting is not scheduled in the month of August due to summer vacations. To accommodate the large number of permit requests at this time, an Executive Committee meeting is scheduled. Should an item require Authority approval in August, Section 2.10 of the Authority's Rules of Conduct permits the Authority to delegate its powers to the Executive Committee:

2.10 to exercise such additional powers, excluding those powers set out in Clause (d) of Subsection (1) of Section 30 of the Act, as may be assigned to it by the Authority during the months of July and August provided that a report be given to the Authority at the first meeting of the Authority thereafter;

587 Staff is recommending powers be assigned to the Executive Committee for August, 2018, with the required report being brought to the Authority at its meeting proposed to be held on September 28, 2018. Staff is also recommending that the August Executive Committee meeting be conducted with the option of teleconferencing due to the lighter agenda, unless otherwise advised as a result of items scheduled.

At Authority Annual Meeting #1/02, held on January 25, 2002, Resolution #A6/02 was approved in part as follows:

THAT the dates of future Annual Meetings be changed to accommodate the budget meeting schedule for our member municipalities, such that the Annual Meeting held following a municipal election be in January while the Annual Meetings in the interim two years between elections be moved to February;

In accordance with Resolution #A6/02, the 2019 annual Authority meeting is proposed to be held on Friday, January 23, 2019.

Meetings will be held at TRCA’s Head Office at 101 Exchange Avenue, Vaughan. The Authority and Executive Committee meetings will be held at 9:30 a.m. with the exception of the Annual meeting which will be held at 10:30 a.m. at Black Creek Pioneer Village. The Budget/Audit Advisory Board (BAAB) meetings will be held at 8:30 a.m.

Members are requested to enter all board meetings in their calendars upon receipt of the annual schedule. Members are further requested to schedule to be in attendance at Authority and Executive Committee meetings from the start of the meeting until at least 1:30 p.m. to ensure quorum is maintained.

Report prepared by: Kathy Stranks, extension 5264 Emails: [email protected] For Information contact: Kathy Stranks, extension 5264 Emails: [email protected] Date: October 20, 2017 Attachments: 1

588 TORONTO AND REGION CONSERVATION AUTHORITY 2018- 2019 SCHEDULE OF MEETINGS

January '18 February '18 March '18 April '18 Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa 2 5 6 1 2 3 4 6 1 2 3 1 BAAB #1/18 3 1 2 3 4 5 7 AUTH #10/17 EXEC #2/18 EXEC #1/18 12 9 7 8 9 10 11 13 4 5 6 7 8 10 4 5 6 7 8 9 10 8 9 10 11 12 13 14 EXEC #11/17 EXEC #12/17 20 14 15 16 17 18 18 20 11 12 13 14 15 16 17 11 12 13 14 15 16 17 15 16 17 18 19 21 AUTH #3/18 23 26 ANNUAL AUTH 23 21 22 23 24 25 27 18 19 20 21 22 24 18 19 20 21 22 24 22 23 24 25 26 27 28 AUTH #11/17 #1/18 AUTH #2/18 (10:30 am) 28 29 30 31 25 26 27 28 25 26 27 28 29 30 31 29 30

May '18 June '18 July '18 August '18 Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa 4 6 1 2 3 5 1 2 1 2 3 4 5 7 1 2 3 4 EXEC #3/18 EXEC #5/18 8 10 6 7 8 9 10 11 12 3 4 5 6 7 BAAB #2/18 9 8 9 10 11 12 13 14 5 6 7 8 9 11 EXEC #6/18 EXEC #4/18 20 13 14 15 16 17 18 19 10 11 12 13 14 15 16 15 16 17 18 19 21 12 13 14 15 16 17 18 AUTH #6/18 25 22 20 21 22 23 24 26 17 18 19 20 21 23 22 23 24 25 26 27 28 19 20 21 22 23 24 25 AUTH #4/18 AUTH #5/18 27 28 29 30 31 24 25 26 27 28 29 30 29 30 31 26 27 28 29 30 31

September '18 October '18 November '18 December '18 Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa 5 1 1 2 3 4 6 1 2 3 1 EXEC #8/18 9 7 2 3 4 5 6 8 7 8 9 10 11 12 13 4 5 6 7 8 BAAB #3/18 10 2 3 4 5 6 7 8 EXEC #7/18 EXEC #9/18 14 9 10 11 12 13 14 15 14 15 16 17 18 19 20 11 12 13 14 15 16 17 9 10 11 12 13 15 EXEC #10/18 26 16 17 18 19 20 21 22 21 22 23 24 25 27 18 19 20 21 22 23 24 16 17 18 19 20 21 22 AUTH #8/18 28 30 23 24 25 26 27 29 28 29 30 31 25 26 27 28 29 23 24 25 26 27 28 29 AUTH #7/18 AUTH #9/18 30 31

January '19 Su M Tu W Th F Sa All AUTHORITY & EXECUTIVE COMMITTEE meetings will be held from 9:30 am until 1:30 pm at 1 2 3 4 5 AUTH = Authority TRCA Head Office, 101 Exchange Ave., Vaughan, unless otherwise noted on the agenda. AUTH #10/18 11 6 7 8 9 10 12 EXEC = Executive Committee All BAAB meetings will held at 8:30 am unless otherwise noted on the agenda. EXEC #11/18 13 14 15 16 17 18 19 BAAB = Budget/Audit Advisory Board 25 20 21 22 23 24 ANNUAL AUTH 26 #1/19 (10:30 am) 27 28 29 30 31 Municipal Election Holidays March Break

TRCA meeting schedule also available online on TRCA’s Board Meetings page. 589 RES.#A208/17 - FLEET MANAGEMENT SERVICES Award of Contract #10004673. Award of contract for Fleet Management Services for the Toronto and Region Conservation Authority (TRCA) licensed motor vehicle fleet.

Moved by: Colleen Jordan Seconded by: Kevin Ashe

THAT Contact #10004673 for Fleet Management Services be awarded to ARI Canada for a period of three years at a total cost not to exceed $170,000, plus HST, plus a 20% contingency allowance, and pass through charges, as deemed necessary for the fuel and maintenance of Toronto and Region Conservation Authority (TRCA) vehicles;

THAT TRCA staff be authorized to approve two “one (1) year extensions” upon completion of the three year contract term and satisfactory review of services, at a total cost not to exceed $60,000, plus HST, plus 20% contingency, and pass through charges per year;

THAT should staff be unable to negotiate a mutually acceptable agreement with the above mentioned proponent, staff be authorized to enter into contract negotiations with the next highest ranked proponent;

AND FURTHER THAT authorized officials be directed to take necessary action to implement the contract including the signing and execution of documents. CARRIED BACKGROUND The TRCA motor vehicle fleet is comprised of approximately 100 TRCA-owned vehicles and is supplemented during peak operating seasons with approximately 30 short-term rental vehicles.

The motor vehicle fleet is made up of a variety of vehicle manufacturers, models and classifications including electric vehicles (EV), plug-in hybrid electric vehicles (PHEV), conventional hybrid vehicles and petroleum fuelled vehicles. These vehicles range in size from compact passenger vehicles to class 7/8 heavy duty trucks.

Annually these vehicles, combined with the supplemental fleet of short term rentals, provide approximately 1.5 million kilometres of mobility services for TRCA staff. Their use results in carbon dioxide emissions and the release of air pollution. In 2016, the owned and rented fleet vehicles accounted for 548 tonnes of CO2 eq., or 30%, of TRCA’s carbon footprint.

RATIONALE TRCA does not currently have fleet management software and/or have in-house fleet servicing in place. The fleet servicing including fuel, and preventative and unscheduled repairs, are coordinated through TRCA’s fleet management provider to assist in the procurement of products, services and national account pricing for the various vehicles and services required.

In addition to the services currently utilised TRCA asked the proponents for information on the following services to assist in assessing the value of outsourcing additional aspects of the fleet management program:  Motor vehicle records (MVR)/driver’s abstract reporting;  Vehicle tracking and optimization (telematics);  Fleet safety and driver training;

590  Information and support services (asset life cycle management, vehicle specification development).

Request for Proposal (RFP) #10004673 for Fleet Management Services was posted on the online procurement portal www.biddingo.com on July 28, 2017, and direct notifications were sent to those suppliers who have expressed interest, however did not subscribe to the services of www.biddingo.com. RFP #10004673 was viewed by a total of 32 companies and three companies responded.

Members of the Selection Committee, consisting of TRCA staff (Aubrey Orr, Rick Portiss and Tom Boyce) conducted a review of the submitted proposals and their evaluation was based on a weighted scoring system consisting of 80% for technical reviews and 20% for fee proposals. The criteria used to evaluate the proposals are as follows:  Completeness of the submission;  Understanding the project and scope of work;  Similar projects of scope and magnitude;  Expertise and availability of project team;  Approach and methodology;  Schedule;  Reasonableness of cost.

The results of the evaluation were as follows:

Fleet Management Providers Ranking (Out of 100%) ARI Canada 73% Element Fleet Management 69% Carrier Centres 44%

Based on the cost/benefit analysis performed by staff, it was determined that TRCA would seek to retain the following services for the duration of the contract term:  Fuel cards for both TRCA-owned and short term rental vehicles (as required);  Managed maintenance program;  Preventative maintenance program;  Roadside assistance;  Vehicle tracking and optimization (telematics);  Motor vehicle records services (driver’s abstract).

Through research and conversations with regional users of telematics systems, it is anticipated that using telematics can mitigate risk through on-board diagnostics/reporting in real time and reduce fuel consumption resulting in both financial and environmental cost savings. Savings are anticipated to be on per-vehicle basis, while overall fuel and greenhouse gas (GHG) emissions may increase due to projected expansion of TRCA’s fleet.

Fuel efficiency gains would likely accrue through changes in driver behavior related to speeding, harsh accelerating and braking, and vehicle routing, once users become familiar with the monitoring program. Further savings could be achieved if information for these events can be combined with active educational engagement for specific driving behaviours. Administrative gains will also be achieved through an improved efficiency of a Motor Vehicle Records (Driver’s Abstracts) review process for all TRCA staff.

591

FINANCIAL DETAILS Funding is available through the TRCA vehicle and equipment maintenance/repair fund which is self-funded through calculated vehicle and equipment chargeback rates accounting for operational expenditures of TRCA’s fleet (700-01).

Report prepared by: Aubrey Orr, extension 5760 Emails: [email protected] For Information contact: Aubrey Orr, extension 5760, Gord MacPherson, extension 5246 Emails: [email protected], [email protected] Date: November 6, 2017

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592 RES.#A209/17 - SOLAR PHOTOVOLTAICS AT BLACK CREEK PIONEER VILLAGE An Assessment of Options. An assessment of solar PV options for reducing the operating costs at Black Creek Pioneer Village.

Moved by: Glenn De Baeremaeker Seconded by: Jack Heath

THAT Toronto and Region Conservation Authority (TRCA) staff investigate opportunities for solar photovoltaics (PV) at Black Creek Pioneer Village (BCPV) and report back to the Authority once a suitable roof top solar PV product has been identified. CARRIED BACKGROUND At Budget/Audit Advisory Board Meeting #3/16, held on October 14, 2016, staff was directed to explore options for use of solar power at Black Creek Pioneer Village and report back. Staff had prepared a Renewable Energy Strategy for TRCA in 2016 to examine the opportunity for deploying renewable energy technologies at 16 TRCA facilities including BCPV. The intent of the strategy was to look at how we could take advantage of the final stages of the Feed-in-Tariff (FIT) program as well as to examine the long term viability of renewable energy at TRCA facilities. (Copies of the strategy will be available at the meeting.)

The report focused primarily on solar PV opportunities as qualitative analysis indicated that for other renewable energy technologies, either the renewable energy resource was not available at the sites (i.e. wind) or each site’s energy demand was not large enough to justify the capital costs (combined heat and power and bio energy). Based on the results of the report the most viable option was solar PV.

To address the board’s question for BCPV, staff looked into three solar PV scenarios and given that the Feed-in-Tariff program is no longer active, the net-metering option was considered in each case. Net metering is a program whereby a site can produce electricity for the grid and consume electricity from the grid and only pay for the net amount consumed from the grid (plus regulatory, delivery and other charges). The scenarios examined included: 1) Roof mounted solar PV on the Visitor Centre; 2) Covered parking solar PV in the BCPV parking lot; and 3) Ground mounted solar PV on the North property.

Scenario 1: Previous studies had indicated that the roof on the Visitor Centre was near its structural capacity and as such could not support additional weight without significant and costly structural reinforcements. However, in recent years, new light weight solar panels (0.5 lbs. per sq. ft.) have come on the market that can be glued to existing flat roofs. Using a thin film product as an example, staff calculated that 150kW of solar panels could be installed on the Visitor Centre roof at an installed cost of approximately $380,000 ($2.53/W). Simple payback period would be 15 years with an internal rate of return of six percent over a 25 year investment period. Because of the small roof area, this project would only provide enough electricity for approximately 60 percent of the Visitor Centre’s electricity consumption. The low weight thin film solar PV products have not been on the market for as long at the monocrystalline solar PV cells so their long term reliability is not yet known. There is evidence that the electrical output of the thin film products degrades faster than the standard products and as such the warranty period is shorter.

593 Scenario 2: Covered parking with solar PV on top can be installed in Ontario at a total cost of approx. $4.00 per Watt. The BCPV Visitor Centre would require 450kW of solar PV to completely net meter its electricity consumption. This size of system would require approximately two acres of land, would cost $1,800,000 to implement and would have a simple payback period of 21 years. The internal rate of return is two percent over a 25 year investment period.

Scenario 3: Ground mounted solar PV systems are the least expensive solar PV installations. As with the covered parking, the site would require 450kW and two acres of land but the system can be installed for $2.30 per watt for a total cost of $1,035,000. Simple payback period would be 14 years with an internal rate of return of six percent over a 25 year investment period. This project would provide enough electricity to completely net meter the Visitor Centre’s electricity consumption. However, this project would require two acres of the Black Creek North property to be allocated for the solar PV installation for at least 25 years but up to 40 years, which is the life expectancy of basic monocrystalline solar cells.

RATIONALE Scenario 2, the covered parking with solar PV is too expensive at this time. In the future as installation costs decline and electricity prices climb there may be a point where this approach is economically viable.

Scenarios 1 and 3 provide the best rate of return and simple payback period. However, both approaches have drawbacks. The ground mounted solar PV on the North property would tie up two acres of land for an extended period of time and require a significant capital investment. In addition, the lands that would be required are identified as potential future commercial development in the master plan and as such are an important future revenue source.

The roof top solar project requires a reasonable amount of capital and has a reasonable return but requires the use of a relatively new product that may not achieve the same performance of the conventional monocrystalline solar cells.

At this time, staff cannot recommend moving forward with a solar PV project at BCPV. However, the solar PV market continues to evolve as does provincial policies. In fact, the Ministry of Energy is currently investigating the potential for virtual net metering (off-site solar PV). Staff will monitor the solar PV market and provincial policies on solar PV to identify appropriate technologies and opportunities for BCPV and other TRCA facilities.

FINANCIAL DETAILS Based on the analysis, at this time, staff does not recommend an investment of capital in the scenarios outlined.

DETAILS OF WORK TO BE DONE  Staff will monitor the light weight solar PV market to identify candidate products that could be installed on the roof of the BCPV Visitor Centre;  Staff will monitor changes in provincial policies affecting solar PV and other renewables;  Staff will report back to the Authority when a suitable product has been identified and a viable economic analysis has been completed.

For Information contact: Bernie McIntyre, extension 5326 Emails: [email protected] Date: October 31, 2017 ______

594 RES.#A210/17 - WETLAND WATER BALANCE RISK EVALUATION Approval of TRCA’s Wetland Water Balance Risk Evaluation, a technical guideline developed to streamline implementation of Water Balance for Protection of Natural Features of TRCA’s Stormwater Management Criteria document (2012) and The Living City Policies for Planning and Development in the Watersheds of the Toronto and Region Conservation Authority.

Moved by: Ronald Chopowick Seconded by: David Barrow

WHEREAS wetlands play a crucial role as part of the “green infrastructure” of the Toronto region by providing flood attenuation, filtering of air and water pollutants, wildlife habitat and greenspace for communities to enjoy;

AND WHEREAS Toronto and Region Conservation Authority (TRCA) staff review and provide advice and recommendations on applications for development, infrastructure and site alteration affecting wetlands for planning, environmental assessment and permitting applications;

AND WHEREAS in 2016, TRCA staff developed the draft Wetland Water Balance Risk Evaluation (Risk Evaluation) to provide guidance to proponents on how to assess the risk that their proposal may pose to the water balance of a wetland and streamline the application review process by indicating under which scenarios TRCA would request a wetland water balance analysis, and if so, to identify the level and scope of the analysis required;

AND WHEREAS in April of 2017, TRCA staff sought input into the development of the draft Risk Evaluation from partner municipalities, provincial agencies, the Building Industry and Land Development Association (BILD), consulting firms and neighbouring conservation authorities, and have now finalized the Risk Evaluation based on the input received;

THEREFORE LET IT BE RESOLVED THAT the TRCA Wetland Water Balance Risk Evaluation be endorsed for use by proponents of development and infrastructure, consultants and TRCA staff in the planning and development submission, review and approval process;

AND FURTHER THAT the Ministry of Natural Resources and Forestry (MNRF), the Ministry of Transportation (MTO), the Ministry of the Environment and Climate Change (MOECC), the Ministry of Municipal Affairs (MMA), TRCA’s member municipalities, Conservation Ontario and neighbouring conservation authorities be so advised. CARRIED

595 BACKGROUND At Authority Meeting #7/12, held on September 28, 2012, Resolution #A173/12 was approved, endorsing the TRCA Stormwater Management Criteria document (hereafter referred to as the SWM Criteria document). In accordance with provincial guidance and TRCA’s The Living City Policies, applications under TRCA review are required to meet TRCA’s four SWM criteria: water quantity, water quality, erosion and water balance. The approved water balance requires that a wetland water balance analysis be undertaken by proponents when their proposal for development affects a wetland that has been designated for protection though the planning process. The water balance analysis helps to ensure the protection of wetlands and their ecological function following development, and to increase the resilience of wetlands to other stressors, such as climate change. Wetland water balance analysis may also reduce municipal risks and liabilities associated with nuisance flooding of private property and municipal infrastructure, issues that may arise when wetland water balance is not properly considered. A water balance will not generally be required for linear infrastructure, such as roads and railways, where TRCA’s regular permitting process would generally be sufficient to address potential impacts to natural features and associated mitigation options.

Wetland Water Balance Risk Evaluation The Risk Evaluation is a technical guideline that was requested by the development industry to help clarify the technical requirements of the water balance SWM criterion. The Risk Evaluation synthesizes existing and available information to scope the level of risk an undertaking may have on a wetland and determine the level of monitoring and modelling required for the water balance analysis. The Risk Evaluation benefits proponents by:  Clarifying when wetland monitoring is and is not required;  Clarifying when technical analyses, such as modelling approaches, can be scoped to simpler approaches when risks are low;  Providing consistency and transparency in decision-making;  Efficient use of information as it largely requires the use of data that is already being collected as part of the planning process;  Simplifying the review process by providing step-by-step guidance on risk determination and identifying the level of study required for each category of risk (low, medium, high).

The Risk Evaluation supports TRCA’s Wetland Water Balance Monitoring Protocol, a technical guideline that was endorsed by Resolution #A143/16 at Authority Meeting #6/16, held on July 22, 2016, which outlines the components of a water balance monitoring program when the Risk Evaluation determines that one is required.

RATIONALE Conservation authorities (CAs) regulate wetlands under section 28 of the Conservation Authorities Act due to their importance for the hydrology and the ecology of watersheds. CAs also advocate for the protection of wetlands in their commenting roles under the planning and environmental assessment review processes. Protection of wetlands and their associated hydrological and ecological services is a key objective under provincial policy including the Provincial Policy Statement, the Oak Ridges Moraine Conservation Plan and the Greenbelt Plan. Furthermore, the Ministry of Natural Resources and Forestry’s recently released “Wetland Conservation Strategy for Ontario (2017-2030)” outlines the Province of Ontario’s objective of ensuring no net loss of wetlands in southern Ontario by 2025.

596 The protection of wetlands on the landscape helps to fulfill TRCA’s key objectives, and those of the Province and municipalities, for watershed resilience to climate change and land use change. Wetlands cover less than five percent of TRCA’s jurisdiction yet provide a disproportionately large quantity of ecosystem services, including water storage, reduction of downstream flooding and erosion, provision of baseflow in streams, and provision of habitat for plants and animals (some of which only occur in wetlands).

The water balance of a wetland is an accounting of the various pathways by which water enters or leaves a wetland, such as rainfall, overland runoff or groundwater seepage. Land use change within the surface water catchment of a wetland may alter the water balance by changing the ratio of surface runoff (water output) to infiltration (water input) within the catchment, the proportion of water lost to evapotranspiration, or the area draining to a wetland through grading and stormwater management activities. Many of the ecosystem services provided by wetlands are dependent on the water balance and altering the water balance can result in loss of ecosystem service.

TRCA has documented a number of instances in which insufficient consideration of water balance for natural features has resulted in loss of ecosystem services and created nuisance flooding and erosion issues on private lots and back-up of water into municipal stormwater infrastructure. These are issues that are difficult and expensive to mitigate after development has occurred and/or infrastructure has been installed. Proactive mitigation during the planning phase is much more cost-effective, but requires that the need for a water balance analysis be identified as early as possible in the planning and development process so that proponents and reviewers can scope the analysis into the application.

The Risk Evaluation plays a critical role in helping to ensure that wetlands that have been recommended for protection through the planning, environmental assessment or permitting process maintain hydrological function. The Risk Evaluation identifies if a water balance analysis is necessary and, if so, the scope of study (monitoring and modeling) that is appropriate given the features of the application in question. The complete Risk Evaluation is available on the water balance webpage under “Documents for Download” https://trca.ca/conservation/greenspace-management/water-balance/

Stakeholder Consultation TRCA staff established an External Stakeholder Committee (ESC) with representatives from municipalities, BILD, the consulting industry, Credit Valley Conservation and other conservation authorities to collaborate on the development of the Risk Evaluation. Drafts of the Risk Evaluation were circulated for comment and revised based on feedback from internal staff, the ESC, and more broadly from external partners which included all of TRCA’s partner municipalities, BILD, the consulting industry, relevant provincial agencies and neighbouring conservation authorities. TRCA received a total of 170 formal comments from 13 external organizations on the draft version of the Risk Evaluation during the three stages of review (internal, ESC and broader stakeholder consultation). External commentators were generally supportive of the intent and structure of the draft version, and some had seen the draft previously through its use by TRCA Planning Ecology staff; preliminary reports from staff are that the draft is helpful as a tool for consultants and staff in scoping water balance study requirements. A complete list of the comments received and TRCA’s responses is available on the water balance webpage.

597 Building Industry and Land Development Association: TRCA received one formal comment from BILD expressing support for the approach presented to evaluating risk, and for a higher degree of consistency in requirements for baseline wetland hydrology monitoring. BILD also indicated that they would like to see the Risk Evaluation adopted by other conservation authorities to enhance consistency across municipal and conservation authority boundaries.

Consulting Industry: Engineers, ecologists, planners and hydrogeologists from the private consulting industry commented on the draft document. Commentators expressed support for the general approach. The consulting industry raised concerns about whether the data required to complete the Risk Evaluation would be available when the Risk Evaluation is intended to be applied. Planners at TRCA were consulted and they ensured that the data required to complete the risk evaluation are collected as part of the existing planning process and available during the early planning stage when the Risk Evaluation should be completed.

Municipalities: Municipal representatives from several lower and upper-tier municipalities participated in the External Stakeholder Committee meetings where the initial framework and, later, the draft document were presented. York Region requested clarification around proponent responsibilities and the applicability of the Risk Evaluation to regional infrastructure projects. Additional text was added to clarify that the primary focus of the Risk Evaluation is site-based infrastructure projects such as utility and transit stations and not at-grade linear infrastructure such as roads.

Other Conservation Authorities: Credit Valley Conservation and Conservation Halton submitted comments primarily around the ecological criteria used to classify the sensitivity of a wetland to hydrological change. The criteria used to evaluate sensitivity were reviewed and modified to address concerns. The draft Risk Evaluation was written to be generic so that other conservation authorities could adopt this Risk Evaluation document for use in their own jurisdictions without substantial alteration; there is no specific reference to TRCA, and lists of sensitive vegetation and species are included as appendices which can be changed for the relevant CA.

Province: The draft document was circulated to MNRF but no comments were received. MNRF and MTO have both participated previously in the development of other tools and guidelines pertaining to the SWM Criteria document.

FINANCIAL DETAILS The development of the Risk Evaluation was supported by capital funding from the regional municipalities of York and Peel. TRCA staff secured external funding in the form of grants from the Great Lakes Sustainability Fund and the Toronto Remedial Action Plan. These grants, together with funding from the regions of York and Peel, also support continued wetland water balance monitoring in the jurisdiction being led by TRCA and Credit Valley Conservation, and the development of a modelling guidance document (currently underway) to assist the completion of water balance analyses for the protection of natural features, as discussed further below.

598 DETAILS OF WORK TO BE DONE The Risk Evaluation will be implemented through the Planning, Greenspace and Communications division in review of Planning Act applications, environmental assessment and master planning, and through TRCA’s own permitting process. TRCA planners, engineers, ecologists and hydrogeologists reviewing applications will continue to work with proponents of development and consultants to streamline the review process while striving for the best possible outcome for environmental and growth management objectives. TRCA’s Planning and Development Procedural Manual, Environmental Impact Study Guidelines, and Stormwater Management Criteria document will all be updated to include the Risk Evaluation. The Risk Evaluation will be posted on TRCA’s website and will be reviewed biannually in conjunction with the Wetland Water Balance Monitoring document to reflect new science and understanding, and any minor updates to the SWM Criteria document.

Introductory training on the use of the Risk Evaluation has been provided to TRCA planners. Upon completion of the Wetland Water Balance Modelling Guidance Document (expected spring 2018) a training session will be held for TRCA staff, industry consultants and partner municipalities on the use of all tools (Risk Evaluation, Monitoring Protocol and Modelling Guidance) developed as part of the Wetland Water Balance project. All three tools have been designed to work together and simultaneous training on all three tools will provide a comprehensive learning experience for staff and partners. In the interim, support will be provided to all TRCA staff, industry consultants and partner municipalities as needed for the implementation of the Risk Evaluation and the Monitoring Protocol to ensure the tools are applied correctly.

Report prepared by: Chris Edge, extension 5208, Neil Taylor, extension 5601, Laura Del Giudice, extension 5334 Emails: [email protected], [email protected], [email protected] For Information contact: Chris Edge, extension 5208 Emails: [email protected] Date: October 27, 2017

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599 RES.#A211/17 - SNOW REMOVAL AND SALTING/SANDING SERVICES 2017-2018 Award of Contract #10005983 for Snow Removal and Salting/Sanding Services for 24 locations which include residential rental properties, education field centres and conservation dam roads.

Moved by: Colleen Jordan Seconded by: Kevin Ashe

THAT Contract #10005983 for Snow Removal and Salting/Sanding Services for 24 Toronto and Region Conservation Authority (TRCA) sites for the 2017-2018 winter season be awarded to Ivy Property Services for a total cost not to exceed $133,140, plus 20% contingency to be expended as authorized by TRCA staff, plus HST, with an option to renew for the 2018-2019 winter season under the same terms and conditions, pending approval by TRCA staff, for a total two-year cost of $266,280, plus 20% contingency, plus HST, it being the lowest bid meeting TRCA specifications;

AND FURTHER THAT authorized staff be directed to take the necessary action to implement the contract including the signing and execution of documents. CARRIED BACKGROUND It is TRCA’s continuing objective to ensure the health and safety of its staff and visitors as well as to mitigate injuries and major incidents. The provision of snow removal and salting/sanding services will aid in reducing the hazards of winter road conditions, maintain safe parking lots, and facilitate the handling of emergencies by fire and police officials. The 2016-2017 Snow Removal and Sanding/Salting Services were provided by three separate contractors: Ivy Property Services, AAA Landscaping Co. Ltd. and Value Property Services.

For the 2017-2018 season, snow removal and salting/sanding applications are required for the following locations: 1. 18620 Centreville Creek Road, Caledon East 2. 7273 14th Avenue, Markham 3. 7277 14th Avenue, Markham, parking lot only 4. 7401 Reesor Road, Markham 5. 3 Reesor Road, Toronto 6. 9 Reesor Road, Toronto 7. 19 Beare Road, Toronto 8. 8180 Regional 50, Brampton 9. 4673/ 4699/ 4685 Rutherford Road, Woodbridge 10. 2899 Consession Rd 6, Uxbridge 11. 6461 Steeles Avenue East, Toronto 12. 364 Old Finch Avenue, Toronto 13. 6545 Steeles Avenue, Toronto 14. 7262 & 7284 Reesor Road, Markham 15. 17 Mill Street, Markham 16. 561 Glasgow Road, Bolton 17. 1229 Bethesda Side Road, Richmond Hill 18. 13540 Caledon King Townline South, Bolton 19. 4020 Westney Road North, Goodwood 20. Black Creek Pioneer Village, 1000 Murray Ross Parkway, Toronto 21. 5 Shoreham Drive, Downsview 22. 16500 Regional Rd 50, Caledon

600 23. Claireville Dam, 7625 Finch Avenue West, Brampton 24. G. Ross Lord Dam, 740 Finch Avenue West, Toronto

RATIONALE Request for Quotation (RFQ) #10005983 documentation was reviewed by eight firms. The RFQ documentation requested monthly pricing for occupied properties requiring regular service and “on-call” pricing for vacant properties requiring emergency access service only. Quotations were received from four bidders and analyzed by TRCA staff (Kate Pankov, Jamie-Lee Warner and Stephanie Demetriou) on October 19, 2017 with the following results:

Estimated Annual Cost Summary for the 2017 – 2018 Season Site # and Service Action Anytime Ivy Property Services Value Property Type Price Per Season Price Per Season Services Price Per Season 1 – Monthly $11,250 $10,260 $8,245 2 – Monthly $11,250 $5,040 $ - 3 – Monthly $7,750 $3,540 $ - 4 – Monthly $7,750 $3,540 $ - 5 – On Call $4,950 $900 $ - 6 – On Call $6,150 $900 $ - 7 – Monthly $7,875 $6,900 $ - 8 – Monthly $11,750 $8,580 $11,845 9 – Monthly $12,000 $7,440 $5,745 10.1 – On Call $4,800 $5,400 $ - 10.2 – On Call $4,470 $5,400 $ - 11 – Monthly $7,250 $3,540 $ - 12 – On Call $5,070 $900 $ - 13 – On Call $4,050 $900 $ - 14 – On Call $4,800 $900 $ - 15 – On Call $3,870 $900 $ - 16 – On Call $5,370 $5400 $4,740 17 – Monthly $14,100 $10,440 $ - 18 – Monthly $11,000 $8,580 $12,945 19 – Monthly $ - $10,080 $ - 20 – Monthly $18,200 $13,620 $19,445 21 – On Call $4,350 $1,740 $4,740 22.1 – Monthly $11,400 $5,400 $ - 22.3 – Monthly $7,750 $5,400 $ - 23.1 – Monthly $8,000 $3,720 $8,845 24 – Monthly $8,000 $3,720 $5,245 TOTAL $203,205 $133,140 $81,795

Note: The above calculations are based on a five month 2017-2018 winter season for monthly services; and six total snow-removal and salting/sanding services for the on-call locations.

AAA Landscape Co Ltd.’s submission was disqualified as per TRCA’s Purchasing Policy due to a late submission.

Ivy Property Services offered a 40% discount on monthly snow removal and sanding/salting services should they be awarded the full contract. The total annual cost of awarding the contract to different bidders based on the lowest bid per site (therefore not including the 40% discount on monthly services offered by Ivy) would be $169,160.

601

Based on bids received, staff recommends that Contract #100005983 for Snow Removal and Salting/Sanding Services for 24 TRCA sites for the 2017-2018 winter season be awarded to Ivy Property Services Inc. for a cost of $133,140, plus 20% contingency to be expended as authorized by TRCA staff, plus HST, with an option to renew for the 2018-2019 winter season under the same terms and conditions, pending approval by both parties, for a total two-year cost of $266,280, plus 20% contingency, plus HST, it being the lowest bid meeting TRCA specifications.

FINANCIAL DETAILS Funds for snow plowing and salting/sanding services are identified within the divisional operating budgets. Funding for the residential rental portfolio is provided primarily through rental income, the remaining sites are funded through TRCA’s municipal partners.

Report prepared by: Anita Geier, extension 5668 Emails: [email protected] For Information contact: Lori Colussi, extension 5303 Emails: [email protected] Date: November 3, 2017

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602 COMMITTEE OF THE WHOLE RES.#A212/17

Moved by: Glenn De Baeremaeker Seconded by: David Barrow

THAT the committee move into closed session to discuss item 7.12 – Food Operations, Events and Retail Services Request for Proposal at Black Creek Pioneer Village and Kortright Centre for Conservation, as it pertains to personnel records. CARRIED RISE AND REPORT RES.#A213/17

Moved by: Anthony Perruzza Seconded by: Jack Ballinger

THAT the committee rise and report from closed session. CARRIED

RES.#A214/17- FOOD OPERATIONS, EVENTS AND RETAIL SERVICES REQUEST FOR PROPOSAL AT BLACK CREEK PIONEER VILLAGE AND KORTRIGHT CENTRE FOR CONSERVATION Contract #10004550 Food Services and Events. Approval to enter into contract negotiations with the highest ranked proposal for Food Services and Events at both Black Creek Pioneer Village and Kortright Centre for Conservation, and to decline Request for Proposal #10005446 for Retail Services.

Moved by: Anthony Perruzza Seconded by: Colleen Jordan

WHEREAS Toronto and Region Conservation Authority (TRCA) staff undertook a Request for Proposal process which explored how new business partnerships may contribute to growing and diversifying Black Creek Pioneer Village’s (BCPV) and Kortright Centre for Conservation’s (KCC) food operations, events and retail services;

AND WHEREAS TRCA received and evaluated two proposals for Request for Proposal (RFP) #10004550 Food Services and Events and two proposals for RFP#10005446 Retail Services at both locations respectively;

AND WHEREAS byPeterandPauls.com is the highest ranked proposal for RFP#10004550 Food Services and Events for both BCPV and KCC;

AND WHEREAS it is beneficial to TRCA to continue managing all aspects of retail services at BCPV and KCC;

THEREFORE LET IT BE RESOLVED THAT TRCA staff enter into contract negotiations with byPeterandPauls.com for Contract #10004550 Food Services and Events at both BCPV and KCC;

603 THAT TRCA’s Executive Committee be delegated authority to award Contract #10004550 Food Services and Events subject to terms and conditions satisfactory to TRCA staff and solicitor;

AND FURTHER THAT all external proposals submitted for RFP#10005446 Retail Services be declined.

AMENDMENT RES.#A215/17

Moved by: Glenn De Baeremaeker Seconded by: Anthony Perruzza

THAT the confidential amendment be approved;

AND FURTHER THAT staff report back when the item is completed and can be made public.

THE AMENDMENT WAS CARRIED

THE MAIN MOTION, AS AMENDED, WAS CARRIED

BACKGROUND Toronto and Region Conservation Authority owns and operates BCPV and the KCC, two dynamic educational facilities located in heritage and natural settings. In order to support the core operations at both facilities, TRCA manages the food services, events and retail operations as a means of diversifying revenue generation and providing value added services at each location.

At Authority Meeting #2/17, held on March 24, 2017, Resolution #A31/17 was approved as follows:

WHEREAS Toronto and Region Conservation Authority (TRCA) operates Black Creek Pioneer Village (BCPV) and the Kortright Centre for Conservation (KCC);

AND WHEREAS TRCA staff leads the management of food operations, retail services and public events at both locations;

AND WHEREAS staff continues to seek ongoing improvement to business models to increase net revenues and improve service delivery related to food operations, retail services and public events;

THEREFORE LET IT BE RESOLVED THAT a Request for Proposal process be undertaken to explore how new business partnerships may contribute to growing and diversifying BCPV’s and KCC’s food operations, retail offerings and public events.

Following this resolution, staff initiated two Request for Proposal processes for food services and events (RFP#10004550), and retail services (RFP#10005446). In order to ensure both quality and quantity of responses, staff released the RFP publically through a variety of communication channels. The RFP’s were posted publically on July 26, 2017 via Biddingo and were circulated directly through email to six companies as follows:

604  byPeterandPauls.com;  Liberty Entertainment Group;  Cashew and Clive;  Dynamic Hospitality;  A La Carte, Kitchen Inc; and  Daniel et Daniel Catering and Events

TRCA staff hosted four site visits in total to ensure proponents had an opportunity to tour the spaces at each location as a conditional component of each RFP. Upon the closure of the RFP processes on September 13, 2017, TRCA received the following submissions:

RFP#10004550 Food Services and Events for both BCPV and KCC  byPeterandPauls.com  Cashew and Clive

RFP#10005446 Retail Services for both BCPV and KCC  byPeterandPauls.com  Cashew and Clive

RATIONALE The main outcome of this process is to develop innovative relationships and offerings with third party facilitators to provide an increased benefit to TRCA and residents in the Greater Toronto Area (GTA). This encompasses:  Generating increased revenues for TRCA which will assist in financing existing infrastructure, ongoing programming and operations;  Improving the capacity and growth potential of the food services and events portfolio;  Engaging larger and more diverse audiences across the GTA while establishing stronger brand recognition; and  Developing innovative relationships which provide value added services and experiences for users and surrounding communities.

In order to assess the proposals, TRCA established an evaluation committee that consisted of staff from Parks and Culture, CEO’s Office and Education, Training and Outreach. Each group completed an evaluation matrix consisting of the following categories: Financial Return to TRCA (35%); Operating Model (20%); Operational Integration (15%); Qualification, Background and History of Proponent Including References (15%); Vision and Theme of the Proposal (10%); and Value Added Features (5%). All team scores were combined to create an average score for each proposal.

Food Services and Events

Proposals for RFP#10004550 Food Service and Events were evaluated as follows:

RFP#10004550 Food Service and byPeterandPauls.com Cashew and Clive Events Results Black Creek Pioneer Village 85% 70% Kortright Centre for Conservation 78% 71%

605 The evaluation process for RFP#10004550 Food Services and Events resulted in byPeterandPauls.com ranking the highest for both locations. The byPeterandPauls.com proposal offers TRCA opportunities for increased capacity, value added features, revenue generation and a commitment to leasehold capital improvements.

Both proponents note that they will employ all existing food service and events staff and acknowledge that they will comply with the relevant continuity of employment provisions in the Employment Standards Act, 2000.

The proposal by byPeterandPauls.com clearly highlights their capacity to achieve major growth and their strengths in marketing and audience development. The byPeterandPauls.com proposal further displays their financial commitment through a variety of potential new business opportunities and value added features that could assist in diversifying potential revenue streams while supporting the existing programming. Their proposal outlines their longstanding successful and relevant company history in the food service and events business which contributes to a strong foundation of brand recognition in the market. Their proposal also recognizes the importance of the core business and programming at each location, and highlights opportunities to enhance these offerings through the addition of various service components.

The byPeterandPauls.com proposal also acknowledges the backlog of infrastructure repairs at both locations, and has committed to financially support required repairs. As a result of the evaluation process, staff recommends that TRCA enter into contract negotiations with byPeterandPauls.com for Contract #10004550 Food Service and Events for both Black Creek Pioneer Village and Kortright Centre for Conservation.

Retail Services

RFP#10005446 Retail Services Results byPeterandPauls.com Cashew and Clive Black Creek Pioneer Village 47% 39% Kortright Centre for Conservation 47% 48%

The evaluation process for RFP#10005446 Retail Services resulted in staff determining that operating retail services internally will provide a more profitable opportunity as compared to the external proposals. An additional contributing factor is the ability to generate revenues directly attributed to seasonal festivals. As a result of this evaluation, staff recommends that the external proposals be declined at this time.

FINANCIAL DETAILS The proposal submitted for RFP#10004550 (Food Services and Events) by byPeterandPauls.com presents a more lucrative opportunity for Food Services and Events than operating internally. ByPeterandPauls.com’s proposal for Food Services and Events outlines monthly compensation in the form of fixed base rent and variable percentage rent based gross revenue; leasehold improvements at both locations; as well as various value added financial benefits to TRCA. All financial details will be explored further during contract negotiations.

DETAILS OF WORK TO BE DONE Following Authority approval, TRCA staff will notify Cashew and Clive and byPeterandPauls.com that their proposals for RFP#10005446 (Retail Services) were unsuccessful. Further, staff will notify Cashew and Clive that their proposal for RFP#10004550 (Food Services and Events) was unsuccessful.

606 Staff will advise byPeterandPauls.com that TRCA is interested in commencing negotiations for Contract #10004550 Food Services and Events. If staff and byPeterandPauls.com is unable to come to mutually agreeable terms, staff will report to the Authority on the status of negotiations.

Report prepared by: Kimberly Krawczyk, extension 5862 Emails: [email protected] For Information contact: Derek Edwards, extension 5672 Emails: [email protected] Date: November 10, 2017

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607 RES.#A216/17 - PROJECT FOR THE CONSTRUCTION OF AN ADMINISTRATIVE OFFICE BUILDING FOR TORONTO AND REGION CONSERVATION AUTHORITY Request for Proposal #10006270 Pre-Construction and Construction Management Services. Award of Contract #10006270 for Pre-Construction and Construction Management Services for Toronto and Region Conservation Authority’s New Administrative Office Building located at 5 Shoreham Drive, in the City of Toronto.

Moved by: Anthony Perruzza Seconded by: Colleen Jordan

THAT Contract #10006270 for Pre-Construction Services for Toronto and Region Conservation Authority’s (TRCA) new administrative office building be awarded to Eastern Construction Company Limited for a total cost not to exceed $180,000 plus HST, as they are the highest ranked proponent resulting from evaluation criteria set out in the Request for Proposal (RFP);

THAT Contract #10006270 for Construction Management Services in support of the new administrative office building be awarded to Eastern Construction Company Limited based on a fixed percentage mark-up of 1.90% on direct construction costs plus HST, as they are the highest ranked proponent resulting from evaluation criteria set out in RFP;

THAT TRCA staff be authorized to approve additional expenditures to a maximum of 10% of the contract cost as a contingency allowance if deemed necessary;

THAT award is subject to additional reference checks to verify the proponent’s experience and ability to the satisfaction of staff;

THAT should staff be unable to negotiate a mutually acceptable agreement with the above-mentioned proponent, staff be authorized to enter into contract negotiations with the next highest ranked proponent;

AND FURTHER THAT authorized officials be directed to take the necessary action to implement the contract including the signing and execution of documents. CARRIED BACKGROUND At Authority Meeting #5/16, held on June 24, 2016, Resolution #A85/16 approved the construction of an administrative office building at 5 Shoreham Drive in Toronto and directed staff to take the necessary action to complete the Project, including the submission of formal requests for approval to the participating municipalities and the Province of Ontario. On February 24, 2017, staff reported at Authority Meeting #1/17 that all six of TRCA’s participating municipalities, by way of their respective Councils, had approved the Project and the allocation of $60,000,000 in new and existing capital funding toward the Project.

608 In May 2017, TRCA retained Jones Lang LaSalle Canada (JLL) as its project managers for the Project. In September 2017, TRCA retained the services of an integrated design team, led by ZAS Architects and Bucholz McEvoy Architects, to proceed with the development of the project design and construction documents. TRCA is now engaging a construction management firm to provide pre-construction services throughout the design and bidding stages and to provide construction management services for the construction of the new facility, coordination of commissioning and operational start-up, and associated site works. TRCA’s current contracting strategy is to tender the work in limited phases, with a potential early works package, which may include site services, excavation and shoring. All remaining construction scope packages would be tendered at the same time; before the commencement of construction of the new building, in order for TRCA to have known construction cost as well as understanding of the proposed construction trades before the full start of construction.

RATIONALE A Request for Qualifications and Proposals for Pre-Construction and Construction Management Services was issued via Biddingo on September 29, 2017 to invite firms to pre-qualify to provide pre-construction services throughout the design and bidding stages and to provide construction management services for the construction of the new facility.

On October 19, 2017, TRCA received proposals from the following firms:  Chandos Construction Limited;  Eastern Construction Company Limited;  EllisDon;  Gillam Group; and  The Atlas Corporation.

Following receipt of the submissions, TRCA staff undertook a compliance review to ensure conformance with the mandatory requirements as outlined in the Request for Qualifications and evaluated the overall qualification submissions on the following criteria:  Cover Letter;  Firm Profile;  Proponent’s Construction Management Experience;  Proponent’s Experience with Projects of a Similar Nature;  Proponent’s Team, Organization, Roles and Responsibilities.

Evaluation scoring sheets were completed by each individual evaluator and signed and submitted on October 26, 2017 to TRCA’s project manager, JLL. Evaluation scores were compiled by JLL, and weighted scoring results were provided to TRCA. On October 27, 2017, JLL facilitated a consensus meeting with the Selection Committee to achieve a final scoring that was agreed upon by the Committee. This resulted in Chandos Construction Limited, Eastern Construction Company Limited and EllisDon prequalifying to the stage 2 evaluation of technical and fee proposals. All firms were subsequently notified of the results of the evaluation process.

Technical proposals were then reviewed by the Selection Committee, separate from the fee proposals, based on the following weighted scoring criteria.

609

Criteria Weight 1. Proponent’s Understanding, and Proposed Approach and Methodology for 25 the Services 2. Unique Challenges and Opportunities Represented by the Site and the 25 Schematic Design 3. Lessons Learned from Similar Projects 10 4. Schedule 5 5. Fee Proposal 25 6. Points from the Request for Qualifications Proposal Evaluation 10 Total Weighted Points 100

Evaluation scoring sheets were completed by each individual evaluator and signed and submitted on November 2, 2017 to JLL to be compiled. The results were then prepared by JLL using a weighted scoring system consisting of 65% based on the technical review of the proposal, including 10% of the value of the points the proponent earned during the Request for Statement Qualifications phase, and the remaining 25% based on the fee proposal calculated by JLL using the following formula: Number of Points = Lowest Fee / Proponent Fee x 25 points.

On November 6, 2017, JLL facilitated a consensus meeting with the Selection Committee to achieve a consensus scoring on the submitted technical evaluation results compiled by JLL. Following completion of this process JLL provided the weighted scoring results for discussion and finalization by the Selection Committee and sought feedback on any outstanding questions or clarifications that may be outstanding.

The final results of the evaluation of received proposals are as follows:

Proponent Lump Sum Price Fixed Fee % Estimated Fixed Fee Rank (Pre-Construction (Construction Assuming Construction Services Management Cost of $53 million (A) Services) (B) A + (B x $53 million) Eastern $180,000 1.90 $1,187,000 1 Construction Company Ltd. Chandos $210,000 2.98 $1,789,400 2 Construction Ltd. EllisDon $120,000 3.00 $1,710,000 3

The lump sum prices indicated above account for costs associated with pre-construction services as described within the RFP, while the fixed fee percentage (%) for Construction Management Services will be applied to direct construction costs. Both fees were considered in the evaluation scoring of the fee proposals and the calculated total assumes estimated construction costs. Based on the evaluation process it was determined that the technical and fee proposal submitted by Eastern Construction Company Limited was the highest ranked proposal meeting the needs of TRCA’s project and offering the best value for services.

610 Before the commencement of construction, it is staff’s recommendation that TRCA enter into a fixed lump sum cost agreement with the retained construction manager for the duration of construction. Based on Eastern Construction Company Limited’s fixed fee percentage, in addition to estimated direct staff and general condition costs, it is estimated this agreement will be in the magnitude of $4-6 million dollars. The total Construction Management Services cost will be negotiated with Eastern Construction and reported to the Authority at the time construction tenders are received, which is anticipated in early 2019.

FINANCIAL DETAILS The final design and site plan approval process will be undertaken between October 2017 and into early 2019, followed by construction and commissioning phases that will conclude in 2021. Funds are available in the Capital Budget for the contract period of 2017 – 2021, in account 006-50.

DETAILS OF WORK TO BE DONE TRCA will be delivering this project by utilizing an integrated design process, involving the expertise of a comprehensive design team, including key TRCA staff, and other specialists to realize a highly efficient, cost effective building, and reduced long-term operating and maintenance costs. TRCA will engage the expertise of the construction management firm, as well as material suppliers during the design process to comment on constructability, costs and to ensure that construction of the building is delivered without any unnecessary delays. The key project phases are as follows:

Project Phases:  Architectural Design Phase Oct 2, 2017 – July 16, 2018;  Site Plan Approval Apr 2, 2018 – Feb 4, 2019;  Tender Construction Feb 4, 2019 -May 24, 2019;  Construction June 17, 2019 – Mar 1, 2021;  Occupancy Mar 1, 2021 – June 1, 2021.

Report prepared by: Aaron J. D’Souza, extension 5775 Emails: [email protected] For Information contact: Aaron J. D’Souza, extension 5775 Emails: [email protected] Date: November 3, 2017

______

RES.#A217/17 - TANGIBLE CAPITAL ASSET POLICY Approval of Policy Revisions. The Tangible Capital Asset Policy revisions are recommended for approval. (Budget/Audit Res.#C10/17)

Moved by: Vincent Crisanti Seconded by: Giorgio Mammoliti

611 THAT the revisions to the Tangible Capital Asset Policy, as presented in Attachment 1, be approved. CARRIED ______

RES.#A218/17 - GREENLANDS ACQUISITION PROJECT FOR 2016-2020 Flood Plain and Conservation Component, Duffins Creek Watershed Cougs (Workman’s) Ltd., CFN 56096. Acquisition of property located east of Church Street North and north of Rossland Road West, in the Town of Ajax, Regional Municipality of Durham, under the “Greenlands Acquisition Project for 2016-2020,” Flood Plain and Conservation Component, Duffins Creek watershed. (Executive Res.#B99/17)

Moved by: Michael Ford Seconded by: Mike Mattos

THAT 11.2 hectares (27.8 acres), more or less, of vacant land, located east of Church Street North and north of Rossland Road West, said land being Part of Lot 14, Concession 3, designated Parts 1-4 on 40R-8952 Save And Except Part 1 On Plan 40R-24996 and Save And Except Part 1 on draft-M-Plan by J.D. Barnes Limited, Reference No. 14-25-888-05, dated September 28, 2017; and Blocks 4-5 on draft M-Plan by J.D. Barnes Limited, Reference No.14-25-888-03, dated September 15, 2017, in the Town of Ajax, Regional Municipality of Durham, be purchased from Cougs (Workman’s) Ltd.;

THAT the purchase price be $2.00;

THAT Toronto and Region Conservation Authority (TRCA) receive conveyance of the land free from encumbrance, subject to existing service easements;

THAT the firm Gardiner Roberts LLP, be instructed to complete the transaction at the earliest possible date. All reasonable expenses incurred incidental to the closing for land transfer tax, legal costs, and disbursements are to be paid by TRCA;

AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction, including obtaining any necessary approvals and the signing and execution of documents. CARRIED ______

RES.#A219/17 - REQUEST FOR EXCHANGE OF TORONTO AND REGION CONSERVATION AUTHORITY-OWNED LAND Flood Plain and Conservation Component, Humber River Watershed Davpart Inc., CFN 56150. An exchange of land located west of Keele Street and south of Sheppard Avenue West, municipally known as 111-117 Whitburn Crescent, in the City of Toronto, under the “Greenlands Acquisition Project for 2016-2020,” Flood Plain and Conservation Component, Humber River watershed. (Executive Res.#B100/17)

612

Moved by: Michael Ford Seconded by: Mike Mattos

WHEREAS Toronto and Region Conservation Authority (TRCA) is in receipt of a request from Davpart Inc. for TRCA to enter into an exchange of lands with Davpart Inc., the owner of 111-117 Whitburn Crescent, City of Toronto, in order to resolve an existing encroachment on the adjacent TRCA-owned lands;

AND WHEREAS it is in the best interest of TRCA in furthering its objectives as set out in Section 20 of the Conservation Authorities Act to cooperate with Davpart Inc., in this instance and proceed with the land exchange;

THEREFORE LET IT BE RESOLVED THAT TRCA enter into an exchange of lands with Davpart Inc. on the following basis:

1. Davpart Inc. will convey to TRCA a parcel of land containing 0.035 hectares (0.09 acres), more or less, of vacant valley lands, located west of Keele Street and south of Sheppard Avenue West, said land being Part Block 1, PL 4503 North York as in TB215629; designated as Part 1 on sketch created on May 13, 2016 by MacNaughton Hermsen Britton Clarkson Planning Limited, municipally known as 117 Whitburn Crescent, in the City of Toronto;

2. TRCA will convey to Davpart Inc. a parcel of land containing 0.02 hectares (0.06 acres), more or less, of table lands with existing parking spaces, located west of Keele Street and south of Sheppard Avenue West, said land being Part Block 1, PL 4503 North York as in NY666347; designated as Part 2 on sketch created on May 13, 2016 by MacNaughton Hermsen Britton Clarkson Planning Limited, municipally known as 1651 Sheppard Avenue West, in the City of Toronto;

THAT TRCA receive consideration in the sum of $275,880.00; all legal, survey and other costs to be paid by Davpart Inc.; THAT TRCA receive conveyance of the land free from encumbrance, subject to existing service easements;

THAT Davpart Inc., is to fully indemnify TRCA from any and all claims from injuries, damages or costs of any nature resulting in any way, either directly or indirectly, from this exchange;

THAT the firm Gardiner Roberts LLP, be instructed to complete the transaction at the earliest possible date. All reasonable expenses incurred incidental to the closing for land transfer tax, legal costs, and disbursements are to be paid by Davpart Inc.;

THAT said conveyance be subject to the approval of the Minister of Natural Resources and Forestry in accordance with Section 21(2) of the Conservation Authorities Act, R.S.O. 1990, Chapter C.27, as amended, if required;

AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction, including obtaining any necessary approvals and the signing and execution of documents. CARRIED

613 Section II – Items for Authority Information

RES.#A220/17 - SECTION II – ITEMS FOR AUTHORITY INFORMATION

Moved by: Jack Heath Seconded by: Gino Rosati

THAT Section II item 10.2.1 – Black Creek Pioneer Mill Pond Clean-out and Restoration Project A, contained in Executive Committee Minutes #9/17, held on November 3, 2017, be received. CARRIED ______

614 Section III – Items for the Information of the Board

RES.#A221/17 - INSURANCE AND RISK MANAGEMENT Program Update. Insurance and risk management program presented for the Authority’s information.

Moved by: Jack Heath Seconded by: Glenn De Baeremaeker

THAT the staff report on the performance of Toronto and Region Conservation Authority’s (TRCA) insurance and risk management program be received. CARRIED BACKGROUND Conservation Ontario Insurance Committee Cooperative Insurance Program TRCA as a constituent member of Conservation Ontario participates in a cooperative insurance program available to all 36 conservation authorities (CA). The Conservation Ontario Insurance Committee (COIC), a sub-committee of the Conservation Ontario Council has delegated authority to select both health benefits and property/casualty insurance providers for participating member CAs. TRCA's Associate Director, Property and Risk Management currently serves on the COIC along with representatives from other CAs.

The COIC procures the following insurance policies on behalf of its participating members through a brokerage agreement with Marsh Canada Limited:  Property  Errors and Omissions Liability (E+O)  Crime  Umbrella Liability, Directors and Officers Liability (D+O)  Auto  Statutory Defense Liability  Commercial General Liability (CGL)  Boiler and Machinery (Boiler)

The above policies are purchased by COIC and issued by the underwriter to each member CA. Payable premiums under each policy are subsequently divided among each member CA based upon COIC approved allocation models. The allocation models are subject to review by the COIC membership.

Other Insurance In addition to the policies procured through COIC, TRCA has identified a number of additional exposures for which it requires coverage to conduct is business. In order to get the most competitive and cost effective pricing for each coverage line, these polices have also been brokered through Marsh Canada and include:  Non-Owned Aircraft Liability  Contractors Pollution Liability Insurance  Group Travel Insurance (CPL)  Volunteer Accident Benefits  Bathurst Glen Golf Course Club Package  Unmanned Aerial Vehicle Liability Insurance  Project Specific Wrap-Up Liability, Sureties (UAV) and Pollution Liability Insurance

The majority of policies listed above have been in force for several years with the notable exception of the UAV policy and the Contractors Pollution policy, the former of which was purchased to cover for liabilities associated with drone photography and the latter of which was purchased to cover for potential environmental losses and to comply with partner contract requirements.

615 2013 – 2017 Premium Summaries (All dollar amounts are in thousands of dollars)

Insurance Line 2013 2014 2015 2016 2017 Auto $44 $45 $58 $60 $63 CGL $131 $118 $128 $128 $149

Crime $5 $1 $3 $4 $4

$71 $154 $157 $148 $140 E&O Property and Boiler $281 $193 $208 $221 $229 Umbrella $48 $48 $48 $48 $49 Bathurst Glen $17 $20 $17 $18 $15 Aviation $1 $1 $1 $1 $1 Marine $8 $7 $7 $8 $9

D+O $1 $1 $1 $1 $1

SUBTOTAL $607 $588 $628 $637 $660

% Change (3%) 7% 1% 4%

Other Projects $212 $22 - $121 -

UAV - - - $3 $3 CPL - - - $19 $17

TOTAL $819 $610 $628 $780 $680

FINANCIAL DETAILS Total insurance premium costs are expected to increase approximately 3-5% per year until the 2019-2020 renewal year, however premium pricing is also subject to some degree of market risk. Staff will work closely with COIC as well as Marsh Canada to address these fluctuations as they are presented. Corporate wide lines of insurance including CGL, E+O, D+O, Umbrella, Crime, Statutory Defense and Group Travel are funded through the corporate insurance account 012-29 from municipal funding partners. All other lines of insurance are covered by project specific accounts.

DETAILS OF WORK TO BE DONE While insurance is not the only tool available to the organization in managing risk, it has been and will be the major component of TRCA’s risk management program for the foreseeable future. At the time of writing, TRCA has not, to the best of staff knowledge, suffered any significant losses outside of coverage offered by some form of insurance. Staff is however constantly reviewing exposure levels against current insurance limits to ensure adequate coverage. TRCA staff will continue to ensure that the correct balance between risk retention and risk transfer is achieved while ensuring both proper coverage but also maximum value from premium dollars spent.

Report prepared by: Adam Szaflarski, extension 5596 Emails: [email protected] For Information contact: Adam Szaflarski, extension 5596 Emails: [email protected] Date: November 7, 2017 ______

616 RES.#A222/17 - SECTION III – ITEMS FOR THE INFORMATION OF THE BOARD

Moved by: Giorgio Mammoliti Seconded by: Jim Karygiannis

THAT Section III item 9.2.1 – Expenditures Report, contained in Budget/Audit Advisory Board Minutes #3/17, held on November 3, 2017, be received. CARRIED ______

RES.#A223/17 - SECTION III – ITEMS FOR THE INFORMATION OF THE BOARD

Moved by: Jack Ballinger Seconded by: Gino Rosati

THAT Section III item 9.2.2 – 2018 Budget Update, contained in Budget/Audit Advisory Board Minutes #3/17, held on November 3, 2017, be received. CARRIED ______

Section IV – Ontario Regulation 166/06, As Amended

RES.#A224/17 - ONTARIO REGULATION 166/06, AS AMENDED

Moved by: Linda Pabst Seconded by: Jack Ballinger

THAT Ontario Regulation 166/06, as amended item 10.3, contained in Executive Committee Minutes #9/17, held on November 3, 2017, be received. CARRIED ______

NEW BUSINESS RES.#A225/17 - EAST DON TRAIL PARKING STRATEGY

Moved by: Glenn De Baeremaeker Seconded by: Jack Heath

THAT the City of Toronto be requested to conduct a parking strategy for the East Don Trail. CARRIED ______

617 TERMINATION

ON MOTION, the meeting terminated at 11:27 a.m., on Friday, November 17, 2017.

Maria Augimeri John MacKenzie Chair Secretary-Treasurer

/ks

618