Authority Meeting Revised Agenda

#10/17 January 5, 2018 9:30 A.M. HEAD OFFICE, 101 EXCHANGE AVENUE, VAUGHAN Pages

1. MINUTES OF MEETING #9/17, HELD ON NOVEMBER 17, 2017 Link to Minutes

2. BUSINESS ARISING FROM THE MINUTES

3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF

4. DELEGATIONS

4.1 A delegation by Laura Alderson, in regard to item 10.1.1 - Request for Disposal of Toronto and Region Conservation Authority Land. 4.2 - ADDED ITEM 4.2 A delegation by David Rembacz, in regard to item 10.1.2 - Request for Disposal of Toronto and Region Conservation Authority Land.

5. PRESENTATIONS

6. CORRESPONDENCE

7. SECTION I - ITEMS FOR AUTHORITY ACTION

7.1 GREENBELT GOLDEN HORSESHOE CONSERVATION AUTHORITIES 5 COLLABORATIVE Expanding the Membership and Realigning the Geography and Mission of the Conservation Authorities Moraine Coalition 7.2 GOODWOOD RESOURCE MANAGEMENT TRACT TRAIL PLAN PROJECT 21 Initiation of Plan and Public Process

7.3 OAK RIDGES CORRIDOR CONSERVATION RESERVE TRAIL PLANNING 26 PROJECTS Initiation of Plan and Public Process

7.4 HUMAN RESOURCES INFORMATION SYSTEM 32 Request to Undertake Request for Proposal Process

8. SECTION III - ITEMS FOR THE INFORMATION OF THE BOARD

9. MATERIAL FROM BUDGET/AUDIT ADVISORY BOARD MEETING No meeting held this month

10. MATERIAL FROM EXECUTIVE COMMITTEE MEETING #10/17, HELD ON DECEBMER 15, 2017 Link to Minutes

10.1 SECTION I - ITEMS FOR AUTHORITY ACTION

10.1.1 REQUEST FOR DISPOSAL OF TORONTO AND REGION CONSERVATION AUTHORITY LAND 14 Pickering/Scarborough Townline, City of Toronto, Rouge River Watershed CFN 33517 Page 552

10.1.2 REQUEST FOR DISPOSAL OF TORONTO AND REGION CONSERVATION AUTHORITY LAND 4156 Dundas Street West, Etobicoke, City of Toronto, Humber River Watershed CFN 45819 Page 558

10.1.3 GREENLANDS ACQUISITION PROJECT FOR 2016-2020 Flood Plain and Conservation Component, Humber River Watershed Build Toronto Inc. CFN 55477 Page 566

10.1.4 GREENLANDS ACQUISITION PROJECT FOR 2016-2020 Flood Plain and Conservation Component, Humber River Watershed Pine Valley (FGH) Inc. CFN 58765 Page 569

2 10.1.5 GREENLANDS ACQUISITION PROJECT FOR 2016-2020 Flood Plain and Conservation Component, Humber River Watershed 4208-4214 Dundas Street West (VI) Ltd. CFN 58842 Page 572

10.1.6 LAKE WILCOX SPECIAL POLICY AREA Comprehensive Policy and Boundary Update, Town of Richmond Hill Page 575

10.1.7 EAST DON TRAIL CONSTRUCTION PROJECT – PHASE 1 AND PHASE 2 Design-Build Request for Proposal #10005933 – Phase 1 and Design-Build Request for Proposal #10006438 – Phase 2 Page 582

10.1.8 KORTRIGHT VISITOR’S CENTRE RENOVATION PROJECT Contracted Construction Services for Renovations to Washrooms and Classrooms Page 588

10.2 SECTION II - ITEMS FOR EXECUTIVE COMMITTEE ACTION

10.2.1 ROOF AND EAVES TROUGH REPLACEMENTS FOR ROUGE PARK RESIDENTIAL RENTAL PORTFOLIO Page 591

10.2.2 SUSTAINABILITY CONSULTING SERVICES Preferred Source Contract #10006760 Page 594

10.2.3 LAB SERVICES Contract #10006541 – Water Quality Samples for Tributary Monitoring Program Page 596

10.2.4 EAST HUMBER HEADWATERS PARK Page 633

10.3 SECTION IV - ONTARIO REGULATION 166/06, AS AMENDED Receipt of Ontario Regulation 166/06, as amended, applications 10.1 - 10.12, which were approved at Executive Committee Meeting #10/17, held on December 15, 2017 Page 598

3 11. NEW BUSINESS

NEXT MEETING OF THE AUTHORITY #11/17, TO BE HELD ON JANUARY 26, 2018 AT 9:30 A.M. AT HEAD OFFICE, 101 EXCHANGE AVENUE, VAUGHAN

John MacKenzie, Chief Executive Officer

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4 Item 7.1

Section I – Items for Authority Action

TO: Chair and Members of the Authority Meeting #10/17, Friday, January 05, 2018

FROM: John MacKenzie, Chief Executive Officer

RE: GREENBELT GOLDEN HORSESHOE CONSERVATION AUTHORITIES COLLABORATIVE Expanding the Membership and Realigning the Geography and Mission of the Conservation Authorities Moraine Coalition ______KEY ISSUE To authorize Toronto and Region Conservation Authority’s participation by the Chief Executive Officer in the newly formed Greenbelt Golden Horseshoe Conservation Authorities Collaborative.

RECOMMENDATION

WHEREAS the Province has affirmed its commitment to strengthen the Greenbelt, and to advance place-based planning on a regional scale through the Growth Plan for the Greater Golden Horseshoe;

AND WHEREAS the Greater Golden Horseshoe is one of the fastest growing regions in North America, with a projected population of almost 12 million people by 2031;

AND WHEREAS the health of Greenbelt and Greater Golden Horseshoe residents depends on the health of the natural environment, the sustainability and resilience of our communities and the building of a constituency of interests for a healthy urban region;

AND WHEREAS Conservation Authorities provide valuable and value-added services and benefits to our municipal partners who are addressing complex issues including climate change, Great Lakes water quality, public safety through flood remediation, sustainable city-building and transportation options;

AND WHEREAS ten Conservation Authorities have met for over a decade as the Greater Golden Horseshoe Chief Administrative Officers group to advance mutually beneficial solutions to the challenges facing the more urban watersheds, and nine Conservation Authorities have established place-based collaborative actions on the Oak Ridges Moraine since 2000 in the form of the Conservation Authorities Moraine Coalition;

AND WHEREAS there is an opportunity among Conservation Authorities to share knowledge, coordinate action, build expertise, understanding and capacity at a landscape scale, utilize resources in a more efficient and effective manner and ensure consistency of practice to advance better planning, policy and program outcomes;

THEREFORE LET IT BE RESOLVED THAT Toronto and Region Conservation Authority’s (TRCA) participation in the Greenbelt Golden Horseshoe Conservation Authorities Collaborative be endorsed;

AND FURTHER THAT TRCA’s Chief Executive Officer (CEO) be authorized to sign the Memorandum of Understanding outlined in Attachment 2.

5 Item 7.1

BACKGROUND The Province of Ontario enacted the Conservation Authorities Act in 1946 enabling municipalities to create watershed-based agencies called conservation authorities (CA). Today, 36 conservation authorities exist, predominantly in southern Ontario, which contains 90% of the province’s population.

Although CAs are autonomous bodies focused on local watershed issues, over the years CAs have also grouped together to address broader environmental issues which transcend watershed boundaries. For example, in 2000, the nine CAs having the Oak Ridges Moraine (ORM) within their watersheds formed an alliance entitled the Conservation Authorities Moraine Coalition (CAMC) to develop a position on how the CAs could assist with the ORM’s protection.

The CAMC formed a partnership with the regions of York, Peel and Durham and the City of Toronto (YPDT) to advance the hydrogeological science of the Oak Ridges Moraine. The CAMC also worked with the regions to advance recommendations for land securement, stewardship, monitoring and Natural Heritage Systems data management and protection, leading to provincial actions to enact ORM legislation and the ORM Conservation Plan.

Similarly, 10 urban-based CAs have met for over a decade to address concerns and challenges specific to more populated watersheds. This assembly is entitled the Greater Golden Horseshoe Chief Administrative Officers (GGH CAO) group.

At recent meetings of both the CAMC and the GGH CAO, discussions were held regarding amalgamating the two groups into one broader collaborative to address current resource management challenges within the GGH region, such as climate change, flood remediation and the environmental impacts of growth. A collaborative of conservation authorities on the GGH scale would have as a primary objective to support our respective municipalities to be successful in creating sustainable communities. As examples, 13 GGH CAs have been working together over the past year to develop a Greenbelt Enhancement Action Plan. Similarly, three GGH CAs (Credit Valley, Lake Simcoe and TRCA) have been leaders for research and promotion of Low Impact Development (LID). Additionally, these two groups have maintained a leadership role in the 10-year review of the four geographically based provincial plans for the Greenbelt, the Niagara Escarpment (NE), the ORM and the Greater Golden Horseshoe Growth Plan, by preparing report cards and collaborating in the consultation and commenting process.

RATIONALE There are many benefits to amalgamating the two groups, including the streamlining of efforts and reducing any duplication in work or overlap in attendance at meetings. This grouping of Greenbelt and Greater Golden Horseshoe CA has many common interests that can be addressed most efficiently as a collaborative including:  providing expertise for the consistent implementation of new policies in the four provincial land use plans, in order to manage the environmental impacts of future growth;  conducting research on sustainable technologies to minimize urban impacts;  enhancing and restoring the environmental quality of natural heritage and water resource systems;  supporting sustainable agriculture and food security;  growing the green economy; and  advancing inter-regional trail connections and recreational opportunities across the Greenbelt landscape.

6 Item 7.1

It is the intent that the amalgamated collaborative will provide a platform for dialogue among the CAs whose watersheds are located in the geographic area of the Greenbelt, NE, ORM and GGH Growth Plan area. Further, it is intended that this new CA collaborative will provide key advice and support to municipalities that are addressing climate change response, Great Lakes water quality, healthy communities and other growth related challenges. The goals and objectives from the Charter/Terms of Reference for the GGH CA Collaborative are detailed in Attachment 1. The mission of the GGH CAC is:

To advance the science, understanding, protection, restoration and public enjoyment of the Natural Heritage and Water Resource Systems of the Greenbelt and Greater Golden Horseshoe, in order to support municipal and provincial policies to provide a healthy, resilient and sustainable foundation for GGH communities.

Membership in the New Collaborative In addition to the CAs currently involved with the CAMC, it is proposed to expand the collaborative to include the CAs that have a large portion of their watersheds in the Greater Golden Horseshoe and Greenbelt areas (Appendix 1 in Attachment 1 - Charter/Terms of Reference). The new collaborative would include the Chief Administrative Officers (or equivalent) from the following CAs:  Central Lake Ontario  Lake Simcoe Region  Conservation Halton  Lower Trent  Credit Valley  Niagara Peninsula  Ganaraska Region  Nottawasaga Valley  Grey Sauble  Otonabee Region  Kawartha Conservation  Toronto and Region

Collaborative Logistics The collaborative will engage with regional partnerships for sustainability initiatives and provincial/regional/GGH issues and initiatives that are not identified as a strategic priority for Conservation Ontario.

A Memorandum of Understanding (MOU) that identifies the general provisions for the operation of and participation in the collaborative is included as Attachment 2. The MOU contains the value proposition and statement of challenge and opportunity to guide the Collaborative in its work. It also contains details of the working relationships of the parties, as well as provisions for adding new members or terminating the partnership.

DETAILS OF WORK TO BE DONE A list of 2018 work plan priorities is included as Attachment 3.

7 Item 7.1

FINANCIAL DETAILS The nine CA’s involved in the CAMC provide an annual (pro-rated) amount of $40,000 to support a secretariat function, which is provided by the TRCA. New partners to the collaborative will contribute to the secretariat support on a similar pro-rated basis. This funding will be used to support secretariat staffing functions (administrative and coordination/policy support at 20% of one full time equivalent position), meeting costs and as seed funding for contributions to successful project grant/funding proposals. The budget to support the secretariat is included as Attachment 4, which will become effective for all members beginning in 2018, and will be updated and approved annually. TRCA has contributed $10,000 annually to the CAMC since 2001 and will continue to contribute the same amount to the GGH CAC.

Report prepared by: David Burnett, extension 5361 Emails: [email protected] For Information contact: David Burnett, extension 5361 Emails: [email protected] Date: December 5, 2017 Attachments: 4

8 Attachment 1

Goals & Objectives for the GGH CA Collaborative

Goal 1: To foster partnerships to protect and restore an integrated natural heritage, land form and water resource system throughout the Greenbelt and Golden Horseshoe.

1. Work collaboratively to develop standards and ecologically based targets for terrestrial natural cover and wildlife habitat suitable for the varied landscapes of the GGH. 2. Drive innovation in managing water systems in urban and urbanizing areas by sharing knowledge and research that will facilitate the uptake of green technologies and green infrastructure. 3. Share policies and best practices that have proven effective in managing the challenges of urbanization and the integration of the rural land base and agricultural network with natural systems protection.

Goal 2: Strengthen the collaborative capacity of Conservation Authorities to further establish science-based research, monitoring and modelling through the development of environmental centres of excellence.

1. Collaborate with partners to ensure a long term monitoring and data collection program is in place for a variety of parameters in order to periodically report on GGH- wide health and sustainability trends over time, on a comparative watershed basis. 2. Become a GGH center of excellence for environmental modeling in areas such as groundwater, surface water hydrology, near-shore Lake Ontario and Green Infrastructure/Green Technologies and encourage, support and integrate the application of this knowledge into sustainable community planning, servicing and development.

Goal 3: To promote healthy communities and provide opportunities for public use, enjoyment and outdoor recreation by contributing to an accessible, linked public green space and trail system across the Greenbelt–Golden Horseshoe.

1. Promote the use of public green space and trail systems across the GGH for their contribution to broader social goals and values such as ecological goods and services, public health, food security and social equity. 2. Work with trail and other organizations to identify a regional network of off-road trail routes featuring a diversity of habitats, views and vistas to maximize educational and interpretive opportunities. 3. Utilize public lands to demonstrate the value and significance of the Greenbelt and connected natural systems, and promote their use for public enjoyment, recreation, local foods and health.

9

Goal 4: To advocate for ongoing and consistent funding for programs to protect and restore natural systems through stewardship, land securement and education.

1. Facilitate partners and stakeholders to advocate for the protection and enhancement of natural systems, features and functions, through the development of common messaging about the importance of natural systems. 2. Empower a team of partners to seek funding support and investment in stewardship activities on both public and private lands, as well as for the management of secured lands. 3. Collaborate with municipal and other partners to ensure adequate funding to maintain a coordinated network of educational programs and related facilities at conservation lands to provide family and youth oriented environment-based experiential learning and recreational opportunities.

Goal 5: To provide expert advice on environmental planning and policy matters to support a robust and resilient natural environment as the foundation for sustainable community planning across the Greenbelt – Golden Horseshoe.

1. Develop strategic partnerships to establish roles, responsibilities and funding mechanisms to support effective implementation of planning and policy matters for sustainable communities and new policy directions resulting from the 10-year review of Provincial Plans for the Oak Ridges Moraine, Greenbelt, Niagara Escarpment and Growth Plan. 2. Establish a team of planning and policy experts to research, develop and promote consistent and effective policy tools and mechanisms to support sustainable GGH environment/community needs. 3. Develop a strategy to enhance communications with key stakeholders, critical to effective planning and policy implementation.

Attachments

Appendix 1 Greenbelt Golden Horseshoe Conservation Authorities Map

Terms of Reference/Charter Greenbelt Golden Horseshoe Conservation Authorities Collaborative November 15, 2017

10

Appendix 1 - Greenbelt Golden Horseshoe Conservation Authorities

Terms of Reference/Charter Greenbelt Golden Horseshoe Conservation Authorities Collaborative November 15, 2017

11 Attachment 2

Memorandum of Understanding (“MOU”) for the Greenbelt Golden Horseshoe Conservation Authorities Collaborative (“Collaborative”)

12 PREFACE:

The Greater Golden Horseshoe is one of the most rapidly growing, dynamic, economically and ecologically significant regions in North America. More than 25% of Canada’s Gross Domestic Product is created here. At the same time, it is hydrologically and ecologically significant and has some of Canada’s most productive farmland and important water resources. The Province of Ontario has recently updated the Provincial Growth Plan for the Greater Golden Horseshoe and, at the same time, confirmed its commitment to the Greenbelt, including such natural features as the Oak Ridges Moraine and the Niagara Escarpment. Protecting and enhancing these areas in perpetuity will require the involvement and commitment of many. Conservation Authorities (CA) with watersheds in these planning areas have a key role to play in promoting a culture of conservation, ensuring that the environmental health of our communities is sustained, and that our quality of life continues to be unparalleled.

Like the geography that unites us, CA share many of the same challenges but also many of the same aspirations. Working closely with our member municipalities and other partners, we recognize that escalating growth pressures will continue to impact our green spaces and water resources. Over time, the issues we face, particularly across our most populated watersheds, will only increase in number and complexity. Climate change, healthy and resilient communities, natural heritage systems protection, water quality in the rivers, creeks, ground water and Great Lakes are issues that transcend jurisdictions. They are critical issues that require collaborative action and innovative solutions.

CA within the Greenbelt and Greater Golden Horseshoe have historically established ad-hoc collaborative alliances on an as-needed basis in response to topical issues of common interest. The approach to date has been operational and tactical in nature. The time for more formalized strategic action is now. The Province has committed to strengthening the Greenbelt and upholding its provincial interests at a landscape level across the Greater Golden Horseshoe and beyond. Conservation Authorities are driven to provide coordinated and value-added products and services to municipal partners as this is essential, not only to ensuring that our municipal partners are equipped with the right information, but that our relevance as watershed management agencies and resource management partners of choice, is affirmed.

Creating a formal Collaborative is a necessary first step to ensuring that the issues facing the Greenbelt and Greater Golden Horseshoe are identified and addressed and that opportunities to achieve a sustained high quality of life are pursued. Through the combined efforts of the Collaborative, the environmental quality of Ontario’s Greenbelt and Greater Golden Horseshoe Growth Plan lands can be positively influenced. Thinking strategically about these lands and establishing a collaborative partnership among CA will allow better information sharing, more efficient and effective alignment of resources, and ultimately, for better decisions and better ecological outcomes to emerge. The time is ripe to seize the opportunities before us and demonstrate the value of collaborative actions by CA.

2 13 CHALLENGE & OPPORTUNITY Collaborative Collective STATEMENT Purpose WHY THIS IS SO IMPORTANT… (Value Proposition)

The Greater Golden Horseshoe is one of The Collaborative has a three-fold collective the fastest growing regions in North purpose, as follows: America.

The issues facing this geography are 1. To improve our ability to provide complex, urgent and all too often, coordinated and beneficial products and compelling and pervasive. services to our municipal partners and stakeholders that will continue to build CA The Greenbelt and Greater Golden relevance. Horseshoe Growth Plan lands are facing many challenges, not the least of which

are time and a growing population. 2. To provide the critical mass of expertise New stories, new approaches and new and legitimacy to tackle landscape-scale collaborations are needed. issues and secure larger project grants for application at the local level. The environment of the Greenbelt and Greater Golden Horseshoe is connected; it needs to be viewed as part of the same 3. To coordinate among our CA to share integrated thought process. knowledge and ensure consistent practice for better outcomes in urbanization and The Conservation Authorities of the environmental protection. Greenbelt and Greater Golden Horseshoe are perfectly positioned to advance a more thoughtful, cohesive and collaborative approach to addressing environmental protection needs and impacts of growth on a

landscape level.

A formal Greenbelt Golden Horseshoe Conservation Authority Collaborative is needed.

3 14 THE SIGNATORIES TO THIS MEMORANDUM OF UNDERSTANDING AGREE to collaborate on actions to build a stronger CA place-based partnership across the Greenbelt and Greater Golden Horseshoe to protect natural systems, improve understanding of the environmental impacts of growth and to make Greenbelt and Greater Golden Horseshoe communities safer, healthier, and more sustainable by:

1. Undertaking science-based research and monitoring and regularly reporting on the state of the environment across the Greenbelt and Greater Golden Horseshoe. 2. Creating and sharing value-added knowledge and information with municipal partners and stakeholders about environmental challenges and issues to support decision making for more sustainable and resilient growth planning outcomes. 3. Providing opportunities on appropriate public lands for outdoor environmental education, recreation and community-based urban agriculture to support healthy and engaged citizens. 4. Providing environmental planning and policy advice and expertise to build ecological resilience and support sustainable community planning across the Greenbelt and Greater Golden Horseshoe.

MOU SUPPORT Signatories to the MOU will support the work of the Collaborative by:  Committing the CAO/GM/CEO or senior staff alternate to attend quarterly meetings of the Collaborative;  Identifying issues of concern that impact member municipalities as well as areas of opportunity for the Collaborative;  Working with other members of the Collaborative to develop an Annual Work Plan that will identify projects and initiatives of mutual benefit and support to the Collaborative, its partners and member municipalities;  Contributing modest financial support, by April of the year to which it is applicable, based on the CA ability to pay, in keeping with an annual proposed budget. This financial support will assist the Collaborative by offsetting meeting costs, secretariat support including the administration of funds secured through the Collaborative and providing seed funding for approved projects and associated grants;  Contributing to the preparation of joint grant applications for project specific initiatives that are of interest and benefit; 4 15  Providing in-kind staff support on specific projects, in keeping with the capacity of an individual CA and relevance to its watershed issues;  Sharing watershed-based plans, information, tools and data to enable landscape scale report carding that in turn will support CA-specific research, policy and planning.

IMPLEMENTATION

The signatories establish a Collaborative specifically focused on the vision, mission, principles, goals and objectives as stated in the Terms of Reference/Charter, and in the Annual Work Plan. The Collaborative will facilitate the implementation of this MOU. Working Groups may be established to guide specific tasks, as identified by the Collaborative. An Annual Work Plan will be established for this purpose.

GENERAL PROVISIONS This MOU does not create legally binding obligations on the signatories.

The signatories confirm their intention to preserve the confidentiality of commercially sensitive business information of each other and any third parties, and not to disclose such information other than as required or permitted by law.

Nothing in this MOU derogates from the powers, rights or privileges entrusted to the signatories to this MOU, nor can it affect the interpretation of legislation or any regulation, by-law or order made under an Act.

The signatories may amend this MOU by a written document signed by each signatory, including the addition of new members.

Any signatory may cease their participation in the Collaborative by providing sixty (60) days written notice to the other signatories.

This MOU is produced in twelve (12) copies, one for each of the signatories.

5 16 Signatories to the Collaborative

Dated at ______, on the ______day of ______, 2018.

For Central Lake Ontario Conservation Authority,

For Conservation Halton,

For Credit Valley Conservation,

For Ganaraska Region Conservation Authority,

For Grey Sauble Conservation Authority,

For Kawartha Conservation,

For Lake Simcoe Region Conservation Authority,

For Lower Trent Region Conservation Authority,

For Niagara Peninsula Conservation Authority,

6 17 For Nottawasaga Valley Conservation Authority,

For Otonabee Region Conservation Authority,

For Toronto and Region Conservation Authority

7 18 Attachment 3 GGH CAC 2018 Work Plan Priorities

1) Greenbelt Enhancement Action Plan: work with the Friends of the Greenbelt Foundation to complete an implementation strategy for the existing project. a. Finalize the top priority projects b. Develop a communications and launch strategy c. Secure funding and implementation partners d. Execute plans and strategies (by individual Authorities). 2) Western Lake Ontario Basin-Lake Initiative a. Provide leadership and direction for coordinating actions to link land and lake-related actions in the Western Lake Ontario basin to restore, preserve and protect Lake Ontario. b. Hold workshops to confirm partners and identify projects for inclusion. 3) GGH Coordinated Land Use Plans and Initiatives: review and understand the implications of amendments to the four GGH Provincial Plans and other related GGH initiatives, and direct any needed changes to CA implementation roles. a. Collaboratively with Conservation Ontario, participate in the review of work done by provincial technical teams in creating the Agricultural System, the Natural Heritage System, implementation guidelines for watershed plans, green infrastructure, performance measures, etc. b. Knowledge transfer to front line staff in permitting and planning functions. c. Sharing of technical comments on relevant GGH issues and initiatives. d. Prepare monitoring and reporting strategy to inform the next 10-year review of the 4 Plans and/or other GGH report cards. 4) Green Technologies (GT), Green Infrastructure (GI) and Environmental Modeling a. Work with partners to establish Centre of Excellence hubs to test and promote GT and GI innovations and offer technical transfer opportunities to the broader Conservation Ontario network. b. Develop strategies to mainstream the use of Green technologies and infrastructure in climate change mitigation and recommend to CO. c. Formalize a regional Center of Excellence for the modeling of groundwater, surface water hydrology, source water protection and the western basin of Lake Ontario. d. Establish a STEP (Sustainable Technologies Evaluation Program) Water collaborative to bring all knowledge, tools and training resources under one brand to support the delivery of LID across the GGH and Ontario. 5) Development of strategic partnerships with organizations such as: a. Friends of the Greenbelt Foundation b. Regional Planning Commissioners of Ontario (RPCO) and Regional Engineers c. Greater Golden Horseshoe Food and Farming Alliance d. Toronto Global (GTA marketing alliance) e. Ontario Environment Industries Association (ONIEA) f. Green Infrastructure Ontario (GIO) (*collaboratively with CO) g. Others such as Civic Action, Neptis, Academia. 6) Receive presentations by CA technical project groups to provide advice and direction at their key project milestones. 7) Begin to establish Technical Teams as necessary for identified work plan priorities.

November 15, 2017 19 Attachment 4 GGH CAC 2018 Budget

CAMC 15-Nov-17 Estimated 2018 2017 Approved Year End GGH CAC REVENUE $ $ GGH CAC Partners Central Lake Ontario 5,000 5,000 Credit Valley 5,000 5,000 Ganaraska Region 5,000 5,000 Kawartha Conservation 2,500 2,500 Lake Simcoe Region 5,000 5,000 Lower Trent Region 2,500 2,500 Nottawasaga Valley 2,500 2,500 Otonabee Region 2,500 2,500 Toronto and Region 10,000 10,000 Conservation Halton n/a 5,000 Niagara Peninsula n/a 5,000 Grey Sauble n/a 2,500 Prior Period Revenue (carry forward) $21,060 $42,125 Other Revenue (GBF Action Plan - final payment) 6,815 0 TOTAL REVENUE $67,875 $94,625

EXPENDITURES Salary 17500 25,000 Benefits 4200 5,000 Supplies 0 100 Meetings & Functions 500 1,200 Travel Expenses 100 500 Staff Development, Prof. Membership 700 750 Conference Expenses 0 0 Courier, Postage, Telephone 0 500 Promotional Material & Expenses 0 5,000 Printing Expenses 0 2,000 GIS/mapping support 200 1,000 Communications Support - Facilitation 2550 2,000 Grant-matching Project "Seed" Funds 0 51,575 TOTAL EXPENDITURES $25,750 $94,625

Excess of Revenue Over Expenditures (Expenditures Over Revenue) $42,125 $0

20 Item 7.2

Section I – Items for Authority Action

TO: Chair and Members of the Authority Meeting #10/17, Friday, January 05, 2018

FROM: Carolyn Woodland, Senior Director, Planning, Greenspace and Communications

RE: GOODWOOD RESOURCE MANAGEMENT TRACT TRAIL PLAN PROJECT Initiation of Plan and Public Process ______KEY ISSUE Commencement of a public planning process for the Goodwood Resource Management Tract Trail Plan Project, in partnership with Parks Canada, Green Durham Association and the Oak Ridges Trail Association.

RECOMMENDATION

WHEREAS Green Durham Association (GDA) in partnership with Toronto and Region Conservation Authority (TRCA), Parks Canada and the Oak Ridges Trail Association (ORTA) has received $75,000 from the Ontario Trillium Foundation (OTF) to undertake a public planning process for the Goodwood Resource Management Tract (Goodwood RMT) Trail Plan Project;

AND WHEREAS Parks Canada has committed to providing $33,000 towards the trail planning project with a focus on developing a northern gateway from TRCA lands and the Oak Ridges Trail to Rouge National Urban Park (RNUP);

AND WHEREAS GDA and the ORTA have committed to providing $50,000 towards the implementation of the plan ($40,000 GDA and $10,000 ORTA);

THEREFORE LET IT BE RESOLVED THAT staff initiate a public planning process in partnership with Parks Canada, the Green Durham Association and the Oak Ridges Trail Association to undertake the Goodwood RMT Trail Plan Project;

AND FURTHER THAT staff report back to the Authority on the final draft Trail Plan for approval.

BACKGROUND The Goodwood Resource Management Tract is comprised of 127.5 hectares (315 acres) of greenspace located in the West Duffins Creek subwatershed. The property is bordered by Webb Road to the south, Concession 2 to the west, and Concession 3 to the east. It is located entirely within the Township of Uxbridge in Durham Region. The property lies within the Oak Ridges Moraine, and is comprised entirely of natural cover. The trail system on the property includes several kilometres dedicated to hiking, snow-shoeing and cross-country skiing, including a section of the main Oak Ridges Trail, and a secondary loop of the Oak Ridges Trail, which connects to the RNUP on the south side of Webb Road. These trails were identified in the Duffins Creek Headwaters Management Plan for TRCA Properties (TRCA and The Duffins Creek Headwaters Advisory Committee, 2003).

21 Item 7.2

The southern boundary of the Goodwood RMT is almost directly across the road from the northernmost tip of RNUP. These northern RNUP lands were added to the Park in 2015, part of an approximately 2,100 hectare (5,200 acre) northeastern addition that extends the RNUP into the Regional Municipality of Durham and further into the Oak Ridges Moraine. With a section of the main Oak Ridges Trail running through the Goodwood RMT property, there is a key opportunity to provide a trail gateway connection between the regional Oak Ridges Trail network and the trail system within these northern RNUP lands.

RATIONALE A new dedicated trail plan for the Goodwood RMT will address the possibilities of this new context, with the Goodwood RMT now located at a critical juncture in the area’s trail landscape. The Goodwood RMT has historically been managed as part of the Duffins Headwaters Management Plan for TRCA Properties (2003). There has never been a dedicated trail plan for the Goodwood RMT property. Parks Canada is currently undertaking detailed trail planning work in the new northern RNUP lands, including the area immediately adjacent to the Goodwood RMT. Undertaking a Goodwood RMT Trail Plan at this time allows the harmonization of trail planning work between TRCA and Parks Canada and the ability to create a cohesive trail gateway between the two properties.

To explore this gateway opportunity between the RNUP trails and the Oak Ridges Trail system, it is highly valuable to bring together partners with expertise in these regional trail networks. Therefore it is appropriate to undertake the Goodwood RMT Trail Plan project as a partnership between TRCA, Parks Canada, the ORTA and the GDA.

The new Goodwood RMT Trail Plan will ensure that the future trail system will provide the best possible experience for its users, providing enhanced public access to greenspace and engaging recreational trail experiences while protecting the ecological integrity of the property.

FINANCIAL DETAILS Project funding is available through a $75,000 OTF grant, and $33,000 provided by Parks Canada. This funding fully covers the cost of TRCA staff and other incidentals required to complete the plan. The funds will be processed through account 444-72.

DETAILS OF WORK TO BE DONE This new trail plan will be undertaken within an ecosystem framework and in consultation with the community to ensure watershed health, public enjoyment and environmental sustainability. The planning process will be undertaken in the three phases:

Phase 1 – Project Initiation and Study Inventory:  Inventory physical environment, natural environment, land use context  Inventory existing trails  Establish a TRCA staff technical advisory committee, host meeting  Establish a community liaison committee, host meeting  Initiate on-line engagement  Engage with Indigenous partners

Phase 2: Trail Planning – Alternatives and Preferred  Develop and evaluate trail alternative alignments, including loop trails, and supporting trail amenities, such as parking, signage and resting areas

22 Item 7.2

 Develop the concept of a Gateway feature to acknowledge the connection between RNUP, TRCA land and the Oak Ridges Trail  Develop a safe public crossing of Webb Road  Consult with the Township of Uxbridge Accessibility Advisory Committee  Host a public information centre  Hold meetings with staff technical advisory committee and community liaison committee

Phase 3: Plan Finalization  Develop management recommendations and a detailed implementation plan  Develop trail plan document  Obtain Parks Canada, GDA and ORTA endorsement of the plan  Obtain TRCA approval of plan  Fulfill OTF grant requirements for recognition and reporting

Regular updates with project partners will ensure all parties are informed of the project status and can discuss issues or opportunities for support.

Report prepared by: Corinna Thomassen-Darby, extension 5625 Emails: [email protected] For Information contact: Mike Bender, extension 5827, Deanna Cheriton, extension 5204 Emails: [email protected], [email protected] Date: December 11, 2017 Attachments: 2

23 Attachment 1

#

Goodwood RMT

DUFFINS

DON

CARRUTHERS ")412 ")407

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HIGHLAND

Lake Ontario

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Section I – Items for Authority Action

TO: Chair and Members of the Authority Meeting #10/17, Friday, January 05, 2018

FROM: Carolyn Woodland, Senior Director, Planning, Greenspace and Communications

RE: OAK RIDGES CORRIDOR CONSERVATION RESERVE TRAIL PLANNING PROJECTS Initiation of Plan and Public Process ______KEY ISSUE Commencement of a public process for trail planning projects within the Oak Ridges Corridor Conservation Reserve, namely planning for a MacLeod Estate trail connection and consideration for cycling uses on certain secondary trails.

RECOMMENDATION

WHEREAS The Gordon and Patricia Gray Foundation, in partnership with Toronto and Region Conservation Authority (TRCA), has applied for a $75,000 grant from the Ontario Trillium Foundation (OTF) to undertake a public planning process for the MacLeod Estate Trail Linkage project;

AND WHEREAS the Town of Richmond Hill has committed $160,000 towards a public planning process and implementation of the MacLeod Estate Trail Linkage project contingent upon the funding partnership arrangement with TRCA, OTF and The Gordon and Patricia Gray Foundation (Town of Richmond Hill Council Meeting November 27, 2017, Confirmatory Bylaw #114-17);

AND WHEREAS The Gordon and Patricia Gray Foundation has committed to providing $100,000 towards the implementation of the MacLeod Estate Trail Linkage project within the Oak Ridges Corridor Conservation Reserve (ORCCR);

AND WHEREAS TRCA, The Town of Richmond Hill, and The Gordon and Patricia Gray Foundation will be entering into a Memorandum of Understanding to establish roles and responsibilities for undertaking the MacLeod Estate Trail Linkage project;

AND WHEREAS a request has been made by Durham Mountain Biking Association to permit cycling on secondary trails in Jefferson Forest (part of TRCA’s Oak Ridges Corridor Park East (ORCPE) lands in the ORCCR), and has expressed a desire to steward mountain biking trails on the TRCA lands in the Oak Ridges Corridor Conservation Reserve;

THEREFORE LET IT BE RESOLVED THAT staff initiate a public planning process for two related trail planning projects within the Oak Ridges Corridor Conservation Reserve: an Addendum to the Oak Ridges Corridor Park Management Plan – the Macleod Estate Trail Linkage, and an Update to the Oak Ridges Corridor Park East Management Plan – Cycling on Secondary Trails, subject to confirmation of funding;

AND FURTHER THAT staff report back to the Authority for approval on the final draft plans of the Addendum to the Oak Ridges Corridor Park Management Plan and the Update to the Oak Ridges Corridor Park East Management Plan.

26 Item 7.3

BACKGROUND The ORCCR is a large area covering two formerly separate properties: the Oak Ridges Corridor Park (ORCP) (428 hectares) owned by the Province of Ontario (Infrastructure Ontario) and managed by TRCA, and the Oak Ridges Corridor Park East (175 hectares) owned and managed by TRCA. The two sites were integrated following the completion of the ORCPE Management Plan in 2011. Together these properties form 603 hectares of prime Oak Ridges Moraine landscape on the border of the Humber River and Rouge River watersheds in the Town of Richmond Hill, Regional Municipality of York. The ORCCR is located west of Leslie Street, south of Bethesda Sideroad, east of Bathurst Street, and north of Jefferson Sideroad and Stouffville Road.

The ORCCR is a rich natural area that includes wetlands, kettle lakes and forests, supporting many unique wildlife and plant species. The Reserve includes a significant network of popular recreational trails including a section of the main spine of the Oak Ridges Trail, connecting this trail network to the regional Oak Ridges Trail system, and a portion of the Lake-to-Lake Trail, York Region’s active transportation trail initiative to connect Lake Simcoe to Lake Ontario.

The management of the ORCP property is guided by the Oak Ridges Corridor Park Management Plan (2006). A key objective of this plan was to enable passive recreational uses that welcome and accommodate local residents, supporting the development of trail linkages for neighbouring communities to the main Oak Ridges Trail.

The management of the ORCPE property is guided by the Oak Ridges Corridor Park East Management Plan (2011). As part of the trail plan component of this Management Plan, cycling is permitted on the main spine trail but not on any secondary trails. The Management Plan recognizes the importance of public use opportunities to encourage stewardship and emphasizes the need to minimize impacts on the natural environment. At the time of the plan, cycling on secondary trails was considered and the need for an organized group to assist with management of the trails was identified. No such group stepped forward to assume these responsibilities. Therefore, cycling on secondary trails was excluded as a permitted use.

RATIONALE Two distinct yet related trail planning needs for the ORCCR have been raised through community advocacy. TRCA’s completion of these trail planning projects will further ensure that the trail network on the ORCCR can meet the needs of a growing community, providing sustainable options for trail use that are supported by the community and will discourage informal and unauthorized trails.

The MacLeod Estate Trail Linkage project will address the need for a trail connection near the MacLeod Estate and Philips Lake, from the main Oak Ridges Trail within the ORCP property to a neighbourhood of approximately 1,000 homes, as well as the MacLeod’s Landing Public School. This new neighbourhood was not fully established when the ORCP Management Plan was developed in 2006. The lack of a trail connection creates the risk of informal trails, as the neighbourhood has expressed eagerness for a trail linkage into the Reserve. An Addendum to the ORCP Management Plan to address the MacLeod Estate Trail Linkage will establish an appropriate trail connection for the community. This project is being undertaken in partnership with the Town of Richmond Hill, the Province of Ontario (Infrastructure Ontario), and The Gordon and Patricia Gray Foundation.

27 Item 7.3

The Cycling on Secondary Trails project will plan for cycling uses on secondary trails within the ORCPE property. At the time that the ORCPE Management Plan was approved in 2011, there was no organized mountain biking or cycling club in the area that was willing to manage cycling trails and the cycling users. Therefore, cycling was restricted to the primary trail in the trail plan. Since the management plan was approved, the Durham Mountain Biking Association (DMBA) has expressed a desire to steward mountain biking trails on the TRCA lands in the Oak Ridges Corridor Conservation Reserve. An update to the ORCPE will assess appropriate cycling routes on secondary trails within the property. This project is being undertaken in partnership with the Town of Richmond Hill and the DMBA.

These two projects are being undertaken concurrently. It is anticipated that these projects will have similar internal and external key stakeholders, and the surrounding community will likely be interested in both projects. The interrelated nature of this work will create efficiencies in project communications and workflow. Also, it is the intent of the Province of Ontario and TRCA that the ORCCR be managed cohesively, and undertaking these two projects under one overarching process furthers the consideration of trail planning issues collectively on the entire public land property.

FINANCIAL DETAILS MacLeod Estate Trail Linkage: A grant for $75,000 is being applied for through the OTF. If the grant application is successful, the Town of Richmond Hill will contribute $160,000 to this project. The Town of Richmond Hill has also agreed to work with TRCA to secure additional funding sources. In addition, The Gordon and Patricia Gray Foundation has committed $100,000 to this project’s implementation. The secured funds for this project will cover the planning process and a portion of implementation, with the final construction costs being determined through the planning process.

Cycling on Secondary Trails: The funding for this project has been budgeted as part of TRCA’s York Conservation Land Care Program, under account 442-94.

DETAILS OF WORK TO BE DONE These trail planning projects will be undertaken within an ecosystem framework and in consultation with the community to ensure watershed health, public enjoyment and environmental sustainability. The combined planning process will be undertaken in three phases:

Phase 1: Initial Site Scoping and Evaluation  Inventory ORCCR physical environment, natural environment, land use context in the study areas  Inventory existing ORCCR trails in the study areas

Phase 2: Trail Planning  Establish a TRCA staff technical advisory committee concerned with both projects, host meeting  Establish a TRCA public advisory committee concerned with both projects, host meeting  Engage with the Ministry of Natural Resources and Forestry regarding the MacLeod Estate Trail Linkage project (and the Cycling on Secondary Trails project if necessary)  Initiate on-line engagement  Develop and evaluate trail alignment alternatives for the MacLeod Estate Trail Linkage project, including trail connections to the ORCCR main spine trail and supporting trail amenities, such as parking, signage and resting areas

28 Item 7.3

 Finalize cycling route alternatives for the Cycling on Secondary Trails project, including the designation of existing trails as cycling routes, identification of new authorized cycling trails, and the closure of unauthorized mountain biking trails  Consult on pedestrian trails with the Town of Richmond Hill Accessibility Advisory Committee, as per the requirements in Ontario Regulation 191/11 Integrated Accessibility Standards  Host a joint public information centre  Host meetings with the staff technical advisory committee and the public advisory committee  Develop management recommendations and a detailed implementation plan for the MacLeod Estate Trail Linkage project  Develop management recommendations and a detailed implementation plan for the Cycling on Secondary Trails project  Drafting and finalization of the Addendum to the ORCP Management Plan – MacLeod Estate Trail Linkage  Drafting and finalization of the Update to the ORCPE Management Plan – Cycling on Secondary Trails

Phase 3: Trail Plan Publication  Obtain DBMA endorsement of the Update to the ORCPE Management Plan – Cycling on Secondary Trails  Obtain ORTA endorsement of the Addendum to the ORCP Management Plan – MacLeod Estate Trail Linkage and the Update to the ORCPE Management Plan – Cycling on Secondary Trails  Obtain Town of Richmond Hill Council endorsement of the Addendum to the ORCP Management Plan – MacLeod Estate Trail Linkage and the Update to the ORCPE Management Plan – Cycling on Secondary Trails  Obtain Authority approval for the Addendum to the ORCP Management Plan – MacLeod Estate Trail Linkage and the Update to the ORCPE Management Plan – Cycling on Secondary Trails  Circulate the Addendum to the ORCP Management Plan – MacLeod Estate Trail Linkage to Infrastructure Ontario  Fulfill OTF grant requirements for recognition and reporting

Regular updates with project partners will ensure all parties are informed of their project’s status and can discuss issues or opportunities for support.

Report prepared by: Corinna Thomassen-Darby, extension 5625 Emails: [email protected] For Information contact: Mike Bender, extension 5287, Deanna Cheriton, extension 5204 Emails: [email protected], [email protected] Date: December 11, 2017 Attachments: 2

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Section I – Items for Authority Action

TO: Chair and Members of the Authority Meeting #10/17, Friday, January 05, 2018

FROM: Michael Tolensky, Chief Financial Officer

RE: HUMAN RESOURCES INFORMATION SYSTEM Request to Undertake Request for Proposal Process ______KEY ISSUE A request for approval to undertake a Request for Proposal to explore an integrated human resources and payroll software solution, with the goal of optimizing the administration and reporting of these functions.

RECOMMENDATION

WHEREAS Toronto and Region Conservation Authority’s (TRCA) payroll and human resource functions are currently operated independently, and staff has determined that operational efficiencies can be realized through a single integrated human resource information system (HRIS);

AND WHEREAS TRCA continues to seek ways in which to improve employee onboarding, off-boarding and the employee life cycle including time and attendance, learning and education, performance management and health and safety;

THEREFORE LET IT BE RESOLVED THAT a Request for Proposal process be undertaken to explore how systems integration may improve the ability of TRCA to administer and report on TRCA’s key resource – its employees.

BACKGROUND Human Resources and Finance are responsible for the administration, reporting, management and oversight of all matters related to the employment of all TRCA employees. These matters range from recruitment, job postings, interviews, onboarding, compensation, performance, payroll processing, pension and benefits administration, time and attendance, learning and education, and health and safety.

Since 2001, Finance has been using an in-house customized payroll software. The software allows for certain employee self-service and manager self-service capabilities, and also handles all payroll functions such as bi-weekly pay, deductions, remittances, T4’s and records of employment. A primary challenge of the customized in-house system is that it requires considerable manual data entry and manual calculations be determined and administered by the payroll staff, as well as upgrades and testing performed by payroll staff.

Human resource functions such as recruitment, onboarding, compensation, learning and education, and health and safety are housed on various software platforms. These software platforms are operated independently of one other, thereby, increasing the risk of certain operational inefficiencies.

In order to continue supporting the existing in-house payroll system into 2019, the organization will be required to pay $80,000 for a mandatory system upgrade carried out by TRCA staff.

32 Item 7.4

Consequently, there is an interest to explore alternative integrated solutions in the marketplace as part of the organization’s continuous improvement objective.

RATIONALE The overall objective of Human Resources and Finance is to explore ways in which the existing systems and processes of the two teams can come together and operate as seamlessly as possible. The development of a single system for human resources and payroll functions will result in a number of advantages to the organization, including:  automation of manual processes;  improved user experience for all staff;  improved compliance tracking and reporting abilities;  improved time, attendance and scheduling abilities;  elimination of the requirement to maintain and upgrade the software internally;  reduction in various indirect costs.

FINANCIAL DETAILS As part of the exploration process of various HRIS solutions, management of costs will be a priority, and included as a key consideration in the request for proposal document.

DETAILS OF WORK TO BE DONE TRCA will undertake an RFP process to determine the most suitable HRIS solution available in the market to optimize the administration and reporting of the various functions on a cost-effective basis, and staff will report back to the Authority with a report of the findings.

Report prepared by: Pamela Papadopoulos, extension 5973 Emails: [email protected] For Information contact: Pamela Papadopoulos, extension 5973; Victoria Kinniburgh, extension 5374 Emails: [email protected]; [email protected] Date: December 15, 2017

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