general information package - caledon · the amo/mepco submission was presented today to bill 206...

Page Support Requested For Information 3-5 AMO Breaking News re: Policing Update 6-7 AMO Breaking News re: AMO Submission on Bill 206 8-9 AMO Breaking News re: Ontario Launches First Phase of Municipal Infrastructure

Strategy 10-11 AMO Breaking News re: AMO Submits Infrastructure Funding Priorities to Federal

Government 12-21 AMO re: LAS Newsletter – Summer 2012 Edition 22 AMO News Release re: Local Municipal Official Elected to AMO 23-70 AMO Association of Municipalities Ontario 2011 Annual Report 71 Ministry of Finance re: Assessment Act 72 Ontario Human Rights Commission re: 50th Anniversary of Ontario’s Human Rights

Code 73-76 Ontario Heritage Trust re: New web pages 77-78 Niagara Escarpment Commission re: Development Permit Application P/E/2009-

242, Brampton Brick Limited, Part Lots 29 & 30, Concession 5, WHS, Town of Caledon, Region of Peel

79-83 Brampton re: Public Meeting - Delta Urban Incorporated – Fulton Bridge Estates

Inc. 84-88 Brampton re: Public Meeting – KLM Planning Partners Incorporated – Dusty Rose

Holdings Incorporated 89-90 Adjala-Tosorontio re: Fire Department Assistance July 17, 2012 91-93 Orangeville re: Public Meeting – East Side of County Road 23 (B Line) between

Spencer and England Avenues 94 Ramara re: Aggregate Resources Act 95 Wellington re: 5 Year Review of Official Plan 96-98 Halton Hills re: Top Aggregate Producing Municipalities of Ontario 99-104 MPAC re: Update 105 Ontario Good Roads Alert re: Minister of Infrastructure Rolls Out Assessment

Management Funding Program 106 Ontario Goods Roads Alert re: Minister of Transportation Agrees to “Open up” MMS

Regulations

Correspondence Package September 11, 2012

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107-108 South Georgian Bay Lake Simcoe Source Protection Committee re: Second Formal Consultation Begins Today

109-110 Drinking Water Source Protection re: Second Formal Consultation on Draft

Proposed Source Protection Plan and Explanatory Document 111-127 MEPCO re: Update on OMERS 128-129 Valleywood West Developments Limited re: GTA West Corridor – Mayfield West,

Valleywood Boulevard and Highway No. 10 Caledon 130 Donald Niece re: Thank you to Fire Department 131-135 Enbridge re: Improvements and Initiatives in Pipeline and Facility Integrity, Safety

and Operations 136-139 Borden Ladner Gervais re: Ontario Municipal Board, Appoint for Hearing, Township

of East Garafraxa Council Chambers, 374028 6th Line, Amaranth, Ontario, L9W 2Z3 140-141 Better Ballots re: More Choice and Flexibility 142 The Hazel McCallion Arts for Life Gala Conventions & Conferences 143-145 OMWA, Education Day, October 3, 2012, Quality Inn and Suites, Woodstock 146-148 Making it Work LID in Action Conference, October 4 & 5, 2012 149-150 Drinking Water Leadership Summit, October 23-25, 2012, Fairmont Royal York,

Toronto 151-155 Fall Symposium to look at how Ontario Lives, Works and Plays, October 25 & 26,

2012, Grand Central Lodge, Blue Mountain Resort 156-158 Economic Developers Council of Ontario, February 5-7, 2013, London Convention

Centre Minutes 159-262 TRCA Minutes July 27, 2012


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Barbara Karrandjas

From: Karen Landry

Sent: Wednesday, August 15, 2012 8:43 AM

To: ***Senior Management Team

Cc: ***Council; Agenda

Subject: FW: AMO breaking news re AMO submission on Bill 206

Page 1 of 2

8/30/2012

fyi Karen M. Landry Director of Administration/Town Clerk Administration Department Town of Caledon 6311 Old Church Road, Caledon, ON L7C 1J6 (905) 584-2272 ext. 4218 Fax 905-584-4325 www.caledon.ca

From: [email protected] [mailto:[email protected]] Sent: Tuesday, August 14, 2012 4:46 PM To: Karen Landry Subject: AMO breaking news re AMO submission on Bill 206 August 14, 2012 To the immediate attention of Clerks and Council: AMO MAKES SUBMISSION TO THE BILL 206 MANDATORY REVIEW The OMERS Review Act provides for a scoped review of the governance provisions of Bill 206 by the end of 2012. Bill 206 devolved the sponsorship responsibilities from the Province to the OMERS plan employer and employee sponsors in 2006. Details on the terms of reference for the review are available at http://www.mah.gov.on.ca/Page9860.aspx. The AMO/MEPCO submission was presented today to Bill 206 Reviewer, Tony Dean. The submission is available on the MEPCO website at www.mepco.ca. It supports the existing bi-cameral governance structure (Sponsors Corporation and Administration Corporation) and makes several recommendations on strengthening the role of the Sponsors Corporation Board and to provide some clarification on certain functions of the Boards. Dean’s timeline for completing the stakeholder consultation process is early September, followed by an assessment of the submissions and a report to Municipal Affairs and Housing Minister Kathleen Wynne by the end of the year, as required by legislation. Contact: Pat Vanini, Executive Director, [email protected] or 416-971-9856 ext.316.


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Bruce Mcleod, AMO Staff, [email protected] or 416-971-9856 ext.350.

PLEASE NOTE AMO Breaking News will be broadcast to the municipality's administrator, clerk and elected officials. Recipients of the AMO broadcasts are free to redistribute the AMO broadcasts to other municipal staff or elected officials as required. DISCLAIMER These are final versions of AMO documents. AMO assumes no responsibility for any discrepancies that may have been transmitted with the electronic version. The printed versions of the documents stand as the official record.

This message (and any associated files) is intended only for the use of the individual or entity to which it is addressed. The content of the message is the property of the Corporation of the Town of Caledon. The message may contain information that is privileged, confidential, subject to copyright and exempt from disclosure under applicable law. If the reader of this message is not the intended recipient, you are notified that any dissemination, distribution, copying, or modification of this message is strictly prohibited. If you have received this message in error, please notify the sender immediately, advising of the error and delete this message without making a copy. (Information related to this email is automatically monitored and recorded and the content may be required to be disclosed by the Town to a third party in certain circumstances). Thank you.

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8/30/2012


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Barbara Karrandjas

From: Karen Landry

Sent: Friday, August 17, 2012 1:51 PM


Cc: Rita Baldassarra; Marc Seguin; Agenda; ***Council

Subject: FW: AMO Breaking News - Ontario Launches First Phase of Municipal Infrastructure Strategy

Page 1 of 2

8/29/2012

next cp Karen M. Landry Director of Administration/Town Clerk Administration Department Town of Caledon 6311 Old Church Road, Caledon, ON L7C 1J6 (905) 584-2272 ext. 4218 Fax 905-584-4325 www.caledon.ca

From: [email protected] [mailto:[email protected]] Sent: Thursday, August 16, 2012 3:19 PM To: Karen Landry Subject: AMO Breaking News - Ontario Launches First Phase of Municipal Infrastructure Strategy TO THE IMMEDIATE ATTENTION OF THE CAO, CLERK AND COUNCIL

August 16. 2012

Ontario Launches First Phase of Municipal Infrastructure Strategy

The Ontario Government today launched the first phase of the Municipal Infrastructure Strategy under its long-term infrastructure plan, Building Together. Today’s announcement responds directly to a request for municipal support by AMO.

Through the first phase of the Municipal Infrastructure Strategy the Ministry of Infrastructure will provide $60 million over three years to municipalities for municipal asset management planning and critical repairs.

The funding includes:

Up to $9 million to help small, rural and northern communities meet capacity challenges to develop long term municipal asset management plans;

$750, 000 over three years to those Service Managers who have less than 4,000 social housing units to allow for asset management planning activities;

$51 million over two years to fund critical repairs to infrastructure identified as priorities through asset management; and

A guide and web tool to help municipalities complete their asset management initiatives to be eligible for provincial funding.


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Under the Building Together plan, the Province indicated that long-term asset management planning would be required of all organizations seeking provincial infrastructure funding.

The Provincial-Municipal Roads and Bridges Review also emphasized the need for municipal asset management to guide future funding when fiscal situations allowed for roads and bridges. While the government and AMO are committed to implementing the Premier’s pledge of a permanent, predictable roads and bridges fund, timing has been delayed due to fiscal circumstances.

While AMO supports municipal asset management to guide funding priorities, the association had concerns regarding the capacity of some municipalities to carry out these plans. A large majority of respondents to AMO’s recent infrastructure priorities survey indicated they had human resource or financial challenges in carrying out asset management planning.

With today’s announcement, the provincial government is responding to AMO and other municipal groups in their request for asset management and critical infrastructure support and taking a critical first step in putting municipal infrastructure, and its $60 billion funding gap, on a more sustainable footing for the future.

AMO News Release of August 16, 2012

AMO Contact: Craig Reid, Senior Policy Advisor, email: [email protected] (416) 971-9856 ext. 334..

PLEASE NOTE AMO Breaking News will be broadcast to the member municipality's council, administrator and clerk. Recipients of the AMO broadcasts are free to redistribute the AMO broadcasts to other municipal staff as required. We have decided to not add other staff to these broadcast lists in order to ensure accuracy and efficiency in the management of our various broadcast lists.

DISCLAIMER These are final versions of AMO documents. AMO assumes no responsibility for any discrepancies that may have been transmitted with the electronic version. The printed versions of the documents stand as the official record.


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8/29/2012


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Barbara Karrandjas

From: Karen Landry

Sent: Monday, August 20, 2012 10:55 AM

To: Agenda

Subject: FW: Breaking News: AMO Submits Infrastructure Funding Priorities to Federal Government

Page 1 of 2

8/29/2012


From: [email protected] [mailto:[email protected]] Sent: Sunday, August 19, 2012 12:30 PM To: Karen Landry Subject: Breaking News: AMO Submits Infrastructure Funding Priorities to Federal Government TO THE IMMEDIATE ATTENTION OF THE CLERK AND COUNCIL

August 19, 2012

The Board of the Association of Municipalities of Ontario has approved a submission to Infrastructure Canada that lays out the needs of Ontario’s municipalities in a new federal Long-Term Infrastructure Plan.

The AMO submission calls for a long-term investment program that would allow municipalities to plan capital works and ensure that local priorities are funded. These include:

A long term, ideally at least ten-year, program; Funding allocations by province based on population and economic importance; Dedicated portion of the funds to be directly for municipal infrastructure reflecting

the fact that municipal governments are owners of the greatest portion of public infrastructure; and

Eligibility of all local priorities determined by municipal councils through long term municipal asset management planning.

In approving the submission, AMO’s Board noted the critical importance of municipal infrastructure as the foundation for economic and social development, environmental protection and quality of life and passed a resolution that articulates municipal priorities. This resolution is appended below and local councils are encouraged to support it or use it as a basis for their own resolutions to the federal and provincial governments.


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The submission will be provided to the federal government and posted to the AMO website in the near future.

Resolution – Federal Long-Term Infrastructure Plan

Whereas municipalities in Ontario are responsible for the majority of infrastructure in the province and that infrastructure is an investment in the economic, social and cultural development and the environmental protection of our communities; and

Whereas the Government of Canada is developing a new Long Term Infrastructure Plan for federal support for infrastructure in Canada; and

Whereas, despite increased investment in municipal infrastructure by municipal, provincial and federal orders of government in recent years, Ontario’s municipalities still have a significant infrastructure deficit.

Now, therefore, the Board of the Association of Municipalities of Ontario resolves that:

Any new federal infrastructure support program must be long-term in its scope and horizon, ideally at least ten years, to help infrastructure investment partners tackle our significant infrastructure needs; and

That Ontario, as Canada’s most populous province, should be allocated infrastructure support under any new federal infrastructure support commensurate with its population and economic importance; and

That any new federal infrastructure support program must recognize the number and variety of infrastructure systems owned, managed and operated by municipalities in Ontario and the critical supports these provide to local communities and economies by providing for an exclusive municipal allocation in any new federal infrastructure support program; and

That the priorities of local governments in Ontario, as defined by their long-term municipal asset management plans, must be recognized and eligible for direct federal support under any new federal infrastructure support program; and

That those municipalities that have or will have comprehensive asset management plans in place at the time the Federal program is in effect should be considered immediately eligible for any new infrastructure program funding from the federal government.

AMO Contact: Craig Reid, Senior Policy Advisor, email: [email protected], (416) 971-9856 ext. 334


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of 262

Barbara Karrandjas

From: Karen Landry


To: Agenda

Cc: Jeremy Schembri; ***Senior Management Team

Subject: FW: LAS Newsletter - Summer 2012 Edition

Page 1 of 2

8/29/2012

fyi next cp Karen M. Landry Director of Administration/Town Clerk Administration Department Town of Caledon 6311 Old Church Road, Caledon, ON L7C 1J6 (905) 584-2272 ext. 4218 Fax 905-584-4325 www.caledon.ca

From: [email protected] [mailto:[email protected]] Sent: Thursday, August 16, 2012 6:08 PM To: Karen Landry Subject: LAS Newsletter - Summer 2012 Edition TO THE IMMEDIATE ATTENTION OF CLERK, ADMINISTRATOR, COUNCIL & GREEN TEAM Attached is the Summer 2012 LAS ‘NewsfLASh’ Service newsletter. Included in this publication is a wealth of energy related news as well as program updates for many LAS programs, as well as information about upcoming training/education sessions, and other valuable LAS services. Click on the below link to access the newsletter: http://www.amo.on.ca/wcm/CMDownload.aspx?ContentKey=159aa20c-e7ef-4483-bdd5-821d95409ce9&ContentItemKey=b0deb89f-22fa-4f41-9556-af59f9e9381b or http://www.amo.on.ca/WCM/LAS_Content/Front_Page_News/Read_a_copy_of_the_latest_ If you have problems opening the attachment(s) please call AMO/LAS at (416) 971‐9856. PLEASE NOTE


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AMO/LAS communications will be broadcast to the municipality's administrator and clerk. Recipients of the AMO/LAS broadcasts are free to redistribute the AMO/LAS broadcasts to other municipal staff and elected officials as required. We have decided to not add other staff to these broadcast lists in order to ensure accuracy and efficiency in the management of our various broadcast lists. DISCLAIMER These are final versions of AMO/LAS documents. AMO/LAS assumes no responsibility for any discrepancies that may have been transmitted with the electronic version. The printed versions of the documents stand as the official record. CONFIDENTIALITY NOTICE This e‐mail message and all documents that may accompany it are intended only for the use of the individual or entity to which addressed, and may contain privileged or confidential information. Any unauthorized disclosure or distribution of this e‐mail message is prohibited. If you have received this e‐mail message in error, please notify me immediately. Thank you.


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AMO/LAS presents an Energy Planning workshop geared towards all municipal staff and elected officials interested in energy planning as required by Regulation 397/11 Energy Conservation and Demand Management Plans in the following locations:

Oct 24, 2012 — Ottawa Delta Ottawa City Centre Oct 25, 2012 — Huntsville Canada Summit Centre Oct 26, 2012 — St. Catharines Best Western St. Catharines Hotel & Conference Centre Oct 30, 2012 — Thunder Bay Valhalla Inn This full-day workshop will provide the necessary tools for your municipality to start to develop an operational and practical energy plan before July 2013—as required by Regulation 397/11 including: A review of the report and plan required under Reg 397/11 Detailed treatment of key areas including:

a) Energy policy b) Projects and Initiatives c) Use of Benchmark and Audit++ Information d) Distributing the human resource burden

Identify and capitalize on immediate savings opportunities Develop cost-saving energy management solutions An overview of the LAS Energy Planning Tool (EPT) The numbers behind the report and plan Sources of energy data within the small municipality Simple procedures for energy tracking and reporting. All participants will receive a detailed workshop package and access to an online toolkit with loads of information about best practices, new technologies, available funding programs… and much more. Access the registration form at: www.LAS.on.ca

LAS Energy Workshop Sessions

this issue LAS/AMO Upcoming Events P.1

Energy Management - Where To Start P.2

Energy Planning Tool (EPT) P.3

LAS Natural Gas Program & Market Update P.4

LAS Electricity Program Update P.5

Fuel & Lubricant Program / Investment Program P.6

LightSavers Illuminating Municipal Street Lighting P.7

Leading Lights P.8

11 JULY 2012

ISSUE newsfLASh

Energy Symposium

December 6, 2012 Sheraton Toronto Airport 801 Dixon Road, Toronto

Energy policy and programming in Ontario is never boring. 2012 has certainly been no exception and many other changes look to have an impact in 2013. Connections aims to equip municipal, utility, and other broader public sector partners with the information and tools they need to comply with regulatory obligations, avoid cost increases, save money and protect the environment. Cost-saving measures, leading and cutting-edge technologies, and ideas for consideration will be presented at the 2012 Connections Energy Symposium on December 6 at the Sheraton Toronto Airport Hotel.


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Managing Energy – Where to Start? Each municipality is unique and meeting the challenges of managing energy can be just that – a challenge! The challenges related to municipal energy management are common ones – lack of time, lack of resources, lack of energy understanding and how to manage it. With these challenges in mind, getting started can seem difficult, albeit very important. The economic benefit of energy management is clear – it helps to reduce municipal costs. From an environmental perspective, reducing energy consumption from carbon based fuels has the benefit of reducing a municipality’s contribution to greenhouse gases (GHG). Every municipality knows they need to work to better manage their energy resources, but how to start is the challenge. Municipalities have addressed the issue of energy management in varying ways, including: hiring energy managers, utilizing consultants, adding the responsibilities to an existing staff position. Regardless of how, it is imperative that municipalities continue or start to address energy management issues within their organization now. The new Energy Conservation and Demand Management Plans (Reg 397/11) Regulation under the Green Energy Act requires that municipalities now turn their heads toward the issue of energy management and tracking. LAS can help with this new responsibility; we have the expertise and ability to support your efforts and to help you keep learning. Services available through LAS include: Assessing your current position – getting started can be a daunting task. LAS staff

can help you better understand how your municipality can best move forward in the energy management realm using our various programs and services.

Gather and Track Energy Data – LAS’ Energy Management Tool can help you to

gather, capture, and report on this valuable data. Develop an Organizational Energy Plan – lay out your organization’s policies, goals/

strategies, and energy targets using the LAS Energy Planning Tool. Procurement Programs – LAS offers bulk procurement programs for electricity,

natural gas, and fuel that can help your organization ensure overall budget stability and save some money along the way. All LAS programs offer periodic member consumption reports to aid in your energy management activities.

Assess results of projects and programs – LAS staff can help as you seek to

improve your procurement, tracking, and planning activities. Member service is a key priority for us.

Education – LAS is committed to municipal sector energy management education; we

offer energy seminars and conferences for the sector, as well as various educational reports and studies.

Information about all LAS services can be found at www.LAS.on.ca or by contacting Chris Hanlon [email protected]. 2

Municipal Risk Management LAS is pleased to partner with Frank Cowan Company to offer Ontario municipalities access to education and informational materials that promote continuing awareness and action related to new and longstanding municipal risk management issues. Municipalities must be aware of risk management issues to help effectively reduce the frequency and severity of claims against the organization. This requirement is made more imperative by the increasing number and severity of claims faced by municipalities. Visit the LAS Risk Management webpage to learn more: http://www.amo.on.ca/Content/las/AdministrationPrograms/RiskManagement/default.htm


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Section 6 of the Green Energy Act (2009) includes a requirement for all broader public sector (BPS) entities to develop energy conservation plans. Energy Conservation and Demand Management Plans (Reg 397/11) Regulation specifies what information is required in both the annual reports and the 5 year strategic plan: The first report is due on July 1, 2013.

Municipalities must complete an Energy Consumption and GHG Emission Template based on at least one year of data (may be 2012 or 2011). This data is to include consumption information for electricity, natural gas, propane, and oil consumed in municipal facilities as reported in ekWh. Reports are also to include the square footage and hours of use in reported facilities. Municipalities can also report on previous energy conservation initiatives.

The second report, due on July 1, 2014,

requires municipalities to develop energy conservation and demand management plans as outlined in the Conservation Plan section. The regulation is flexible in terms of this plan but the Ministry is developing templates, best practices, and guidelines for posting on their website.

Since launching in April, over 30 municipalities have already started their EPT subscriptions. The EPT is accessible and

has lots of samples from other that have already completed plans to make the process as painless as possible. The EPT will allow municipalities the opportunity to create integrated energy management plans that include the following:

Energy Planning Tool (EPT) is your best compliance tool for Reg 397/11

Manage Energy Processes, Programs, and Projects - List all your energy processes, program, and projects in one place and add in costs, targets, and expected outcomes. Classify each of them as “Pending”, “Active” or “Completed” and designate key personnel.

Report Generator - Reporting and

compliance is a costly, time-consuming process, and living process. Attached samples and templates offer assistance along the way.

Manage Energy Consuming

Assets - Create a simple profile for each of your energy consuming assets. Define their basic energy profile and add in annual consumption data.

The EPT is part of the full suite of energy management services on offer by LAS’ Energy Services Division. The EPT is hosted by LAS and access is provided via the internet through a secure web portal. You can provide access to as many users as you desire. The EPT has been designed by energy experts and municipal staff for use by municipal and other public sector staff. Municipalities can access the EPT from an individually tailored and secure website for only $200 per annum.

Did you know?

LAS is a licensed electricity retailer. In

2010, LAS acquired an OEB retailer license and

purchased a complex billing and settlement

software application in order to bring all

administration and billing/settlement functions

related to the Electricity Program in-house at LAS.

LAS now manages all enrollment, billing/

settlement, and load forecasting for all 6,500

enrolled accounts across 99 participating municipalities.


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Natural Gas Program and Market Update

Market Update Natural gas prices, in the daily spot market, continue to trade at 10 year lows, averaging less than 10 cents/m3 in calendar 2012, and almost 50% lower than the average price in 2010. There are two major reasons for the recent low prices. First, warmer than normal temperatures across most regions of North America have resulted in lower-than-normal gas demand. The winter of 2011/12 was one of the warmest on record in the last 118 years. Secondly, strong growth in US gas production in recent years - coming from shale gas formations which are rich in liquids (ethane, propane and butane), has kept gas supply high and prices low. This combination of increased gas supply and warm winter temperatures has also resulted in record quantities of gas in storage, with current gas inventories being 35% above the average fill rate of the last 5 years. These current low prices are unsustainable as many producers are losing money. The market is starting to see a supply response with a number of producers announcing production curtailments and significant decreases to their 2012 drilling expenditures. In fact, in the last 7 months the number of natural gas drilling rigs in the US has decreased by 36% - to 588 rigs. This is the lowest rig count since 2002, which should restore a better equilibrium between supply and demand towards the end of 2012. Over the medium-long term, many factors are expected materially increase natural gas demand and help to push North American gas prices up to more sustainable levels. First, stricter US air pollution rules from the Environmental Protection Agency (EPA), could prompt the electricity generators to close as many as 20% of the coal burning plants in the US. Replacing these facilities with gas fired generation would represent an incremental demand of approximately 5% of the present total US natural gas consumption. In addition, the export of liquefied natural gas (LNG), to pacific-rim countries where natural gas trades based on the price of crude oil, or at 45 to 50 ¢/M3 is becoming a real consideration for the North American market. Other factors that will put upward pressure on natural gas rates in the medium term are growth in the conversion of heavy vehicles, mainly highway trucks, from diesel fuel to natural gas, and growing oil sands production in Alberta, which is projected to consume significant additional quantities of natural gas.

What does this mean for the LAS Program? With the market analysis in mind, the LAS Natural Gas Program is strategically positioned for the coming 3-4 year period. LAS members are currently paying 20.1 ¢/M3 for natural gas, but due to a significant number of strategic gas purchases for the years starting November 1, 2012, 2013 and 2014, LAS has a portfolio that should provide gas commodity rates of 16-17¢/M3 range for the next two to three years.

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Extension of Natural Gas Program Administrator Contract

After an initial term of five years as administrator of the LAS Natural Gas Program, and a throrough program review by LAS, Energy Advantage has been awarded the administrator role for an additional three year term. This contract extension will ensure the continuity of our natural gas program management strategy, and will as such be unnoticeable to program members. If you have any questions about the management of the LAS Natural Gas Program please contact Jason Hagan.


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Electricity Program Update

The LAS program has grown to include 100 Ontario municipalities – 96 take part in our hedge purchases, 3 have only their streetlight accounts enrolled with LAS, and 1 municipality has taken advantage of our new spot-market pass-through program to have all of their accounts bill 100% at prevailing spot market rates. LAS is also completing load profiles for 5 additional municipalities with a goal of going to market for a hedge purchase for this new group in August 2012. We expect competitive pricing for this group due to easing prices in the electricity sector - indicative pricing for the remainder of 2012 is 2.4 cents/kWh. A similar purchase price would represent a savings of 0.7 cents/kWh compared to current LAS hedge contracts… as such, this is a great savings opportunity for municipalities. Current Members - 2013 Purchases: All current LAS program members are engaged in hedge purchases that end at December 31, 2012, and are realizing current year savings of approx. 0.3 cents/kWh compared to the prevailing RPP rates. LAS will compete load profile revisions for all current members in July/August based on the most recent 12 months of data - July 2011-June 2012. We expect to use this data to complete an electricity tender in September 2012 for the 2013 year. Given low indicative market pricing for the 2013 period, LAS expects that a fall 2012 tender will result in decreased electricity hedge costs for members for the 2013 period – currently, 2013 period pricing is approx. 0.8 cents/kWh lower than prevailing RPP rates (even with the average Global Adjustment included.) In addition to savings for hedged accounts, LAS continues to provide savings for municipal streetlight accounts by billing them at the prevailing off-peak market rates with no hedge applied. Under the RPP model, streetlights are billed at the same rates as all other accounts but when enrolled on the spot market using a retailer (i.e. LAS), streetlight accounts can be settled at the spot market rates. This billing model continues to provide savings of 10-12% compared to RPP rates. The first step to join this LAS program is to have a load profile completed. A load profile is a snapshot of how much electricity your operations require on a day-by-day and month-by-month basis for a full year. To learn more about this process please review the ‘How-to-Get Started’ document on the LAS website (Electricity-Program Enrollment).

RPP Rate Change

Effective May 1, 2012, the Ontario government announced an average

increase in the RPP time of use (TOU) rates of 6.8%. The new TOU

rates are as follows: peak rate = 11.7 cents/

kWh, mid-peak rate = 10 cents/kWh, and off-peak rate = 6.5 cents/

kWh.

For the small number of municipalities still on

traditional RPP rates, the rate increases at

May 1 represent a 5.5% average increase.

Under these tiered rates, municipalities

now pay 7.5 cents/kWh for the first 750kW and

8.8 cents/kWh for all usage above that

threshold.

These rate changes have increased the

‘avoided costs’ realized by LAS members for

RPP-eligible accounts enrolled in the

Program. The savings for LAS program

members 2012 YTD are 0.34 cents/kWh

(approx. 3.9%) compared to prevailing

RPP rates.

5

Cotninued from page 4 It is expected that as utility gas rates begin to rise in 2013, program members will realize gas cost savings from the contracts put in place by LAS, and will benefit from the absolute budget stability provided by the Program. In addition to competitive gas rates, LAS will be providing a $1 million rebate to program mem-bers in July 2012, increasing the total of LAS program rebates to $4.6 million since 2008.


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Fuel and Lubricant Procurement Program

The LAS Fuel Program offers small and medium-sized municipalities access to competitive fuel prices through a preferred vendor contract with Imperial Oil (Esso), as well as weekly bulk fuel pricing, advance notice of price changes, and fleet cards. Average savings of 2-3 cents/L have been realized by municipalities currently utilizing the bulk program, and savings of 2.8 cents/L have been achieved for the fleet portion of the program. Due to LAS’ group size and our partnership with Prairie Fuel Advisors (a subsidiary of the Alberta Association of Municipal Districts and Counties - AAMDC), we have recently achieved an additional pricing reduction for the LAS program. The average discount across all Esso pricing zones is 7%, but the discount varies by pricing zone. The new program price will take effect in the coming weeks for current program members and will be used for any new fuel analysis completed by LAS. How to Take Part in this Program:

The first step to take part in this program is to have a savings analysis completed by LAS. LAS is pleased to complete this free of charge for any interested municipality; all that is required is a 6 month (or longer) history of fuel data – this can be provided via Excel (preferred) or PDF bill copies. To complete an analysis we need to know the following for each fuel purchase: fuel type, cost per litre, date of delivery, and volume. It must also be clear as to what taxes are included in the price per litre.

With this information LAS and PFA will complete an analysis using the LAS program rate structure for your area to demonstrate the savings opportunity for your municipality for the period compared to your actual cost paid for fuel. For more information about the program or about our preferred lubricant pricing, contact Jason Hagan.

One Investment Program Testimonial “The District has been a part of One since the beginning. The program provides for ease of financial administration while offering a good selection of investment types, strong returns, and because the program helps to support two important municipal associations – AMO and MFOA.” Stephen Cairns,

Commissioner of Finance and Corporate Services

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Did you know that LAS offers an Investment Program? LAS partners with a subsidiary of the Municipal Finance Officers Association (MFOA) to offer a pooled investment program to Ontario municipalities and the broader public sector, which offers very competitive investment returns and a range of investment options. The program currently manages approx. $480 million, and operates by pooling investment funds from 90+ participating organizations in one of four available investment portfolios (Money Market, Bond, Corporate Bond, and Equity), with each portfolio managed by a professional investment management firm. Through One, all investors receive many advantages not typically available to an individual investor, including: Guaranteed compliance with

provincial investment regulations Professional investment

management Very competitive returns and Investment diversification Complete flexibility and liquidity of

investments Regular investment reporting The One Investment Program model has been so successful in Ontario that LAS and MFOA/CHUMS are now offering the same program model in Alberta to the municipal members of the Alberta Association of Municipal Districts and Counties (AAMDC). Contact Jason Hagan to learn more about the One Investment Program and how it can help your organization.


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LightSavers Illuminating Municipal Street Lighting LightSavers Canada, www.lightsavers.ca, building from the earlier Toronto region LightSavers program, as well as a global initiative over the last three years is developing a national network of lighting asset professionals. LED lighting will significantly reduce energy and maintenance costs, improve public safety, and enhance the quality of lighting on streets and in buildings. Barriers to adoption, though, include performance anxiety, the unfamiliarity of procuring LEDs, the high cost of LED luminaires, and utility tariffs. Lighting asset managers are invited to join the Lightsavers consortium and share experiences of LED technology, procurement, warranty and financing. As an independent initiative with funding from NRCan, Lightsavers Canada will provide webinars, workshops, tools and be a centre for communication and information regarding LEDs, assisting municipalities to overcome these barriers. Municipal lighting asset managers should take two minutes to join the Lightsavers consortium. (It’s a simple form): http://www.lightsavers.ca/member_application_english.php Building on LED performance trials and policy studies in the Toronto region funded by NRCan and the OPA since 2008, LightSavers Canada will: focus initially on outdoor lighting, but will eventually broaden to encompass

commercially near-term indoor LED niches, such as high bay and retail lighting; research and write relevant case studies of Canadian performance scale-up projects

and facilitate new easy-to use-tools related to procurement, warranties, and financing; explore the feasibility of establishing in partnership with private financing institutions

and provincial agencies a national Lighting Investment Fund to facilitate placement of capital in government sector infrastructure lighting upgrades;

explore the feasibility of creating provincial level aggregate procurement mechanisms

to aid in procuring LED luminaire products across municipal jurisdictions; explore the feasibility of offering independent consulting services to its membership in

the areas of performance trial design, business case analysis, and procurement.

Contact: Michelle Wolfenden, Lightsavers Program Manager, [email protected]


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For more information on LAS programs contact: Jason Hagan, LAS Program Coordinator l [email protected] l [416] 971-9856 x. 320 Scott Vokey, Energy Services Coordinator l [email protected] l [416] 971-9856 x. 357 Chris Hanlon, Manager - Energy l [email protected] l [416] 971-9856 x. 356

Can you describe your main duties? As an energy manager in a smaller municipality like the Town of Caledon your responsibilities touch upon all aspects of energy including policy, programs, and projects that deal with energy efficiency, demand management, renewable generation, and energy procurement. Beyond the energy focused projects there are opportunities to participate on more environmentally focused initiatives that have links to energy consumption. What was the impetus for your role in the Town and how does it fit in the administrative structure? The Town of Caledon prides itself in being responsible stewards of the environment. It was recognized that good energy management was intrinsically linked to the Town’s environmental priorities. This is why the Town had located the energy manager the Environmental Progress Office, which is now referred to as the Energy and Environment Section. This structure helps ensure that energy and environment initiatives are not done in isolation of each other. Council also recognized the fiscal responsibilities and opportunities that good energy management addresses. This can range monitoring and verifying energy consumption and cost to taking advantage of the many energy incentive programs and revenue generating renewable energy opportunities currently available. What successes have you enjoyed to date? One of the first projects that I took on at the Town of Caledon was the creation of a Corporate Energy Management Plan. Through the development an energy management gap analysis was completed in coordination with key staff. One of the first actions that this analysis brought to light was the need for improvements in our energy management system - a new system was initiated this spring. In early 2012, the Town completed three solar photovoltaic microFIT programs with LAS. The manner in which we build our facilities was also recognized as an area for improvement which has the led to the intradepartmental development of a Corporate Green Building Standard. Can you tell us a little about how you developed your Energy Plan? Our Corporate Energy Management Plan was written internally. The Town did still retain consulting services to assist with the development of the Plan. These services included putting on a staff energy management workshop, assisting with an energy management gap analysis, and providing cost and savings estimates for different energy actions. It was important that the development of the Plan was an inclusive process and those directly affected by recommended actions would be involved from the beginning. It was also important that the Plan was in line with the pending provincial criteria and requirements for Conservation and Demand Management Plans. What types of internal or external supports do you rely on? I am in the fortunate position to be in a municipality that has a council that recognizes the value of proper energy management. It is important to work with your Financial Department to ensure that there is a common understanding of the financial implications of a particular project. Energy is something that affects most people in an organization so it is important that you keep open lines of communication and continue to educate and provide feedback. It is important to find time to communicate with colleagues outside of your organization and share knowledge. This can be done through the attending workshop and conferences or participating on committees and task forces like the Mayor’s Megawatt Challenge or the AMO Energy Task Force.

Leading Lights Jeremy Schembri, Town of Caledon


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Association of Municipalities of Ontario

200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 | Fax: (416) 971-6191 E-mail: [email protected]

NEWS RELEASE

FOR IMMEDIATE RELEASE

Local Municipal Official Elected to AMO

Toronto, ON, August 24, 2012 – At the Annual Conference of the Association of Municipalities of Ontario (AMO), Marolyn Morrison, Mayor, Town of Caledon and Councillor, Region of Peel, was elected to the AMO Board of Directors, Regional & Single Tier Caucus. As a member of the Board Marolyn will help set policy for the Association and serve as a key municipal leader in the Province. “AMO’s Board of Directors benefits from membership from across the Province, reflecting the diversity of Ontario’s municipal governments. To that end, I am pleased to have Marolyn on the 2012-2014 Board team,” said AMO President, Russ Powers. AMO’s key advocacy priorities are focused on achieving fiscal sustainability for municipal governments, advancing federal, provincial partnerships for infrastructure and strengthening municipal legislative authority to advance local economic prosperity and environmental sustainability. AMO is a non-profit organization representing almost all of Ontario’s 444 municipal governments. AMO supports strong and effective municipal government in Ontario and promotes the value of municipal government as a vital and essential component of Ontario and Canada’s political system.

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For additional information, please contact: Brian Lambie, AMO Media Contact, 416-729-5425


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2011 Annual Report2011 Annual Report


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-3-Table of Contents

President’s Report 4

Rapport du Président 5

AMO Board 6

Executive Director’s Report 7

Secretary-Treasurer’s Report 8

Taskforces

Provincial-Municipal Fiscal Service Delivery Review 9 Accessibility 10 Economic Development 13 Energy & Environment 14 Human & Social Services 16 Policy & Planning 19 Waste Management 21

Appointments 24

The AMO Team 29

Financials

Independent Auditor’s Report 31 Statement of Financial Position 33 Statement of Operations 34 Statement of Changes in Net Assets 35 Statement of Cash Flows 36 NotestotheFinancialStatements 37


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-4-President’s Report

It has been an honour to serve as AMO’s President at an important time for Ontario - its municipal governments and the communities we serve. During my tenure, the Board has continued on the course that has been set bypastmunicipalleaders.Specifically,wehaveworkedtobuildastrongerand more valuable association for our member municipalities. A strong association means better chances of securing good public policy outcomes.

AMO has advanced the principle that municipalities should be respected as, and live up to the responsibilities of, duly elected governments in their own right. Thanks in large part to the strong support and pragmatic approach of our members, we have been able to work with our provincial and federal peers to improve countless government policies and programs. Over time, wehaveconvincedthesepartnersthattheyhavebothamoralandpracticalobligation to involve AMO early, to consult with Ontario municipalities, and we have consistently demonstrated the value of doing so.

Weareadiversecommunityofcommunities,electedofficialsandmunici-palstaff.Thatdiversityreflectsthatofourprovince.Assuch,AMOismoreinterestedinpolicythanpolitics.Ourperspectivesarewell-articulatedandshared openly. It is our hope that as many decision-makers as possible understand what AMO’s priorities are and why.

Your Board of Directors provided invaluable input and feedback so that AMO staff could develop a comprehensive policy platform for the 2011 provincial election. We revealed AMO’s “Top 12 Asks” last July to highlight how provincial parties could support key municipal priorities and improve the lives of all Ontarians. More than half of them are currently being sup-ported by the Government of Ontario – including the key commitment to honour past agreements to upload more than $1.5 billion in annual health, social service and court security costs.

The success of the 12 Asks was just one of AMO’s many achievements in 2011. Canada’s Gas Tax Fund was enshrined in legislation as a permanent transfer to municipalities. This was made easier by the work done locally to demonstratethevalueofthisfund.InOntario,andonlyinOntario,thesefundsaredeliveredtomunicipalitiesonapercapitabasis,withnoap-plication requirements. AMO secured this model back in 2005 and we are proud to deliver the administrative support that has made it possible.

AMO has also increased its value to members by expanding and moving its annual conference around, by strengthening its training service and growing its procurement programs that are delivered through its subsid-iary, Local Authority Services (LAS). The Annual AMO Conference continues to be one of the most important and well attended municipal conferences

in Ontario. However, it is just one of many learning initiatives that AMO offers on behalf of Ontario municipalities. InformationaboutallAMOandLASinitiatives,andothervitalnews,isprovided regularly through the weekly AMO Watch File and Breaking News Alerts. They also cover the latest from AMO’s Municipal Employer Pension Centre (MEPCO) as AMO is the legislated OMERS municipal employer sponsor – a critically important role in representing the municipal govern-ment’s interests in achieving sustainability of this pension plan.

Weknowthatwecancountonyouforuseful,‘real-world’feedbackonallofourpolicyfiles.Wehavealsoimprovedthewayweshareinformationbyredesigning www.amo.on.ca. The new platform makes everything AMO has tooffereasiertofind,useandshare.

Service on AMO’s Board is important to me and I recommend the opportu-nitytoanyonewhoisinterestedinmakingadifferencethatextendswellbeyondthebordersofyourcommunity.AndifnottheBoardofDirectors,then volunteer for our policy development Task Forces. AMO is blessed to have the energy, support and service of many of Ontario’s brightest and most energetic leaders.

Sincerely,

Gary McNamara, President, Association of Municipalities of Ontario


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C’estunhonneurd’officierentantqueprésidentdel’AMOàuneépoquecrucialepour l’Ontario, ses administrations municipales et les collectivités que nous servons.Durantmonmandat, leconseilamaintenulecapfixéparlesprécédentsdirigeantsmunicipaux.Plusparticulièrement,nousavonsœuvréàconsolideretàvaloriserl’associationpourlesmunicipalitésquiensontmembres.Quiditassociation forte, dit meilleures chances d’obtenir de bons résultats en matière de politiques publiques.

L’AMO part du principe que les municipalités doivent être respectées en tant qu’administrationsdûmentélues.Cesontdesadministrationsàpartentière,etdecefait,ellesdoiventsemontreràlahauteurdeleursresponsabilités.Engrandepartiegrâceausoutiensansfailleetàl’approchepragmatiquedenosmembres,nous avons été en mesure de travailler, en collaboration avec nos collègues provinciauxetfédéraux,àl’améliorationd’innombrablespolitiquesetprogrammesgouvernementaux.Aufildutemps,noussommesparvenusàconvaincrecespartenairesqu’ilsavaientàlafoisledevoirmoraletpratiquedefaireappelàl’AMOàunstadeprécoce,envuedeconsulterlesmunicipalitésontariennes,etnous avons invariablement prouvé qu’il était judicieux de procéder ainsi.

Noussommesunecommunautédiversifiéedecollectivités,dereprésentantsélusetd’employésmunicipaux.Cettediversitéreflètecelledenotreprovince.Àcetitre,l’AMOs’intéressedavantageauxpolitiquesqu’àlapolitique.Nospointsdevue sont clairement exprimés et partagés avec tous. Nous espérons que le plus grand nombre possible de décisionnaires comprend quelles sont les priorités de l’AMO, ainsi que les raisons qui les sous-tendent.

Votreconseild’administrationaformuléd’inestimablessuggestionsetobserva-tions pour que le personnel de l’AMO puisse élaborer un ensemble complet de politiques pour l’élection générale provinciale de 2011. En juillet dernier, nous avonsdévoiléles«douzerequêtesprimordiales»del’AMOafindemettreenévidence la manière dont les partis provinciaux pourraient appuyer les priorités municipales et améliorer les conditions de vie de l’ensemble de la population ontarienne. Plus de la moitié de ces requêtes sont actuellement approuvées par legouvernementdel’Ontario,notammentl’engagementcléàhonorerlesaccordspassésquantàlapriseenchargedeplusde1,5milliarddedollarsdefraisannuels dans le domaine de la santé, des services sociaux et de la sécurité des tribunaux.

Le succès rencontré par les 12 requêtes n’est que l’un des nombreux accom-plissements de l’AMO en 2011. Le Fonds de la taxe sur l’essence du Canada a été inscrit dans la législation comme transfert permanent vers les municipalités. L’adoption de cette mesure a été facilitée par le travail accompli localement dans le but de faire état de l’intérêt du fonds. En Ontario, et seulement en Ontario, ces fonds sont versés aux municipalités sur la base du nombre d’habitants, sans qu’aucune demande soit nécessaire. L’AMO a préconisé ce modèle en 2005 et noussommesfiersdefournirlesoutienadministratifayantpermisdel’adopter.

Rapport du Président

Parailleurs,l’AMOarenforcésavaleurauprèsdesesmembres,notammenten élargissant sa conférence annuelle et en l’organisant aux quatre coins de la province,endiversifiantsonoffreenmatièredeformationetenétoffantsespro-grammes d’approvisionnement, lesquels sont dispensés par l’intermédiaire de sa filiale,LocalAuthorityServices(LAS).Laconférenceannuelledel’AMOdemeurel’un des congrès municipaux les plus importants et les plus courus en Ontario. Il ne s’agit cependant que de l’une des nombreuses initiatives d’apprentissage proposées par l’AMO au nom des municipalités de l’Ontario.

Le bulletin hebdomadaire Watch File et les communiqués Breaking News de l’AMO offrent régulièrement des renseignements sur l’ensemble des initiatives de l’AMO et de LAS, ainsi que d’autres nouvelles importantes. Ils couvrent également l’actualité du Municipal Employer Pension Centre (MEPCO) de l’AMO, puisque laLoifaitdel’AMOunpromoteurdel’OMERSauprèsdesemployeursmunici-paux – un rôle revêtant une importance capitale dans la défense des intérêts de l’administration municipale pour ce qui est d’assurer la viabilité de ce régime de retraite.

Nous savons que nous pouvons compter sur vous pour faire des commentaires utiles et concrets sur tous nos documents de politiques. Nous avons aussi améliorénotrefaçondecommuniquerlesrenseignementsenremaniantlesiteWeb www.amo.on.ca. La nouvelle plateforme facilite la recherche, l’utilisation et le partagedetoutcequel’AMOaàoffrir.

Siéger au conseil d’administration de l’AMO m’est cher, et c’est une expéri-encequejerecommandeàquiconquedésirechangerleschosesbienau-delàdes limites de sa collectivité. Changer les choses ne se limite pas au conseil d’administration : vous pouvez aussi vous porter volontaire pour intégrer nos groupes d’élaboration de politiques. L’AMO a la chance de pouvoir compter sur l’énergie,lesoutienetlesservicesdedirigeantsquifigurentparmilesplusbril-lants et les plus dynamiques de l’Ontario.

Je vous prie d’agréer l’expression de mes sentiments les meilleurs.

Gary McNamara, Président de l’Association des Municipalités de l’Ontario


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-6-The AMO Board

PresidentGary McNamara, Mayor, Town of Tecumseh*

Past PresidentPeter Hume, Councillor, City of Ottawa*

Secretary-TreasurerMike Galloway, CAO, Town of Niagara-on-the-Lake*

Past Secretary-TreasurerJim Pine, CAO, County of Hastings*

Association française des municipalités de l’Ontario (AFMO)Clermont Lapointe, Mayor, Township of McGarry & President, AFMO

County CaucusCaucusChair:DougReycraft,Councillor,CountyofMiddlesex*Larry C. Adams, CAO, County of HuronMel Campbell, Warden, United Counties of Leeds & Grenville & Chair, EOWCSusan Freeman, Councillor, County of LanarkJohn Green, Councillor, County of WellingtonJoanne Vanderheyden, Past Warden, County of Middlesex & Chair, WOWC

Large Urban CaucusCaucusChair:PercyHatfield,Councillor,CityofWindsor*Diane Freeman, Councillor, City of WaterlooBill Glover, Councillor, City of KingstonSandra Hames, Councillor, City of BramptonGrantHopcroft,DirectorofIntergovernmentalandCommunityLiaison,Cityof LondonHazel McCallion, Mayor, City of Mississauga & Chair, LUMCOLou Turco, Councillor, City of Sault Ste. Marie

Northern CaucusCaucus Chair (N.W.): Ron Nelson, Mayor, Township of O’Connor & President, NOMA*Caucus Chair (N.E.): Alan Spacek, Mayor, Town of Kapuskasing & President, FONOM*Mac Bain, Councillor, City of North Bay (N.E.)Dennis Brown, Mayor, Township of Atikokan (N.W.)DaveCanfield,Mayor,CityofKenora(N.W.)Michael “J J” Doody, Councillor, City of Timmins (N.E.)

Regional and Single-Tier CaucusCaucus Chair: Russ Powers, Councillor, City of Hamilton*Roger Anderson, Regional Chair, Region of DurhamBill Fisch, Regional Chair and CEO, Region of YorkMarolyn Morrison, Councillor, Region of PeelAndré Rivest, Councillor, City of Greater SudburyKen Seiling, Regional Chair, Region of Waterloo & Chair, MARCODonna Villemaire, Councillor, City of Kawartha Lakes

Rural CaucusCaucus Chair: Bill Vrebosch, Mayor, Municipality of East Ferris & Chair, ROMA*Ron Eddy, Mayor, County of BrantRoy Hardy, CAO, Municipality of South HuronRonald Holman, Mayor, Township of Rideau LakesEleanor Renaud, Councillor, Township of Elizabethtown-KitleyChris White, Warden, County of Wellington

Small Urban CaucusCaucus Chair: Paul Grenier, Councillor, City of Welland & Chair, OSUM*Jim Collard, Councillor, Town of Niagara-on-the-LakeLynnDollin,Councillor,TownofInnisfilBob Kilger, Mayor, City of CornwallLarry McCabe, Clerk/CAO, Town of Goderich Jamie McGarvey, Mayor, Town of Parry Sound

* Indicates Member of the Executive Committee.


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-7-Executive Director’s Report

Withaprovincialelectionandmorethanafewindividualpolicyfilestomanage,AMOBoardandstaffwashardatworkin2011.Andthathardworkonlyhappens because of you. Our job is to serve Ontario’s municipal governments and we are proud to do that work. It is the dedication you show to your communities that inspires us.

Heading into the 2011 AMO Conference, I said that our “12 Asks” – AMO’s priorities for the 2011 provincial election – must stand out. You made sure they were heard loud and clear. In the post-election period, we’ve continued to work to meet our shared objectives.

WehaveusedourweeklyAMOWatchFiletonotifyyouaboutthelatestfromtheprovinceandfederalgovernments,upcomingworkshopsandtrainingandotherAMOdevelopments.Over6,000peoplereceivetheWatchFile–andanecdotally,wearetolditisoneofthemostusefulwaysformanyattheprovince to stay informed about municipally related activities. We also use the Watch File’s guest column to share different perspectives and generate dialogue.

Members also tell us how valuable our Breaking News communiques are for them – to stay on top of emerging policies and programs that are going to help or impact municipal governments, and to undertake appropriate local advocacy. The phrase, “it takes a village” comes to mind – for AMO the village is over 420 municipal governments with shared objectives. This annual report captures much of the work that we did in 2011 to create opportunities and to make the most of them.

Itisverydifficulttoonlywriteabout2011whenitis2012,andschoolisoutand thelegislaturehasrisenuntilSeptember10.ButworkatAMOcontinues–wearewatchfulforrepercussionsemanatingfromboththefederalandprovincialgovernments’budgets.Thisisanopportunitytomakebettersenseofregulations,tofindefficienciesinservicedeliverywithoutoffloading,andtobuildmoreandbetterpartnerships.

I sincerely thank all AMO staff members for the remarkable effort put forth in 2011 and their continued service in 2012. It was a busy year and you workedhardonbehalfofourmembership.Devotionisagoodword–itbringsconnotationofenthusiasm,keenness,perseverance,commitmentandloyalty...andthesewordsfittheteamthatIgettoworkwitheveryday.

There have been some exciting administrative developments at the Association. You may be reading this Annual Report on our new website. Our two main sites – www.amo.on.ca and www.las.on.ca have been completely redesigned to serve you better.

ThankyoutoGaryMcNamaraforyourleadershiproleofAMOPresident.Yourbagswerepackedandyouwerereadytogoanywhereatanytime(oftenbefore the crack of dawn) to advance the membership’s interests. You represented us well!

Our Board of Directors also deserves sincere thanks from AMO staff. As representatives from across Ontario, your input and direction plays an integral role in our policy development process and our outreach work. Good public policy is one that is informed by good implementation practices and you offer that lens to our work.

Finally, thank you to our members. It is because we are all united under AMO that our voice is so strong.

Sincerely,

Pat VaniniAMO Executive Director


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-8-Secretary-Treasurer’s Report

To Member Municipalities,

IampleasedtoprovideyouwithmyreportonthefinancialandadministrativeactivitiesoftheAssociationduringmytermasyourSecretary-Treasurer.

Membership:AMO continuestodemonstrateitsabilitytoattractandgrowitsmembershipwithatotalof421municipalitiesrepresenting95%ofallmunicipalities.In2012, we are very pleased to welcome two new municipal members - the Township of Champlain and the Township of Lake of Bays.

Ourmembershipisfurtherstrengthenedby25associate,3district,and6partnermembers.Wearepleasedtohaveaworkingrelationshipwiththeseunique members as we advance the interests of municipal government.

Conferences and Workshops:AMO hasanambitiouseducationandtrainingservice–workingtomeetthevarietyofneedsthatelectedofficialsuseintheirrole.Wearealwaysfine-tuning the Councillor Training Programs, Heads of Council sessions, and the Communications and Media Training to ensure that the courses are current withall thelegislationandregulations.IntheSpringof2012,148electedofficialsattended12councillortrainingsessionsacrosstheprovince.

Lastyear’sannualAMOAGM/ConferenceinLondonwasatremendoussuccess–bothintermsofattendance,participationintheExhibitHall,andthesupport of Sponsors. The revenue from the conference is important to the overall budget of the Association, one of the means to keep membership fees reasonable.Welookforwardtoanequallysuccessful2012AGM/Conference intheCityofOttawa.

In2012,theCounties,RegionsandSingleTierSymposiumreturnsafteratwoyearhiatus.Thisyear’ssymposiumwillbeheldatBlueMountain,fromOctober25thto26th.CheckoutthedraftprogramattheAMOboothduringthe2012AugustConference.

InApril2012,thehighlysuccessfulUrbanSymposiumwasheldinTorontoattheThompsonHotel.Wecontinuetohaveacoreofattendees,bothmembers and non-members, who look forward to this very informative symposium. Mark your calendars for the 2013 Urban Symposium – April 18th and 19th. AMO alsocontinuestoassisttheWesternOntarioMunicipalServicesofficesoftheMinistryofMunicipalAffairsandHousinginorganizingtheirannualconferenceinLondon-anotherexampleofhowAMOpartners.

Customer Service:Overthepastfiveyears,AMOhasprovideditsmemberswithaveryvaluablefreeweb-basedfinancialbenchmarkingtool,theMunicipalInformationandDataAnalysisSystem(MIDAS).ThistoolinstantlyconvertstherawFIRandMPMPdata,goingbackto2000,intomeaningfulreports,makingbenchmarkingexercisesconvenientandfast.ReportresultscanalsobevisuallyinterpretedthroughapowerfulGeographicInformationSystem.MIDAScontinuestobeverypopularwithourmembers,withalmost650individualsaccessingthetool.Ifyouarenotusingitthencheckitout!

Finances:TheAnnualReportincludesacopyoftheauditedfinancialstatementfortheyearendingDecember31,2011.TheAssociationcontinuestobeingoodfinancialshapeduetothecontinuingexpansionofmembershipservicesaswellasaggressivecostcontrolmeasuresoftenkeepingactualexpenditures


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below budget, plus the dividend and administrative fees paid to AMO by our subsidiary company Local Authority Services Ltd. (LAS).

At the start of my term as Secretary-Treasurer in 2010, I set out to establish a strengthened audit process that would provide an even more open and transparentreviewofourAssociation’sfinancialstatements.In2011,thefirstAuditCommitteeofourAssociationwasstruck.Iamhappytoreportthatthis team, comprised of members from our board, will meet throughout the year to review the audit process with our auditors as part of this enhanced governance initiative.

Finally,onapersonalnote,astheendofmyterm ofofficesnowapproaches,IwouldliketothanktheAMOExecutive,AMOBoardofDirectors,andAMOstaff for their assistance in making my role as Secretary-Treasurer a rewarding experience. Respectfullysubmitted,

Mike GallowaySecretary-Treasurer, Association of Municipalities of Ontario, &CAO, Town of Niagara-on-the-Lake

Secretary-Treasurer’s ReportCorrespondence Package September 11, 2012

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-10-Taskforces - Provincial Municipal Fiscal Service

Delivery Review

Purpose: The Province of Ontario, the Association of Municipalities of Ontario (AMO) and the City of Toronto have agreed to establish a Steering Committee to support the implementation of human services outcomes from the Provincial-Municipal Fiscal and Service Delivery Review (PMFSDR).

Received recommendations from working groups and submitted reports to relevant provincial Deputy Ministers for consideration. The mandate of the Steering Committee has beenfulfilled.Futureroleandengagementprocess under consideration.

Duration: completed on August 2011

AMO Appointments to the Provincial-Municipal Human Services Implementation Steering Committee

AMO Appointees to the Provincial-Municipal Road and Bridge Review Steering Committee

Purpose: The Provincial-Municipal Fiscal and Service Delivery Review partners agreed with thereleaseofthePMFSDRfinalreporttolaunch a joint provincial-municipal process to develop options regarding responsibilities and fundingarrangementsforroadsandbridges.TheSteering Committee and three working groups are supporting this process.

Achievements: Final Report of the Provincial-Municipal Road & Bridge Review.

Duration: 2010 – 2011.

Members:• DanCowin,ExecutiveDirector,MunicipalFinanceOfficers’Association• Tim Dennis, Director of Transportation Services, Region of Halton• Paul Jankowski, General Manager, Road, Region of York• Pat Mauro, Manager of Engineering, City of Thunder Bay• JimPine,ChiefAdministrativeOfficer,CountyofHastings• Joe Tiernay, Executive Director, Ontario Good Roads Association• Joe Torlone, CAO, City of Timmins• Susan Siopis, Director of Transportation and Field Services, Region of Durham• Gerry Wolting, General Manager, Corporate Services, Municipality of Chatham-Kent• Craig Reid, Senior Policy Advisor, Association of Municipalities of Ontario (AMO) (CONTACT)• Pat Vanini, Executive Director, Association of Municipalities of Ontario (AMO)

Chair: Petra Wolfbeiss, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

Members:• AnneComtoisLalonde,Administrator,SocialServices,UnitedCountiesofPrescott&Rusell• David Landers, CAO, District of Cochrane Social Services Administration Board• Leo DeLoyde, CAO , Nipissing District Social Services Administration Board• Janet Menard, Commissioner, Human Services, Region of Peel• Patti Moore, General Manager, Health and Social Services, Haldimand & Norfolk Social Services

Hoard of Health & CMSM• Sylvia Patterson, General Manager, Housing and Long Term Care, Regional Municipality of York• Sarah Pennisi, Director, Social Assistance & Employment Opportunities, Region of Niagara• Joe-Anne Priel, General Manager, Community Services, City of Hamilton• Michael Schuster, Commissioner, Social Services, Region of Waterloo• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO) (CONTACT)• Adelina Urbanski, Commissioner of Social & Community Services, Regional Municipality of York• Ronna Warsh, Commissioner Development & Health, City of Windsor


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-11- Taskforces - Provincial Municipal Fiscal Service Delivery Review

AMO Appointees to the Provincial-Municipal Road and Bridge Review Working Groups

Group 1Chair:• Joe Tiernay, Executive Director, Ontario

Good Roads Association (OGRA)

Members:• Luc Duval, Director of Public Works and

Engineering, City of Timmins• Paul Foster, Project Manager,

Transportation Infrastructure, Works Department, Region of Durham

• Craig Reid, Senior Policy Advisor, Association of Municipalities of Ontario (AMO) (CONTACT)

AMO Appointees to the Provincial-Municipal Court Security Steering Committee

Purpose: The Court Security Partner Steering Committee is tasked with providing strategic advice and guidance to the process of identifying the current costs of court security in Ontario, recommending an upload allocation formula, and developing new court security standards.

Achievements: The Court Security upload commenced in 2012.

Duration: Ongoing

Members:• Yvan Brousseau, CAO, Town of Kapuskasing• Pam Coulter, Director of Community Services, City of Owen Sound • Linda McNaughton, Director of Corporate Services/ Treasurer, City of Dryden• Steve Robinson, Principal, Municipal Executive Services, Association of Municipalities of Ontario

(AMO)• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO)• Vern White, Police Chief, City of Ottawa• Matthew Wilson, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

(CONTACT)

Group 2Chair:• Jim Pine, CAO, County of Hastings

Members:• Stephen Allan, County Engineer, Lanark

County• Chris Bradley, Director of Public Works,

County of Peterborough• Brian Knox, County Engineer, Bruce County• Craig Reid, Senior Policy Advisor,

Association of Municipalities of Ontario (AMO)

• Joe Tiernay, Executive Director, Ontario Good Roads Association (OGRA)

• JohnTofflemire,DirectorofCommunityServices, Municipality of Leamington

• Chris Traini, County Engineer, County of Middlesex

• Clayton Watters, County Engineer, Elgin County

Group 3Chair:• Dan Cowin (Chair), Executive Director,

MunicipalFinanceOfficers’Association

Members:• Gary Asselin, Senior Economist, Finance

Department, Region of Durham• Calvin Barrett, Director, Financial Services

and Development Financing, Region of Waterloo

• Craig Davidson, CAO/Clerk-Treasurer, Municipality of Hastings Highlands

• Shelley Eliopoulos, Treasurer/Director of Finance, Municipality of Trent Hills

• Craig Reid, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

• Nigel White, Treasurer, United Counties of Leeds and Grenville

• Gerry Wolting, General Manager of Corporate Services, Municipality of Chatham-Kent


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-12- Taskforces - Provincial Municipal Fiscal Service Delivery Review

AMO Appointees to the Provincial-Municipal Court Security Standards Steering Committee

Purpose: This working group supports the development of new court security for the review of the Partner Steering Committee.

Achievements: Asetofdraftstandardshavebeen developed and included in a consultation paper that has been sent to all stakeholders for their input.

Duration: Ongoing

Members:• Pam Coulter, City Manager, City of Owen Sound• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO)• Vern White, Chief of Police, City of Ottawa• Matthew Wilson, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

(CONTACT)• Steve Robinson, Principal, Municipal Executive Services, Association of Municipalities of Ontario

(AMO)

AMO Appointees to the Provincial-Municipal Court Security Costings Working Group

Members:• Yvan Brousseau, CAO, Town of Kapuskasing• Pam Coulter, City Manager, City of Owen Sound• Steve Robinson, Principal, Municipal Executive Services, Association of Municipalities of Ontario

(AMO)• Matthew Wilson, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

(CONTACT)

Purpose:This working group supports the process of identifying current municipal costs of court security in Ontario and recommending an upload allocation formula for the review of the Partner Steering Committee.

Achievements: This Working Group has overseen the surveying of existing municipal court security costs and made a recommendation to the Partner Steering Committee regarding an equitable upload allocation formula.

Duration: The Court Security upload commenced in 2012.


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-13- Taskforces - Accessibility

AMO Barrier-Free Access Working Group

Purpose: To strategically analyze emerging issues related to accessibility in Ontario. This includes analysis of legislation and regulations and the impact thereof on municipalities and their citizens

Achievements: AMO has ensured that the municipal perspective and input is provided in the provincial standard development process. AMO Resource Teams have been created to support the development of standards under the AODA, 2005. AMO representatives participating in the standard development process are supported by municipal staff from across the province that assist in analyzing and responding to recommended standards. Recently, AMO, the City of Toronto and the province have engaged in policy development discussions through the Tripartite Standard Development Working Group.

Duration: Ongoing

Chair: Sandra Hames, Councillor Wards 7 & 8, City of Brampton

Members:• Cordelia Abankwa-Harris, (Acting) General Manager, Social Services Branch, Regional

Municipality of York• Robin Armistead, Policy Analyst, City of London• Fran Coleman, District & Town Councillor, Town of Huntsville• Lisa Gonsalves, Acting Managing Director, Strategic Service Integration and Policy Branch,

Regional Municipality of York• Gayle Jones, Manager, Service Delivery Review, City of Windsor• Vanessa Lopak, Social Planning Associate, Region of Waterloo• Joseph W. Tiernay, Executive Director, Ontario Good Roads Association• Walter Visser, Councillor Ward 5, Township of Centre Wellington


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-14- Taskforces - Economic Development

AMO Economic Development Task Force

Chair: Marolyn Morrison, Mayor, Town of Caledon

Members:• Carl Cannon, CAO, Municipality of Port Hope• Neil Everson, Executive Director, Hamilton Economic Development, City of Hamilton• JoyceGravelle,EconomicDevelopmentOfficer,UnitedCountiesofStormont,Dundas&Glengarry• BrianGregg,CAO,CountyofEssex• Rebecca Johnson, Councillor at Large, City of Thunder Bay• Larry McCabe, Clerk/Administrator, Town of Goderich• Larry Petovello, Director, Economic Development, City of Mississauga• DougReycraft,MayorofSouthwestMiddlesex• Nicholas Ruder, Policy Advisor, Association of Municipalities of Ontario (AMO)• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO)• Matthew Wilson, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

(CONTACT)

Purpose: Topromotecollaborationforeconomicdevelopment within Ontario’s municipal sector and to share economic development information and best practices amongst Ontario communities.

Accomplishments: Updates provided to the membership on economic development trends following every meeting.

Duration: Ongoing


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-15- Taskforces - Energy & Environment

AMO Brownfields Task Force

Chair:• Milena Avramovic, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)*• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO) (CONTACT)

Members:• TerryBoutilier,BrownfieldCoordinator&SeniorPlanner,CityofKitchener• Brock Criger, Manager, Development Planning Services, Region of Peel• GrantHopcroft,DirectorofIntergovernmental&CommunityLiaison,CityofLondon• Lesley MacDonald, Director of Legal Services & City Solicitor, City of Kitchener• Brian Morris, Business Development Consultant, Planning & Economic Development Dept., City

of Hamilton• Warren Munro, Community Improvement and Housing Coordinator, City of Oshawa• Rick Reitmeier, Senior Planner, Halton Region• Lynn Robichaud, Senior Environmental Coordinator, City of Burlington• Jeff Smylie, Environmental Engineer, City of Mississauga• GrantWhittington,ChiefAdministrativeOfficer,TheCorporationoftheTownshipofWilmot• Art Zuidema, Senior Solicitor, City of Hamilton

Purpose: TheAMOBrownfieldsTaskForcemonitorsandadvisesAMOonbrownfieldpolicymatters.

Duration: Ongoing

AMO Climate Change Task Force

Chairs:• Leonore Foster, Councillor, City of Kingston• Deb Haswell, Councillor, County of Grey

Members:• Tom Adams, Regional & Town Councillor, Town of Oakville• David Alexander, Councillor, City of Welland• James Brohm, Councillor, Municipality of Sioux Lookout• Clive Doucet, Councillor, City of Ottawa• Jenna Dunlop, Policy & Research Advisor, Durham Region• Suzanne Elston, Senior Environmental Coordinator, City of Oshawa• Diane Freeman, Councillor, City of Waterloo• Doug Freiburger, Deputy Mayor, Saugeen Shores• David Hahn, Councillor, South Frontenac Township• Brian Hillman, Director, Planning and Building Services, Town of Tecumseh• VictoriaMcGrath,Director,SustainabilityOffice,TownofMarkham• Don McKay, Councillor, County of Wellington• ChrisMcQueen,OperatingOfficer(Health),RegionalMunicipalityofNiagara• BrianMontgomery,AirQualityCoordinator,Planning&EconomicDevelopment,CityofHamilton• Patti Moore, General Manager, Health & Social Services, Norfolk County• Arvin Prasad, Director, Planning Policy and Research Division, Region of Peel• Craig Reid, Senior Policy Advisor, Association of Municipalities of Ontario (AMO) • KarinaRichters,MunicipalEnergyConservationOfficer,CityofWindsor• John Wright, Director of Building Standards, Town of Markham

Purpose: The Climate Change Task Force advises AMO on policy matters related to climate change mitigation and adaptation.

Achievements: The Task Force developed a municipal climate change position paper advocating the creation of a program to support demonstration communities in the municipal sector to pursue local solutions to climate change mitigation and adaptation activities. A response to the provincial Expert Panel on Climate Change Adaptation was alsodeveloped.Bothpaperswereapprovedbythe AMO Board and made available in 2010.

Duration: Ended June 2011

Contact: Craig Reid, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)


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-16- Taskforces - Energy & Environment

AMO Energy Task Force

Chair: Gary McNamara, Mayor, Town of Tecumseh

Members:• Peter Bacalso, Acting Manager, Energy Services, Region of Peel• Rob Blakeney, Program Manager – Energy, City of Guelph• Dennis Brown, Mayor, Township of Atikokan• David Chernushenko, Councillor – Ward 17, City of Ottawa• Vanessa DeGiacomo-Zwaresh, Energy Analyst, City of Thunder Bay• Bernie Edwards, Manager, Administrative Services, City of Thunder Bay• Gabrielle Kalapos, Director of Outreach, Clean Air Partnership• Robert Kerr, Corporate Manager, Community Energy, City of Guelph• Geoff Lupton, Manager of Energy Initiatives, City of Hamilton• SuzanneMadder,MunicipalEnergyConservationOfficer,TownofOakville• Larry McCabe, Clerk/Administrator, Town of Goderich• Jay Paleja, Policy Advisor, Association of Municipalities of Ontario (AMO)• Nancy Plumridge, Director of Administration and Business Development, Association of

Municipalities of Ontario (AMO) (CONTACT)• Jeremy Schembri, Energy & Environment Coordinator, Town of Caledon• Graham Seaman, Manager, Markham & Climate Change, Town of Markham• Alan Spacek, Mayor, Town of Kapuskasing • Nicholas Ruder, Policy Advisor, Association of Municipalities of Ontario (AMO)• ScottTousaw,Director,PlanningandDevelopment,CountyofHuron• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO)• ScottVokey,EnergyServicesCoordinator,AMO/LAS(CONTACT)

Purpose: The purpose of this task force is to assist AMO to develop its position on energy conservation, local and distributed generation, energyefficiency,climatechange,andrelatedissues informed by a consideration of municipal interests as consumers of energy, LDC shareholders and community leaders.

Achievements: • Guided the development of the regulation

requiring energy conservation plans from the broader public sector, plus key supports.

• Convinced the Renewable Energy Facilita-tionOffice(REFO)todevelopamunicipalguide of on the Renewable Energy Approval processandotherrelatedregulations.

• Lobbied for changes to the Feed-in Tariff (FIT) program rules.

• Supported changes to regulation governing Local Improvement Changes (LICs) to allow municipalities to utilize them for energy improvements.

Duration: Ongoing


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-17- Taskforces - Human & Social Services

AMO Long Term Care and Community Services Working Group

Purpose: The AMO Long Term Care and Community Support Working Group provides aforumformunicipalitiestoinfluencethedirection of long term care and services for seniors in Ontario. The Working Group develops high level strategic positions that support and influencemunicipalitiesonprogramandservicedelivery priorities related to long term care and related services and programs. The Group is committed to developing positions on issues that affect the municipal governance, planning and delivery of services. The Working Group advances age-friendly policy and programs that focus on coordinated and integrated strategic approaches on key issues with the priority being the creation of and sustaining vibrant, healthy, socially cohesive and inclusive communities.

Accomplishments: The working group was instrumental in the development of the AMO Long Term Care Paper: Coming of Age, the municipal role in caring for Ontario’s Seniors released in 2011.

Duration: On-going

Chair: Petra Wolfbeiss, Senior Policy Advisor, Association of Municipalities of Ontario (AMO) (CONTACT)

Members:• Peter Barnes, Long Term Care Home Administrator, County of Wellington• Heather Bozzer, Administrator, Golden Manor Home for the Aged• Gail Carlin, Director of Senior’s Services, Region of Waterloo• Carolyn Clubine, Director, Long Term Care, Region of Peel• Eleanor MacEwen, Administrator, Brucelea Have Long Term Care Home• Catherine Matheson, General Manager of Community Development, City of Greater Sudbury• Sylvia Patterson, General Manager, Housing and Long Term Care, Regional Municipality of York• Elizabeth Savill, CAO/Clerk, County of Frontenac• Dominic Ventresca, Director of Seniors Services, Region of Niagara• Sheldon Wolfson, Commissioner of Social and Community Services, Region of Halton• Vicki Woodcox, Senior Administrator, Macassa Lodge Long Term Care Home


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-18- Taskforces - Human & Social Services

AMO Public Health Task Force

Purpose: To ensure that during the ongoing provincial health transformation, municipal issues are represented and communicated to the Ministry of Health and Long-Term Care on the variety of initiatives under way.

Duration: Ongoing

Chair: DougReycraft,Mayor,MunicipalityofSouthwestMiddlesex

Members:• Lorne Coe, Councillor (Local & Regional), Town of Whitby• Patti Moore, General Manager, Health & Social Services, Norfolk County• GrahamL.Pollett,MedicalOfficerofHealth,Middlesex-LondonHealthUnit• Ken Seiling, Regional Chair, Region of Waterloo• Linda Stewart, Executive Director, Association of Local Public Health Agencies (alPHa)• Petra Wolfbeiss, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

AMO Municipal Immigration Committee

Purpose: The 2005 Canada Ontario Immigration Agreement included a commitment to engage with AMO and municipalities on policy considerations and development that impact Ontario’s municipalities. Through Schedule F of the Agreement the Municipal Immigration Committee was established. The MIC continues in the absence of a current Agreement.

Achievements: AMO’s ongoing participation in the Committee ensures that federal and provincial policy considerations include Ontario’s municipal needs and realities. A key achievement of the Committee is the creation of the Local Immigration Partnerships which is aimed at developing local immigration steering committees committed to coordinated and efficientservicedelivery.TheexpansionoftheLIPs continue across Ontario and now nationally.

Duration: Ongoing

Chair: Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO) (CONTACT)

Members:• Cordelia Abankwa-Harris, (Acting) General Manager, Social Services Branch, Regional

Municipality of York• Aaron Burry, General Manager, Community & Social Services, City of Ottawa• Brenda Camirand, Community Development Counsultant, Timmins Economic Development Corp.• Jean-MathieuChenier,BusinessDevelopmentOfficer,CityofGreaterSudbury• AnneComtoisLalonde,Administrator,SocialServices,UnitedCountiesofPrescott&Russell• Cathy Ellis, Director of Community Economic Development, Timmins Economic Development

Corp.• Steve Gatward, Director of Social Services, County of Hastings• Lisa Gonsalves, Acting Managing Director, Strategic Service Integration and Policy Branch,

Regional Municipality of York• Donna Gray, Director, Organizational Development & Performance, City of Ottawa• SherriHanley,SpecialAdvisorExternalRelations,CityofLondon• Janet Menard, Commissioner, Human Services, Region of Peel• Sarah Pennisi, Director, Social Assistance & Employment Opportunities, Region of Niagara• Michael Schuster, Commissioner, Social Services, Region of Waterloo• Ron Van Horne, CAO, County of Lambton• Ronna Warsh, Commissioner, Community Development & Health, City of Windsor• Elisabeth White, Manager, Employment and Strategic Initiatives, City of London• Petra Wolfbeiss, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)• Ted Zatylny, Project Leader, New Resident Attraction & Retention, Sarnia-Lambton Economic

Partnership


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AMO Social Policy Task Force

Purpose: The AMO Social Policy Task Force providesaforumformunicipalitiestoinfluencethe direction of social welfare policy in Ontario. The Task Force develops high level strategic positions that support municipalities on program and delivery priorities related to social policy issues. Members work to develop consensus positions on policy issues that affect the social and economic viability and sustainability of municipalities. The Task Force focuses on coordinated and integrated strategic approaches on key issues with the priority being the creation of and sustaining vibrant, healthy, socially cohesive and inclusive communities.

Achievements: Members of the AMO Social Policy Task Force assisted in the development of the AMO response to the Social Assistance Review including participating in meetings with the Social Assistance Review Commissioners.

Duration: Ongoing

Members:• Stephen Arbuckle, Manager, Social Housing & Shelter Management, City of Ottawa• Keith Bell, CAO, Algoma District Social Services Administration Board• Aaron Burry, General Manager, Community & Social Services, City of Ottawa• Fran Coleman, District & Town Councillor, Town of Huntsville• Mark Darroch, Director, Community & Social Services, County of Northumberland• Leo DeLoyde, CAO, Nipissing District Social Services Administration Board• Ross Fair, General Manager, Community Services, City of London• Kira Heineck, Executive Director, Ontario Municipal Social Services Association (OMSSA)• David Landers, CAO, District of Cochrane Social Services Administration Board• Joe-Anne Priel, General Manager, Community Services, City of Hamilton• Margaret Roushorne, General Manager, Social and Children’s Services, County of Lambton• Terry Sanderson, Director, Social Services & Housing, County of Bruce• Michael Schuster, Commissioner, Social Services, Region of Waterloo• Adelina Urbanski, Commissioner of Social & Community Services, Regional Municipality of York• Petra Wolfbeiss, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

Taskforces - Human & Social ServicesCorrespondence Package September 11, 2012

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-20- Taskforces - Policy & Planning

AMO Aggregates Task Force

Chair:• Milena Avramovic, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)*

Members:• RichardP.Bates,ChiefAdministrativeOfficer,TownshipofRamara• Kevin Eby, Director, Community Planning, Region of Waterloo• Helma Geerts, Senior Planner, Regional Municipality of Halton• Aldo Salis, Senior Planner, County of Wellington• Anne Vanhoucke, Councillor, Township of South-West Oxford

Duration: Ongoing

Contact: Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO)

AMO Municipal Liability Reform Working Group

Chair:• Matthew Wilson, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

(CONTACT)

Members:• Mary Ellen Bench, City Solicitor, City of Mississauga• Sonia Coward, Manager, Risk Management & Insurance, Regional Municipality of Durham• DanCowin,ExecutiveDirector,MunicipalFinanceOfficers’AssociationofOntario(MFOA)• Tina Gardiner, Manager, Insurance and Risk Policy, Regional Municipality of York• Steve Matheson, Director, Legal Services, Corporation of the City of Cambridge• Rick O’Connor, City Solicitor & Director Legal Services Branch, City of Ottawa

Purpose: To explore options and propose alternates regarding municipal liability reform

Accomplishments: Ongoing reference group for liability reform issues.

Duration: ongoing


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-21- Taskforces - Policy & Planning

AMO Planning Task Force

Chair: • Roger Anderson, Regional Chair, Region of Durham

Elected Officials:• Chris White, Councillor, Township of Guelph/Eramosa

Members:• Debra Arnold, Regional Solicitor, Region of Waterloo• Milena Avramovic, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)*• Mary Ellen Bench, City Solicitor, City of Mississauga• Gary Cousins, Planning Director, County of Wellington• Brock Criger, Manager, Long Range Planning, Peel Region• Jenny Chook, Planner, Region of Peel as alternate to Brock Criger• Christine Drimmie, Policy & Research Advisor, Region of Durham • Kevin Eby, Director, Community Planning, Region of Waterloo• Stephen Evans, Director of Planning & Economic Development, County of Middlesex• Steve Fahner, Director, Planning, Town of Muskoka Lakes• Doug Gates, Solicitor with the Region of Peel• RonGlenn,DirectorofPlanning&ChiefPlanningOfficial,Halton• GrantHopcroft,DirectorofIntergovernmental&CommunityLiaison,CityofLondon• Barbara Jeffrey, Manager, Land Use Policy & Environment, York Region• Amanda Kutler, Manager, Region of Waterloo, as alternate• Patrick O’Connor, Director of Legal Services, Region of Peel • Rob Panzer, General Manager, Planning, City of London• Maria Pearson, Councillor, City of Hamilton• Jeff Port, Township of Sioux Narrows-Nester Falls (as per Executive meeting of 11.09.29)• Randy Scherzer, Director of Planning & Development, County of Grey• Ian Sugden, Director of Planning & Development, City of Orillia• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO) (CONTACT)• Robert Walters, Manager of Community Planning, Halton - as alternate • Kelly Yerxa, Solicitor, City of Brampton

Purpose: To respond to new and emerging issues in respect to the Planning Act and related legislation.

Achievements: TheTaskForcedevelopedadraftpolicy paper regarding the areas of overlapping jurisdiction, including legislation, regulations and policies and the Planning Act.

Duration: Ongoing


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-22- Taskforces - Waste Management

AMO Waste Management Task Force

Chair:• Milena Avramovic, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)*• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO) (CONTACT)

Members:• Lisamaria Akeson, Waste Analyst, Town of Whitby• Gary Barnes, Waste Diversion Supervisor, City of Sault Ste. Marie• Craig Bartlett, Manager – Waste Management, Region of Durham• Trevor Barton, Supervisor, Program Planning, Waste Management Division, Region of Peel• Linda S. Churchill, Senior Environmental Engineer, Transportation & Environmental Services –

Waste Management, Region of Waterloo• RickClow,GeneralManager,QuinteWasteSolutions• Heather Connell, Supervisor, Program Development, City of Guelph (Alternate)• Vivian De Giovanni, Executive Director, AMRC• Jennifer DiDomenico, Manager of Policy & Programs, Operations & Waste Management

Division, City of Hamilton• Debbie Edwards, Senior Solicitor, Legal Services, City of Hamilton• Rosanne Fritzsche, Waste Reduction Coordinator, Town of Richmond Hill• Dave Gordon, Manager, Sustainable Waste Management, Region of York• Ron Gordon, Manager – Solid Waste Management, Region of York• Bill Hodgson, Councillor, Town of Lincoln• Marilyn Journeaux, Program Manager, Waste Diversion & Processing, City of Ottawa• Nicole Levie, Project Manager/Program Coordinator, Waste Management, Halton Region• Chantal Mathieu, Manager of Environmental Services, City of Greater Sudbury• Sue McCrae, General Manager, Ottawa Valley Waste Recovery Centre• Nicole Meek, Waste Management Program Coordinator, Regional Municipality of Halton• Jeff Meggitt, Manager, Waste Management, Town of Richmond Hill• Pat Parker, Manager of Solid Waste Planning, City of Hamilton• Andrew Pollock, Director – Waste Management Services, Niagara Region• Nicholas Ruder, Policy Advisor, Association of Municipalities of Ontario (AMO)• AlecScott,ManagerofEnvironmentalServices,CityofBarrie• Kelly Spitzig, Supervisor – Waste Management Environmental Services, York Region• Jay Stanford, Division Manager, Environmental Programs & Customer Relations, City of London• Allen Taylor, Mayor, Township of East Garafraxa• Lydia Torbicki, Manager – Waste Policy & Planning, Niagara Region• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO)• Peter Viega, Waste Management Technician, Regional Municipality of Durham• Shahin Virani, Manager, Finance & Administration, Waste Management, Region of Waterloo• CameronWright,Manager,WasteDiversion,Essex-WindsorSolidWasteAuthority• Dean Wyman, Manager, Solid Waste Resources, City of Guelph

Purpose: The purpose of the AMO/MWA WasteManagementTaskForceistoinfluenceprovincial policy on waste diversion and waste management issues. In addition, it assists the municipal MIPC members, from time to time, on policyareasrelevanttonegotiationsonBlueBoxissues, MHSW, WEEE and tire issues.

Achievements: Over the past year, the Task Force has been engaged in the development ofthePhase2WasteElectronicsPlanthroughitsSub-CommitteeonWasteElectronicsandElectrical Equipment (WEEE), response to Phases 2 of 3 of MHSW, review of the Waste Diversion Act, and the Blue Box Plan Review amongstanumberofemergingissuespecificmatters

Duration: Ongoing


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Construction & Demolition Sub-Committee

Chair:• Milena Avramovic, Senior Policy Advisor,

Association of Municipalities of Ontario (AMO)*

• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO) (CONTACT)

Members:• Trevor Barton, Supervisor, Program

Planning, Region of Peel• Sue McCrae, General Manager, Ottawa Valley

Waste Recovery Centre• Phil Zigby, Marketing & Procurement

Coordinator, City of Guelph

Biosolids Working Group

Chair:• Milena Avramovic, Senior Policy Advisor,



Members:• Romano Del Tin, Manager, Wastewater

Operations, Wastewater Division, Peel Region

• Mark Early, Director of Planning/Deputy Clerk, Town of Mono

• William Fernandes, Manager of Capital Works for Wastewater, Region of Peel

• Peter Morden, Operations Support Coordinator, Planning and Public Works, Region of Halton

Municipal-Industry Program Committee

Chair:• MichaelScott,CEO,WasteDiversionOntario

Members:• Milena Avramovic, Senior Policy Advisor,


• Andrew Campbell, Director CIF, Association of Municipalities of Ontario (AMO)

• Craig Bartlett, Manager – Waste Management, Durham Region

• Dave Gordon, Manager – Sustainable Waste Management, York Region


• AlecScott,Coordinator–MIPCMunicipalBlue Box Program, Association of Municipalities of Ontario (AMO)

AMO/MWA Waste Management Task Force - Sub-Committees and Working Groups

Municipal Reps on HHW/HSW Committee

Chair:• Trevor Barton, Supervisor, Program

Planning, Waste Management Div. Region of Peel

Members:• Gary Barnes, Waste Diversion Supervisor,

City of Sault Ste. Marie• Heather Connell, Manager, Integrated

Services, City of Guelph• Vivian De Giovanni, Executive Director,

Municipal Waste Association (MWA)• Sue McCrae, General Manager, Ottawa Valley

Waste Recovery Centre• Grace McKenzie, HHW Coordinator, Region

of Peel• Chantal Mathieu, Manager of Environmental

Services, City of Greater Sudbury• Pat Parker, Manager of Solid Waste

Planning, City of Hamilton• Emil Prpic, Supervisor of Waste Procession,

City of Hamilton• John Severino, Manager, Environmental

ServicesandEnergyConservationOfficer,City of North Bay

• Catrina Switzer, Waste Diversion Administrative Specialist, County of Peterborough


• Nikki Vecchiola, Project Coordinator, Region of York

• Francis Veilleux, President, Bluewater Recycling Association

• Jeanne Vilneff, Hazardous Waste Coordinator,QuinteWasteSolutions

• Laurie Westaway, Manager, Environmental

Services, County of Peterborough• Cathy Wiebe, Administration Supervisor,

Solid Waste Services, County of Wellington• Cameron Wright, Manager, Waste Diversion,

Essex-WindsorSolidWasteAuthority• Tina Ziten-Lyons, Project Manager,

Processing Facilities, City of Ottawa


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AMO/MWA Waste Management Task Force - Sub-Committees and Working Groups

Waste Tire Plan Sub-Group

Members:• Gary Barnes, Waste Diversion Supervisor,

City of Sault Ste. Marie• Cathy Wiebe, Solid Waste Services, County

of Wellington

Contact: Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO)

Waste Electronics and Electrical Equipment Committee (WEEE) Sub-Group

Chair: • Cameron Wright, Manager, Waste Diversion,

Essex-WindsorSolidWasteAuthority

Members:• Milena Avramovic, Senior Policy Advisor,


• Gary Barnes, Waste Diversion Supervisor, City of Sault Ste. Marie

• Trevor Barton, Supervisor, Program Planning, Waste Management Division, Region of Peel

• Dave Gordon, Manager, Waste Planning, Region of Peel

• Marilyn Journeaux, Program Manager, Waste Diversion & Processing, City of Ottawa

• Brenda McCrea, Program Coordinator, Waste Management, Halton Region

• Emil Prpic, Supervisor of Waste Processing, Waste Management Division, City of Hamilton

• Jennifer Salutari, Hazardous Waste Program Assistant&WasteElectronicsProgramSupervisor,QuingeWasteSolutions

• Jay Stanford, Division Manager, City of London



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-25- Appointments

Building Code Energy Advisory Group (BCEAG)• Bruce Duncan, Manager, Property and

Purchasing, City of Orillia

Canada-Ontario-AMO-Toronto Federal Gas Tax Oversight Committee• Monika Turner, Director of Policy,


• Pat Vanini, Executive Director, Association of Municipalities of Ontario (AMO)

Canadian Council of Ministers of the Environment’s Development Committee - Municipal Wastewater Effluent• Paul Drca, Manager, Environmental Support

Services, City of Windsor• Vic Lim, Works & Emergency Services, City

of Toronto• Mark Schiller, Director of Water Services,

Region of Peel

Emergency Management Ontario’s Incident Management Steering Committee• Craig Reid, Senior Policy Advisor,


Emergency Services Steering Committee (ESSC)• Sumeeta Kapur, Policy Advisor, Association

of Municipalities of Ontario (AMO) • Monika Turner, Director of Policy,


Federal and Provincial Ministries of Citizenship and Immigration - Labour Market WorkingGroup• Brenda Camirand, Community Development

Consultant, Timmins Economic Development Corporation

• Lisa Gonsalves, Acting Managing Director, Strategic Service Integration and Policy Branch, Regional Municipality of York

• Ron Van Horne CAO, County of Lambton• Ronna Warsh Commissioner, Community

Development & Health, City of Windsor• Petra Wolfbeiss, Senior Policy Advisor,

Association of Municipalities of Ontario

FireSmart Communities• Matthew Wilson, Senior Policy Advisor,


Hydro One Customer Advisory Board (CAB)• DougReycraft,Mayor,Municipalityof

Southwest Middlesex

Ministries of Municipal Affairs and Housing and Natural Resources - Urban FloodingWorking Group• Craig Reid, Senior Policy Advisor,


Ministry of Agriculture and Food - Provincial Nutrient Management Advisory Committee• Milena Avramovic, Senior Policy Advisor,

Association of Municipalities of Ontario (AMO) *

• Gary Cousins, Director of Planning, County of Wellington

• Monika Turner, Director of Policy, Association of Municipalities of Ontario (AMO)

Ministry of Community Safety and Correctional Services - Policing Standards Advisory Committee • Matthew Wilson, Senior Policy Advisor,


Ministry of Community and Social Services/AMO/City of Toronto Accessibility StandardsWorking Group• Cordelia Abankwa-Harris, General Manager

(Acting), Social Services Branch, Regional Municipality of York

• Valerie Critchley, City Clerk, City of Windsor• Mark Darroch, Director, Community & Social

Services, County of Northumberland• Clara Freire, Manager, Client Service

Strategies, City of Ottawa• Lisa Gonsalves, Acting Managing Director,

Strategic Service Integration and Policy Branch, Regional Municipality of York

• Wendy Goss, Accessibility Coordinator, City of Brampton

• Robyn Guest, Intergovernmental Relations Coordinator, City of Ottawa

• GrantHopcroft,DirectorofIntergovernmental and Community Liaison, City of London

• GurpreetS.Malhotra,Director,StrategicPlanning, Policy and Partnerships, Region of Peel

• Kelly Paleczny, Director of Finance & Administration, London Transit

• Bill Rayburn, CAO, County of Middlesex• Patrick Robson, Commissioner, Integrated

Community Planning, Region of Niagara• Steven G. Silver, United Counties of Leeds

& Grenville• Gary Sosnoski, Commissioner of Corporate

Resources, Region of Waterloo• George Vandermey, Director Human

Resources Services, City of Cambridge• Petra Wolfbiess, Senior Policy Advisor,



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-26- Appointments

Ministry of Community Safety and Correctional Services - Policing Standards Advisory Committee – Hate Crimes Working Group (PSAC-HCWG)• Matthew Wilson, Senior Policy Advisor,


Ministry of Community Safety and Correctional Services – Provincial Working Group on Animals in Emergencies• Nicholas Ruder, Policy Advisor, Association

of Municipalities of Ontario (AMO)

Ministry of Education - Early Learning and Child Care Advisory Group• Petra Wolfbiess, Senior Policy Advisor,


Ministry of Education - Northern, Rural and Remote Reference Group• Anne Comtois Lalonde, Administrator,

SocialServices,UnitedCountiesofPrescott& Russell

Ministry of Environment - Advisory Panel on Source Water Protection Funding• Ken Seiling, Regional Chair, Region of

Waterloo

Ministry of Health and Long Term Care - Ontario Health Pandemic Influenza Plan (OHPIP) Steering Committee• Patti Moore, General Manager, Health &

Social Services, Norfolk County

Ministry of Health and Long-Term Care - Family Health Team (FHT) Action Group• Lorne Coe, Councillor (Local & Regional),

Town of Whitby

Ministry of Labour - Advisory Council to the Pay Equity Office• Penelope Smiley, Commissioner, Human

Resources, Region of Waterloo

Ministry of Labour - Section 21 Advisory Committee for Fire Services• Terry Allen, Fire Chief, City of Cambridge• Cathy Hoffman, Director, Human Resources

& Organizational Development, Municipality of Chatham-Kent

Ministry of Municipal Affairs and Housing - Building Advisory Council (BAC)• Roy Hardy, CAO, Municipality of South

Huron

Ministry of Municipal Affairs and Housing - Investment for Affordable Housing in Ontario(IAH) Technical Working Group• Stephen Arbuckle, Manager Social Housing

& Shelter Management, City of Ottawa• Debbie Cercone, Executive Director of

Housing & Children’s Services, City of Windsor

• Brian Marks, Director of Housing Services, District of Cochrane Social Services Administration Board

• Mark Menzies, Director of Housing Services, Regional Municipality of Durham

• Sylvia Patterson, General Manager, Housing and Long Term Care, Regional Municipality of York

• Elizabeth Sebestyen, Housing Coordinator, City of St. Thomas

• Petra Wolfbeiss, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

Ministry of Municipal Affairs and Housing - Brownfields Stakeholder Group• Milena Avramovic, Senior Policy Advisor,


• Chad Collins, Councillor Ward, City of Hamilton


Ministry of Municipal Affairs and Housing – Municipal Debt Issuance and Investment Committee • Nancy Plumridge, Director of

Administration and Business Development, Association of Municipalities of Ontario (AMO)

• Matthew Wilson, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

Ministry of Natural Resources Aggregate Technical Committee • Milena Avramovic, Senior Policy Advisor,


• Ken Forgeron, Senior Planner, Policy & Development, Region of Niagara


Ministry of Natural Resources - Lakes and Rivers Improvement Act Advisory Panel• Craig Reid, Senior Policy Advisor,



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Ministry of Municipal Affairs and Housing - Proposed Housing Services Act (HSA)Regulation Development Table’s Information and Reporting Working Group• Stephen Arbuckle, Manager Social Housing

& Shelter Management, City of Ottawa• Kira Heineck, Executive Director, Ontario

Municipal Social Services Association• Kerry Hobbs, Manager of Housing

Programs, Regional Municipality of York• Merv Hughes, Manager, Social Housing,

Norfolk County• David Landers, CAO, District of Cochrane

Social Services Administration Board• Brian Marks, Director of Housing Services,

District of Cochrane Social Services Administration Board

• Deb Schlichter, Director of Housing, Region of Waterloo

• Jeffrey Schumacher, Supervisor, Housing Supply Initiatives, Region of Waterloo


Ministry of Municipal Affairs and Housing - Proposed Housing Services Act (HSA)Regulation Development Table’s Payment of Certain Housing Costs and Risk ManagementWorking Group• Michele Campbell, Manager, Housing

Services, Region of Halton• Debora M. Daigle, Manager, Social &

Housing Services, City of Cornwall• Kerry Hobbs, Manager of Housing

Programs, Regional Municipality of York • Brian Marks, Director of Housing Services,


• Louise Stevens, Director, Municipal Housing, City of London


Ministry of Municipal Affairs and Housing - Proposed Housing Services Act (HSA)Regulation Development Table’s Provincial Policies and Local Plans Working Group• Stephen Arbuckle, Manager Social Housing

& Shelter Management, City of Ottawa• Susan Bacque, Manager, Housing Division,

City of Peterborough• Drew Goursky, Manager, Program Design &

Development, Region of Peel• Kira Heineck, Executive Director, Ontario

Municipal Social Services Association• Cheryl Hitchens, Manager, Social Planning

and Policy, City of Kingston• Kerry Hobbs, Manager of Housing

Programs, Regional Municipality of York• Merv Hughes, Manager, Social Housing,


Social Services Administration Board• Brian Marks, Director of Housing Services,


• Mary Menzies, Director, Housing Services, Regional Municipality of Durham

• Lynn Randall, Director, Social Planning, Policy & Program Administration, Region of Waterloo

• Jeff Schumacher, Supervisor, Housing Supply Initiatives, Region of Waterloo


Ministry of Municipal Affairs and Housing - Proposed Housing Services Act (HSA)Regulation Development Table’s Rent-Geared-to-Income and Special Needs Housing• Stephen Arbuckle, Manager Social Housing

& Shelter Management, City of Ottawa• Rebecca Belore, Manager, Tenant Relations,

Municipality of Chatham-Kent• Kira Heineck, Executive Director, Ontario

Municipal Social Services Association• David Landers, CAO, District of Cochrane

Social Services Administration Board• Pauline Luening, Senior Policy Analyst,

Community and Health Services Dept, Regional Municpality of York

• Robert McKnight, Program Manager, Social Housing Administration, City of Hamilton


• PamMurphy,Supervisor,Non-ProfitHousing, County of Hastings

• Shelly Upton, Program Supervisor, Housing Services


Ministry of Municipal Affairs and Housing - Proposed Housing Services Act (HSA)Regulation Development Table’s Reviews of Social Housing Decisions Working Group• Stephen Arbuckle, Manager Social Housing

& Shelter Management, City of Ottawa• Michele Campbell, Manager, Housing

Services, Region of Halton• Kira Heineck, Executive Director, Ontario

Municipal Social Services Association• Kerry Hobbs, Manager of Housing

Programs, Regional Municipality of York• David Landers, CAO, District of Cochrane

Social Services Administration Board• Eleanor MacDonald, Program Manager,

Housing Administration, Regional Municipality of Durham


• Jennifer Murdoch, Manager, Housing Programs, Region of Waterloo

• Deb Schlichter, Director of Housing, Region of Waterloo

• Susan Wilkin, Manger, Rent Supplement, Human Services, Region of Peel


AppointmentsCorrespondence Package September 11, 2012

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Ministry of Municipal Affairs and Housing - Proposed Housing Services Act (HSA)Regulation Development Table’s Service Managers and Local Housing CorporationsWorking Group• Stephen Arbuckle, Manager Social Housing

& Shelter Management, City of Ottawa• Michele Campbell, Manager, Housing

Services, Region of Halton• Anne-Marie Fobert-Poirier, Program

Coordinator, Social Housing Division, City of Cornwall

• Kira Heineck, Executive Director, Ontario Municipal Social Services Association

• Kerry Hobbs, Manager of Housing Programs, Regional Municipality of York

• Merv Hughes, Manager, Social Housing, Norfolk County

• David Landers, CAO, District of Cochrane Social Services Administration Board


• Alba Michelucci, Financial Analyst, Housing Programs, Region of Waterloo

• Michelle Waye, Manager, Social Housing, Region of Peel


Ministry of Municipal Affairs and Housing’s Provincial-Municipal Housing Partnership Table• Stephen Arbuckle, Manager Social Housing

& Shelter Management, City of Ottawa• Debora M. Daigle, Manager Social Housing,

Norfolk County• Merv Hughes, Manager, Social Housing,


Social Services Administration Board• Janet Menard, Commissioner, Human

Services, Region of Peel

• Mary Menzies, Director Housing Servcies, Region of Peel

• Sylvia Patterson, General Manager, Housing and Long Term Care, Regional Municipality of York

• Joe-Anne Priel, General Manager, Community Services, City of Hamilton

• Monika Tuner, Director of Policy, Association of Municipalities of Ontario (AMO)


Ministry of Municipal Affairs and Housing/Ontario Municipal Social Services AssociationResource Centre Advisory Committee• Kerry Hobbs, Manager of Housing

Programs, Regional Municipality of York• Petra Wolfbeiss, Senior Policy Advisor,


Ministry of Natural Resource Aggregate Technical Committee• Milena Avramovic, Senior Policy Advisor,


• Ken Forgeron, Senior Planner, Policy & Development, Region of Niagara

Ministry of Natural Resources - Fire Services Agreements Review Task Force• Richard Adams, Mayor, Town of Parry Sound• Mike Pintar, Fire Chief, City of Timmins• Roy Sinclair, CAO, Municipality of

Greenstone• John Sisson, CAO, Town of Bracebridge

Ministry of Natural Resources Aggregate Advisory Committee• Pat Vanini, Executive Director, Association


Ministry of Natural Resources Fire Services Agreements Review Task Force• Doug Nadorozny, CAO, City of Greater

Sudbury

Ministry of Revenue - Ontario Business Advisory Council• Stephen Chait, Director of Business

Development, Town of Markham

Ministry of the Attorney General - Provincial Offences Act Working Group• Roberto E. Zuech, Legal Counsel, City of

Mississauga

Municipal Health and Safety Association Board (MHSA)• Graham Dart, Director, Human Resources,

City of St. Thomas

Municipal Property Assessment Corporation (MPAC) - Liaison Group • Matthew Wilson, Senior Policy Advisor,


Municipal Property Assessment Corporation (MPAC)• Matthew R. Wilson, Solicitor, Regional

Municipality of DurhamOak Ridges Moraine Foundation Board• Marilyn Pearce, Mayor, Township of Scugog

OMSSA Policy Advocacy Committee• Petra Wolfbeiss, Senior Policy Advisor,


AppointmentsCorrespondence Package September 11, 2012

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Ontario 9-1-1 Advisory Board• BryanBaxter,CAO,TownofCoburg• Bill Davis, Deputy Reeve, Municipality of

Dysart et Al• JimFriend,ChiefCommunicationsOfficer,

Emergency Services, City of Hamilton• Dave Hanley, Director of Planning &

Development, County of Perth

Ontario Aggregate Resources Corporation (TOARC) Board • Ric McGee, Mayor, City of Kawartha Lakes

Ontario Fire Marshal’s Public Fire Safety Council• Dail Levesque, Levesque Consulting

PMFSDR Phase 1 Program Consolidation External Partner Working Group• Stephen Arbuckle, Manager Social Housing

& Shelter Management, City of Ottawa• Greg Bishop, Director Children &

Community Services, County of Simcoe• Debora M. Daigle, Manager, Social &

Housing Services, City of Cornwall• Merv Hughes, Manager, Social Housing,

Norfolk County• Juliet Jackson, Director, Client & Community

Access Division, Region of Peel• David Landers, CAO, District of Cochrane

Social Services Administration Board• Pauline Luening, Senior Policy Analyst,

Community & Health Services Dept, Regional Municipality of York


• Marie Morrison, Manager, Social Planning, Region of Waterloo

• Lynn Randall, Director, Social Planning, Policy & Program Administration, Region of Waterloo

• Sue Ritchie, Manager of the Community Programs Unit, Region of Peel

• Petra Wolfbiess, Senior Policy Advisor, Association of Municipalities of Ontario (AMO)

Appointments

Provincial Advisory Group on Marijuana Grow Operations & Clandestine Laboratories (PAG)• Sumeeta Kapur, Policy Advisor, Association


Provincial Animal Welfare (PAW)• Nicholas Ruder, Policy Advisor, Association

of Municipalities of Ontario (AMO)Stewardship Ontario Technical Committee• RickClow,GeneralManager,QuiteWest

Solutions,CityofQuinteWest

Waste Diversion Ontario – Continuous Improve Fund (CIF) Board • Milena Avramovic, Senior Policy Advisor,


• Michael Garrett, retired CAO, Region of York• Monika Turner, Director of Policy,


Waste Diversion Ontario – Continuous Improve Fund (CIF) Projects sub-committee• Milena Avramovic, Senior Policy Advisor,


• Jerry Biersteker, Senior Environmental Engineer, Region of Waterloo

• Michael Birett, Manager CIF Projects, Association of Municipalities of Ontario (AMO)

• Erwin Pascal, Supervisor with Public Works, Region of Peel

• Clayton Sampson, Waste Management Supervisor, County of Oxford


Waste Diversion Ontario’s Public Affairs Committee• Milena Avramovic, Senior Policy Advisor,



*PleasenoteMilenaAvramovicleftAMOinOctober,2011.


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-30-The AMO Team

Executive Director• Pat Vanini, Executive Director• Lorna Ruder, Executive Assistant

Policy Services and Government Relations• Monika Turner, Director of Policy• Evelyn Armogan, Administrative Assistant• Lilian Cheung, Administrative Assistant• Sumeeta Kapur, Policy Advisor• Andrew Keenan, Policy Intern• Rob Milligan, Senior Policy Advisor• Craig Reid, Senior Policy Advisor• Nicholas Ruder, Policy Advisor• Matthew Wilson, Senior Policy Advisor• Petra Wolfbeiss, Senior Policy Advisor

Gas Tax Implementation• Judy Dezell, Project Manager• Lovely Devaya, Administrative Assistant• Jay Paleja, Policy Advisor

Corporate Services• Nancy Plumridge, Director of Administration and Business

Development• Navneet Dhaliwal, Special Events and Business Development Co-

ordinator• Cathrina Gomes, Accounts Payable Clerk• Nasrin Hasham, Senior Accounting Clerk• Alexander Kostanyan, IT Manager• Irene Ostrowski, Receptionist/Administrative Assistant• Christian Pelissier, Systems Administrator• Heather Seaton, Accounting Manager• Julia Shiu, Information Analyst/Researcher• Anita Surujdeo, Accounts Receivable/Special Events Clerk• Snezana Vukelic, Manager, Information Services

LAS• Nancy Plumridge, President and Secretary-Treasurer• Susan Allardyce, Administrative Assistant• Corey Brown, Energy Billing/Settlement Clerk• Jason Hagan, Program Coordinator• Chris Hanlon, Manager, Energy• Sunny Nayyar, Energy Billing & Settlement Clerk• Rebecca Pinto (Maternity leave), Energy Systems Operator• Victoria Sazonova, IT Technician• Aanchal Singh, Energy Systems Operator• ScottVokey,EnergyServicesCoordinator

Ontario Municipal Knowledge Network• Bruce McLeod, OMKN Coordinator

current as at time of print


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-31-AMO Financials

Content:

Independent Auditor’s Report 32Statement of Financial Position 34Statement of Operations 35Statement of Changes in Net Assets 36Statement of Cash Flows 37NotestotheFinancialStatements 38


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-34-Statement of Financial Position


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-35-Statement of Operations


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-36-Statement of Changes in Net Assets


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-37-Statement of Cash Flows


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-38-NotestotheFinancialStatements


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Barbara Karrandjas

From: Karen Landry

Sent: Tuesday, August 21, 2012 6:33 PM

To: Heritage Caledon

Cc: Sally Drummond; Agenda

Subject: FW: New web pages - OHA Register and HCD Initiative (Ontario Heritage Trust) c

Page 1 of 4

8/29/2012

Information for the Heritage Committee next cp Karen M. Landry Director of Administration/Town Clerk Administration Department Town of Caledon 6311 Old Church Road, Caledon, ON L7C 1J6 (905) 584-2272 ext. 4218 Fax 905-584-4325 www.caledon.ca

From: Jim Leonard [mailto:[email protected]] Sent: Tuesday, August 21, 2012 8:16 AM To: [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; Karen Landry; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected];


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[email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected];

Page 2 of 4

8/29/2012


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[email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected] Subject: New web pages - OHA Register and HCD Initiative (Ontario Heritage Trust) c Hello, The Ontario Heritage Trust is pleased to announce the recent addition of two new pages on the Trust’s website. A page focusing on Heritage Conservation Districts has been launched. It provides detailed information on all current and proposed districts, spotlights best practices across Ontario and provides resources and useful links that will point users to sample terms of reference documents for HCD studies, examples of amended district plans and more. The Trust’s website now also includes an information page devoted to the Ontario Heritage Act (OHA) Register. The new page outlines the purpose of the Register, the type of documents that should be submitted and other key information. The page also includes an online query form to make enquiries about the heritage status of properties designated under section 29 or 41 of the Ontario Heritage Act.

Page 3 of 4

8/29/2012


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Feel free to take a look and we certainly welcome your feedback. Links to the new web pages are here:

Heritage Conservation Districts:

www.heritagetrust.on.ca/hcd / www.heritagetrust.on.ca/dcp

OHA Register:

www.heritagetrust.on.ca/register / www.heritagetrust.on.ca/registre Jim Jim Leonard Ontario Heritage Act Registrar Ontario Heritage Trust 10 Adelaide Street East Toronto, Ontario, Canada, M5C 1J3. Telephone: 416-212-1736 Fax: 416-325-5071 E-mail: [email protected] E-mail: [email protected] www.heritagetrust.on.ca The Ontario Heritage Trust - the Province's lead heritage agency - is dedicated to identifying, preserving, protecting and promoting Ontario's rich and varied heritage for the benefit of present and future generations.


Page 4 of 4

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August 17, 2012

Minister of Infrastructure Rolls out Asset Management Funding Program OGRA President Alan Korell was in attendance in Trenton yesterday when Minister of Infrastructure Bob Chiarelli announced the Province’s new Municipal Infrastructure Strategy. The strategy will require municipalities that request provincial infrastructure funding to show how projects fit within a comprehensive asset management plan. Asset management plans help municipalities make smart planning decisions about building, operating, maintaining, renewing and replacing infrastructure over the long-term. Through the strategy, Ontario is providing $60 million over the next three years to municipalities. Up to $9 million will be used to help municipalities prepare their plans, while the remaining funds will be used to address critical projects identified in those finalized plans. In his address Minister Chiarelli stated, that "the government has made unprecedented investments in infrastructure across the province. We will continue to partner with all municipalities to invest in local infrastructure to support economic growth and enhance quality of life." OGRA President Alan Korell stated that "The federal, provincial and municipal governments need to work together to fund the infrastructure that makes Ontario communities prosperous. The Province's decision to provide funding to small municipalities to prepare asset management plans confirms a commitment to approaching infrastructure needs in partnership, and to investing wisely." “This is exactly the direction that we had hoped the Province would take” said OGRA Executive Director Joe Tiernay. “Municipalities need to do asset management but they also need financial assistance to get the job done.” He also restated OGRA’s commitment to the Municipal DataWorks (MDW) program confirming that access to OGRA municipal members would continue at no cost. Municipalities interested in accessing the funding must submit an “Expression of Interest” by no later than October 22, 2012. Click the following link to be redirected to the on-line form. Funding for Asset Management - Expression of Interest Form


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http://www.forms.ssb.gov.on.ca/mbs/ssb/forms/ssbforms.nsf/GetFileAttach/044-0032E~1/$File/0032E.pdf

August 17, 2012

Minister of Transportation Agrees to “Open up” MMS Regulations OGRA is very pleased to advise that the Minister of Transportation, Bob Chiarelli has agreed to open up the Minimum Maintenance Standards (MMS) regulations to address the problems created by the recent Ontario Court of Appeals decision in Guiliani v Region of Halton. Further he has made the commitment to address the problems “before the snow flies” this winter. Late last year the Ontario Court of Appeal overturned a lower court ruling in the matter of Guiliani v The Region of Halton which has serious implications for all municipalities in Ontario. The ruling undermines the ability of municipalities who are in compliance with their existing Minimum Maintenance Standards to defend court actions brought against them. Members of the OGRA Board and Staff met with both Minister Chiarelli and Premier McGuinty at the 2012 ROMA/OGRA Combined Conference to apprise them of the matter and to advise that while OGRA was supporting an appeal to the Supreme Court of Canada, that if all legal avenues were exhausted, we would be back requesting that the regulations and/or the legislation be amended. OGRA supported the appeal by OMEX to the Supreme Court of Canada. Unfortunately the Supreme Court refused to hear the appeal and OGRA immediately contacted the Minister’s office to set up a meeting. OGRA President Alan Korell stated “We are extremely pleased that the Minister has seen the important role that the MMS plays in protecting municipalities from frivolous law suits and that he has agreed to act so quickly.” The Committee that OGRA had established to develop new best practices to deal with the court ruling will be re-tasked to draft the revised regulations to be submitted to the Minister this fall.” Executive Director Joe Tiernay stated “OGRA will continue to take a leadership role in ensuring that the MMS provide the level of protection that municipalities need and we will also continue to press for legislative changes to the bigger issue of Joint and Several Liability.” For more information contact OGRA at [email protected]


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mailto:[email protected]

From: Karen LandrySent: Friday, August 31, 2012 2:09 PMTo: AgendaCc: Mary Hall; Haiqing Xu; Casey Blakely; Craig CampbellSubject: FW: Second Formal Consultation Begins Todayfyi next cp Karen M. LandryDirector of Administration/Town ClerkAdministration Department Town of Caledon6311 Old Church Road, Caledon, ON L7C 1J6 (905) 584-2272 ext. 4218 Fax 905-584-4325www.caledon.ca

From: Susan Jagminas [mailto:[email protected]] Sent: Monday, August 27, 2012 10:11 AMTo: [email protected]: Second Formal Consultation Begins Today

Dear Municipal Colleagues,

This is to advise that second formal consultation on the proposed source protection plan and explanatory document beginstoday, Monday, August 27, 2012 and ends on Friday, October 5, 2012 at 4:30 pm.

A package will arrive at the municipal Clerk’s office today or tomorrow that includes one hard copy of both documents as wellas instructions about how to submit comments. Both documents can also be found online at:http://www.ourwatershed.ca/documents/source_protection_plan/public_consultation.php.

To review comments submitted during first formal consultation and the source protection committee’s response, please referto the CD within the explanatory document. Note also that the source protection plan contains a DVD on the inside frontcover that includes the approved assessment reports.

This second formal consultation is your final opportunity to review the proposed source protection plan and explanatorydocument. Please note that all comments received during this second formal consultation period will be attached to theproposed source protection plan and explanatory document when they are submitted to the Ministry of Environment inOctober.

How to Comment:

Comments must be submitted in writing and received by the deadline of October 5, 2012 at 4:30pm to:Lakes Simcoe Couchiching/Black River Source Protection Authorityc/o Lake Simcoe Region Conservation Authority120 Bayview Parkway, Box 282Newmarket, ON L3Y 4X1Fax: 905-853-5881Email: [email protected]

A Note About Submitting Municipal Council Resolutions:

We understand that it may not be possible to include a municipal council resolution before the October 5 deadline. While westill need your comments by October 5, municipal council resolutions can be submitted after the deadline. Please let SusanJagminas know in advance of the deadline when you expect to be sending us that resolution so we can advise the MOE. Hercontact details are below.


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http://www.caledon.ca/

http://www.ourwatershed.ca/documents/source_protection_plan/public_consultation.php


Further Questions?

If you have any questions about this commenting period or the source protection planning process, please contact SusanJagminas, Communications Specialist, at the Lake Simcoe Region Conservation Authority at 800 465 0437 ext 264 [email protected]

Best regards,

Lynn DollinChair, South Georgian Bay Lake Simcoe Source Protection Committee

This message (and any associated files) is intended only for the use of the individual or entity to which it is addressed. The content of the message is the property of theCorporation of the Town of Caledon. The message may contain information that is privileged, confidential, subject to copyright and exempt from disclosure underapplicable law. If the reader of this message is not the intended recipient, you are notified that any dissemination, distribution, copying, or modification of this message isstrictly prohibited. If you have received this message in error, please notify the sender immediately, advising of the error and delete this message without making a copy.(Information related to this email is automatically monitored and recorded and the content may be required to be disclosed by the Town to a third party in certaincircumstances). Thank you.


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Barbara Karrandjas

From: Karen Landry


To: Agenda

Subject: FW: MEPCO Update on OMERS

Attachments: MEPCO Toolkit.pdf; MEPCO Update on OMERS August 10 2012.pdf

Page 1 of 1

8/29/2012


From: [email protected] [mailto:[email protected]] Sent: Sunday, August 12, 2012 5:16 PM To: Karen Landry Subject: MEPCO Update on OMERS MEPCO Members: Attached please find the MEPCO’S Update on OMERS Contributions, Pooling Investments and OMERS Governance Review. Also attached is MEPCO’s pension orientation/toolkit, which provides fact sheets on OMERS, current pension issues and a glossary of pension terms. Working together, through MEPCO, municipal employers present a united front and prudent advocacy on OMERS matters. The Centre will continue to keep members updated on OMERS developments. The Municipal Employers Pension Centre of Ontario (MEPCO) MEPCO is a not‐for‐profit corporation, created by AMO, to ensure that its employer representatives on the OMERS

Sponsors Corporation and Administrative Corporation are informed well‐resourced and supported by leading pension expertise. MEPCO can raise and manage funds, hire experts who will provide appropriate research and information, and share insights with others as needed.



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200 University Avenue, Suite 801, Toronto, ON., M5H 3C6, Canada 1

Ontario Municipal Employees Retirement System

(OMERS)

About OMERS

The Ontario Municipal Employees Retirement System (OMERS) was created in 1962 as the pension plan for municipal government employees in Ontario. Today OMERS represents 931 employers and more than 400,000 members, retirees and survivors. Ontario’s municipalities are the largest employer group in OMERS and a key sponsor of the Plan. In 2006, the Ontario Municipal Employees Retirement System Act, 2006 (the OMERS Act) came into effect. As a result, the Government of Ontario devolved itself from its central sponsorship role in OMERS. The OMERS Sponsors Corporation (SC) replaced the Government of Ontario as plan sponsor. The SC is responsible for Plan design, including changes to benefits and contribution rates and setting compensation levels, and is made up of employee, employer and retiree representatives. The OMERS Administration Corporation (OAC) assumed the role of the existing OMERS Corporation. The OAC is responsible for the Plan’s day to day operations including determining investment strategy, plan valuation and pension benefit administration. The OMERS website contains more detailed information about OMERS’ history, values and vision and corporate structure. We encourage you to visit www.omers.ca to learn more. MEPCO and OMERS

MEPCO serves as a key resource and advisor to AMO’s four representatives on the OMERS Sponsors Corporation (SC) and Administration Corporation (AC). MEPCO shares OMERS’ goal of ensuring a stable, viable pension that meets the needs of municipal government and its employees. MEPCO’s work is guided by its OMERS Primary Plan Pension Platform – a collection of principles and positions on key aspects of OMERS Plan operation.


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http://www.omers.ca/


The principles that guide MEPCO and AMO’s OMERS representatives are:

Long-term OMERS sustainability depends on flexibility in benefit, funding and investment policy to allow the Plan to adjust to various economic conditions.

OMERS Plan design needs to be assessed regularly to ensure benefits reflect municipal human resources and staffing strategies.

OMERS Plan members have an obligation to supplement Plan benefits to meet their retirement needs.

Plan benefits should only be improved when there is sufficient surplus. The OMERS blended contribution rates set by the Sponsors Corporation should

be acceptable to the MEPCO Board based on affordability. Plan benefits must reflect municipal fiscal capacity and should be sustainable

over time. Municipal employers should be able to provide other pension options for their

employees, with different cost equations than the current OMERS Plan. MEPCO’s key perspectives on the OMERS Plan are:

The OMERS Plan is an important tool, as a part of the overall compensation package, in attracting and retaining municipal employees.

Municipalities have a limited revenue base (property tax system) and fewer financial tools than senior governments to deal with fiscal challenges.

It is difficult to gain public support for property tax increases to pay for public pension plans when there is no corresponding increase in services being delivered and when many property tax payers have no pension coverage themselves.

The Municipal Employers Pension Centre of Ontario (MEPCO)

MEPCO is a not‐for‐profit corporation, created by AMO, to ensure that its employer representatives on the OMERS Sponsors Corporation and Administrative Corporation are informed well‐resourced and supported by leading pension expertise. MEPCO can raise and manage funds, hire experts who will provide appropriate research and information, and share insights with others as needed.


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The Municipal Employer Pension Centre of Ontario

(MEPCO)

What is MEPCO?

The Municipal Employer Pension Centre of Ontario (MEPCO) is a non-profit corporation created by AMO to provide pension expertise and resources to AMO’s employer representatives on the OMERS Sponsors Corporation (SC) and Administration Corporation (AC) Boards. This bicameral board structure was established through legislation to provide sponsors (employers and employees) with the responsibility for the Plan, devolving it from the Province. The legislation names AMO as the sponsor for OMERS municipal governments, the largest sponsor of the municipal employers.

MEPCO’s primary goal is to advance well thought out, actuarially sound perspectives on OMERS issues that reflect the interests of municipal employers and the overall sustainability of the OMERS Pension Plan. While MEPCO does this works, municipal employee unions and associations are organized to bring employee interests forward as they also have sponsor representatives on the two OMERS Boards.

The MEPCO Board meets quarterly and its membership includes pension experts as well as municipal government representatives.

MEPCO serves almost 50 per cent of active OMERS members (representing more than 90,000 employees), making it the single largest resource to employer representatives.

What does MEPCO do?

MEPCO shares its pension knowledge and expert pension actuary and legal counsel with municipal employer representatives to OMERS to help achieve sensible outcomes that meet the needs of municipal governments and their employees.

Through AMO’s representatives on the OMERS SC and AC Boards, MEPCO brings the municipal perspective to OMERS-related decisions by:

Evaluating every benefit and contribution change proposal that goes before the OMERS Sponsors Corporation Board to assess the impact on municipalities and the overall health of the OMERS Plan.

Providing advice to AMO’s representatives to OMERS on plan design, funding, growth and other matters.


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Participating throughout the process when the Government of Ontario proposes

changes to the Province’s pension system. For example, in 2010, MEPCO represented municipal employer interests by providing comments on Bill 236, the Pension Benefits Amendment Act, 2010.

Keeping MEPCO members informed of important OMERS developments by issuing updates and directly responding to inquiries.

Participating in the selection process for AMO’s representatives on the OMERS Sponsors Corporation and Administration Corporation.

Recruiting a MEPCO Board of Directors for MEPCO that includes a mix of public and private sector experts and municipal officials.

Why does MEPCO exist?

In 2006, the Ontario Government devolved itself from its central sponsorship role in OMERS and created a new and independent governance model. The OMERS Sponsors Corporation now determines Plan design and contribution rate changes and the OMERS Administration Corporation manages the Plan’s day to day operations including investment strategy, plan valuation and pension benefit administration. Many municipal employees are part of well resourced, sophisticated organizations that fight hard for their members and advocate for employee interests. Municipal employers need support, advocacy and resources so that their voices are heard in important employee relations matters.

**

Developments related to the OMERS Pension Plan can be complex, but few issues have the ability to affect a municipality’s bottom line like an OMERS Plan Change or a deficit that requires increased contribution rates. For this reason, MEPCO works hard to develop policy positions, support its representatives and keep its members as informed as possible. MEPCO is committed to communicating with its members by providing clear, timely updates on OMERS related matters on www.mepco.ca and by answering individual inquiries.




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http://www.mepco.ca/


Glossary of Terms

MEPCO has prepared this glossary of terms to help municipal governments better understand the OMERS pension plan.

AVC (Additional Voluntary Contributions)

As of January 1, 2011, OMERS Primary Plan members and retirees are able to make Additional Voluntary Contributions (AVC) to their OMERS pension beyond the amount they are required to contribute. This savings and investment opportunity is exclusive to OMERS members and is similar to a Registered Retirement Savings Plan (RRSP). Devolution

The Ontario Municipal Employees Retirement System Act, 2006, also referred to as Bill 206, established a new governance structure for the OMERS Pension Plan with the creation of the OMERS Sponsors Corporation to replace the Government of Ontario as Plan sponsor. The transfer of the Province’s governance role in OMERS to the Sponsors Corporation is referred to as devolution. Grow-in Benefits

Grow-in benefits are pension benefits paid to plan members of a wound up pension plan. In Ontario, pension plans must fund Grow-in benefits. MEPCO has advocated for the exemption of multi-employer, jointly-sponsored plans that are highly unlikely to wind up, like OMERS, from the provision to provide Grow-in benefits. Legislation passed on May 18, 2010, the Pension Benefits Amendment Act, 2010, allows certain plans, including OMERS, to opt out. In 2010, the Sponsors Corporation (SC) elected to remove OMERS from the need to provide Grow-in benefits. Mediation/Arbitration

Specified Plan Change (SPC) proposals that do not receive approval by a super majority of Sponsors Corporation (SC) Board members (i.e. two-thirds majority) can be moved to mediation/arbitration with simple majority support. More information on the mediation/arbitration and SPC process is available on the SC website. MEPCO Annual Report

MEPCO issues an Annual Report to summarize its work over the past year, comment on key developments in Ontario’s pension environment and lay out priorities for the year ahead. A hard copy of the Report is sent to each MEPCO member municipality and is also available on www.mepco.ca.


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http://www.omers.com/pension/Additional_Voluntary_Contributions.aspx

http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_06o02_e.htm

http://www.ontla.on.ca/bills/bills-files/39_Parliament/Session2/b236ra.pdf

http://www.omerssc.com/PlanChanges/Specified_Plan_Changes.aspx

http://www.mepco.ca/


MEPCO Board

MEPCO recruits a Board of Directors that includes a mix of public and private sector pension experts and municipal officials. The MEPCO Board meets a minimum of four times a year and evaluates every benefit and contribution change proposal that goes before the OMERS Sponsors Corporation Board to assess the impact on municipalities and the overall health of the OMERS plan. MEPCO Pension Platform

The MEPCO Pension Platform is a corporate document that provides guidance for decisions and actions by MEPCO and helps inform AMO’s representatives on the Sponsors Corporation (SC), the Administration Corporation (AC) of the municipal interests. The Platform sets out MEPCO’s principles and positions regarding benefits, funding and investment policy.

NRA 60

Many police officers, police cadets, firefighters and certain employees of police and firefighter associations have a Normal Retirement Age (NRA) of 60 years. The normal retirement pension is paid monthly, for life, from Normal Retirement Age.

NRA 65

Most OMERS members have a Normal Retirement Age (NRA) of 65 years. The normal retirement pension is paid monthly, for life, from Normal Retirement Age.

OMERS Administration Corporation (AC)

The OMERS Administration Corporation (AC) manages the Plan’s day to day operations including:

Investment Strategy Plan valuation Pension benefit administration

The AC’s Board of Directors has 14 members including seven employer representatives and seven employee representatives each with an equal vote. Bill Aziz and Frederick Biro represent AMO on the AC Board.

OMERS Sponsors Corporation (SC) The OMERS Sponsors Corporation (SC) replaced the Government of Ontario as Plan sponsor. The SC determines Plan design and is responsible for:

Determining changes to benefits and contribution rates Setting compensation levels and appointment protocol for both the Administration

Corporation and the Sponsors Corporation


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http://www.omers.com/corporate/corporate_administration_corporation.aspx

http://www.omerssc.com/index.aspx


The SC’s Board of Directors has 14 member including seven employer representatives and seven employee representatives. Marianne Love (Co-Chair) and Bruce Stewart represent AMO on the SC Board.

OMERS Act The Ontario Municipal Employees Retirement System Act, 2006 (OMERS Act), also referred to as Bill 206, came into force on June 30, 2006. Through the Act, the Ontario Government devolved itself from its central sponsorship role and established a new and independent governance model for OMERS. The OMERS Sponsors Corporation now determines Plan design and contribution rate changes and the OMERS Administration Corporation manages the Plan’s day to day operations including investment strategy, plan valuation and pension benefit administration. The Act fundamentally changed AMO’s role in OMERS governance and administration by legislating AMO to appoint employer representatives to the Sponsors Corporation and Administration Corporation. OMERS By-laws/Policies

OMERS Sponsors Corporation (SC) by-laws and policies are available on the SC website. The OMERS Administration Corporation (AC) internal rules or “by-laws” are available in the Governance Manual section of the OMERS website, along with other information related to AC mandates/roles and policy.

OMERS Employer

Employers that are members of the OMERS Pension Plan are called OMERS Employers. Contributions to the OMERS Pension Plan are split equally between employer and employee. Please read the Employer Categories Summary for more information. OMERS Employee/Plan Member

Members of the OMERS Plan include active members (i.e. employees) who contribute to the OMERS Pension Plan as well as members who are not currently contributing to the Plan such as retired people receiving a monthly pension. Contributions to the OMERS Pension Plan are split equally between employer and employee. Please read the OMERS Member Affiliation Summary for additional information. OMERS Information Meetings

OMERS hosts two information meetings each year, one in the spring and one in the fall, to provide an overview of the performance and key activities of the Administration


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http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_06o02_e.htm

http://www.omerssc.com/AboutUs/By-Laws_Policies.aspx

http://www.omerssc.com/AboutUs/By-Laws_Policies.aspx

http://www.omers.com/corporate/corporate_governance_manual.aspx

http://www.omers.com/pdf/Employer_Categories_summary_2011.pdf

http://www.omers.com/pdf/Member_affiliation_summary_2011.pdf


Corporation (AC) and the Sponsors Corporation (SC). Presentation information, including web casts and slide decks are available on the SC website.

OMERS Joint Council

The OMERS Joint Council is a joint committee made up of Board members from the Administration Corporation (AC) and Sponsors Corporation (SC). The Council addresses important issues, such as Plan governance, that relate to both the AC and SC. The Joint Council can make recommendations to both the AC and SC and must meet at least once every quarter.

Pension Benefits Act

The Pension Benefits Act (PBA) is legislation that regulates pension plans in the Province of Ontario. Legislation passed on May 18, 2010, the Pension Benefits Amendment Act, 2010, made changes to the PBA.

Retirement Compensation Arrangement (RCA)

The OMERS Retirement Compensation Arrangement provides benefits to members whose pension benefits exceed the limit set out in the Income Tax Act and Regulation (ITA). The RCA is a separate arrangement from the OMERS Primary Plan with specific tax treatment.

Specified Plan Change (SPC)

A Specified Plan Change (SPC) is defined by the OMERS Act, 2006 as: A change to benefits of any of the OMERS pension plans A change to contribution rates for members or employers A change to or establishment of a reserve

SPC proposals are made to the Sponsors Corporation (SC) and follow a formal approval process and a timeline that is defined yearly. Typically, SPC proposals are tabled in March and decided in June. SPC proposals require a two-thirds majority to be approved by the SC Board. The SC Board can decide to move a rejected proposal to mediation/arbitration by a simple majority. MEPCO evaluates every SPC proposal that goes before the SC Board to assess its impact on municipalities and the overall health of the OMERS Plan. Statement of Plan Design Objectives and Strategy (SPDOS)

The Statement of Plan Design Objectives and Strategy (SPDOS) provides a decision making framework for the Sponsors Corporation (SC). The SPDOS sets out the general parameters of what measured actions should occur when various funding levels are reached:


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http://www.omerssc.com/Information_Meetings.aspx

http://www.omers.com/corporate/corporate_framework_agreement.aspx

http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90p08_e.htm



http://www.omerssc.com/PlanChanges/Specified_Plan_Changes.aspx

http://www.omerssc.com/AboutUs/Statement_of_Plan_Design_Objectives_and_Strategy.aspx


Plan Deficit – when the plan is less than 100 per cent funded Reserve Management – when the Plan is more than 100 per cent funded but less

than 110 per cent funded Surplus Management – when the Plan is more than 110 per cent funded

The SPDOS was formally approved by the Sponsors Corporation (SC) on January 27, 2011.

Supplemental Plan for Police, Firefighters and Paramedics

The Supplemental Plan offers optional “top up” benefits in addition to the OMERS Primary Plan to members of the police sector, firefighters and paramedics. The OMERS Act, 2006 requires that a Supplemental Plan be developed but an employer must agree to provide these optional benefits to a class or classes of employees that are firefighters, paramedics or part of the police sector. The employees must be members of the OMERS Primary Plan before they can enroll in the Supplemental Plan.

YMPE

The Year’s Maximum Pensionable Earnings (YMPE) is the earnings limit defined under the Canada Pension Plan (CPP). Employers collect CPP contributions from employees up to this limit each year. Contribution rates for Normal Retirement Age (NRA) 60 and NRA 65 OMERS employees are set each year for earnings above and below the YMPE. The chart below outlines each of the four OMERS employee groups (NRA 60 and 65 above and below the YMPE).

OMERS Employee Groups Normal Retirement Age 65 Earnings below the YMPE

Earnings above the YMPE Normal Retirement Age 60 Earnings below the YMPE

Earnings above the YMPE For additional terms of reference, please visit the OMERS Glossary of Terms.




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http://www.omers.com/pension/employers_supplemental_plan.aspx

http://www.servicecanada.gc.ca/eng/isp/cpp/cpptoc.shtml

https://www.myomers.com/glossary.jsf


2012 Major Pension Issues

This document provides an update on 2012 Major Pension Issues as of August 9, 2012.

Sustainability of Ontario Public Pensions

MEPCO advocates for policy that:

Promotes a sustainable and affordable OMERS Pension Plan over the long term, and

Supports fair and workable OMERS governance.

Currently, indications suggest that many of Ontario’s public pension plans are in trouble, including OMERS. To reduce OMERS funding deficits, there are three options. Increase contributions (i.e. property taxes go up and employees pay more of their salaries into the pension fund), decrease benefits (until the deficit disappears), or a combination of contribution increases and benefit reductions. It is difficult for municipalities to justify property tax increases to fund public pension plans, particularly when the same taxpayers may have private pensions that do not offer comparable benefits or no pension coverage at all. Last year, the one per cent increase in OMERS contributions required, very roughly, the collection of an additional $150 million in property taxes. Public pension funds should not undermine a municipality’s ability to deliver core government programs and services, and to invest in infrastructure. The 2012 provincial budget included proposed changes to public sector, jointly-sponsored plans that would generally cap contributions and direct sponsors to make choices about reduced benefits for new employees. The Government of Ontario began the consultation on a legislative framework in April 2012 and the OMERS Sponsors Corporation (SC) participated in several consultation meetings. The following components are to form the basis of the legislative framework:

In case of a new funding deficit, plans would be required to reduce future or ancillary benefits before increasing contributions;

In exceptional circumstances, limits to be set on the amount or value of benefit reductions before considering further contribution increases;

Benefit reductions would affect future benefits, not those already accrued or those paid to current retirees;


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http://news.ontario.ca/mof/en/2012/04/consultations-on-public-sector-pension-plans-begin.html


Employee and employer plan contributions to be matched to help reduce pension

deficits (OMERS contributions are split equally between employees and employers whereas there are public pension plans where the employer pays 75 per cent of the contribution amount);

When plan sponsors cannot agree on benefit reductions through negotiations, a new third party dispute resolution process would be invoked; and,

The legislative provisions would be reviewed, once the provincial budget is balanced.

The Province’s decision to address the cost of public pensions through a cap on contribution rates and the reduction of future benefits during deficit periods was applauded by AMO, MEPCO and municipal governments. In early August 2012, the government indicated that it hopes that sponsors of the various pension plans would come to a voluntary agreement on how to cap rates and reduce benefits given that each pension plan is somewhat unique. However, in the absence of a voluntary agreement among the sponsors of a pension plan, the province has indicated it will legislate in the early fall 2012.

Submission to Ontario’s Pension Investment Advisor

In May 2012, the Ontario Government appointed Bill Morneau as the Special Advisor – Broader Public Sector Pension Efficiencies. Mr. Morneau will lead the public consultation process on the changes introduced in the 2012 budget and provide the Minister of Finance with final recommendations by early-fall 2012. In July 2012, MEPCO made a submission to Mr. Morneau making clear its support of the existing voluntary pooling of public sector pension fund assets under Bill 206. Should OMERS act as a “Consolidator” (where assets of smaller plans are pooled with OMERS assets), any changes to the governance structure should not limit OMERS’ sponsor representation and existing sponsors should decide on the scope of any expansion and pooling.

OMERS Governance

OMERS Sponsors Corporation By-law Review

OMERS Sponsors Corporation (SC) and Administration Corporation (AC) Boards are subject to OMERS Corporate By-laws. By-law #4 and By-law #13, which govern the


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Boards’ composition and process for appointment, have been reviewed in 2012. MEPCO made a submission to the SC Board composed of these key points:

AMO should continue to have representation on both the SC and AC Boards within the current weighted voting model.

Management and non-union employees represent over 20 per cent of the employee membership. Accordingly, they should have an active voice in the Plan’s governance and the SC should pursue options to accomplish this.

The current SC Board Co-Chair approach works well and is strongly supported. Based on plan membership, one of AMO’s representatives should consistently be a Co-Chair.

The appointment processes for both Boards must be as timely as possible, and sponsors have a need to reflect established competency requirements in its nominee and from the sponsor’s perspectives that a sponsor’s nominee be seated as expeditiously as possible.

Bill 206 Review

The 2006 Ontario Municipal Employees Retirement System Act, also referred to as Bill 206, requires that the legislation be reviewed by 2012. The review is focused on the effectiveness and fairness of OMERS governance, including the effect of the current governance structure on:

Representing the interests of OMERS employers, members and retirees Accountability to employers, members and retirees The level of fairness and the overall financial stability of OMERS.

The legislation does not allow for reconsideration of the principle of devolving responsibility for OMERS governance to plan sponsors or the decision to create supplemental plan options for fire and police.

The Honourable Kathleen Wynne, Ontario’s Minister of Municipal Affairs, announced the appointment of Tony Dean to undertake the review. MEPCO’s Board/AMO is working on a submission to Tony Dean that will advance the perspective of municipal employers. MEPCO will provide updates to members as the review process moves forward.

The stakeholder consultation process is set to be completed by early September and a report will be submitted to the Minister by the end of 2012, as required by legislation. You can learn more about the Review process and its terms of reference by visiting the Ministry of Municipal Affairs and Housing website.


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http://www.mah.gov.on.ca/Page9860.aspx


OMERS Plan Changes

Specified Plan Change (SPC) Process

MEPCO develops as well as evaluates other groups’ plan change proposals that go before the OMERS Sponsors Corporation (SC) Board every year. Using actuary and pension legal counsel, MEPCO assesses the impacts of these proposals on municipalities and the overall health of the OMERS Plan. Eleven SPC proposals were submitted in 2012 and two were approved. One approved proposal set the contribution rate methodology for 2013 and the other put restrictions on the Retirement Compensation Arrangement. You can learn more by reading MEPCO’s July OMERS Update or visiting the OMERS Sponsors Corporation website, which also shows past years’ submissions and results. Contribution Rate Allocation

In 2010, the OMERS Sponsors Corporation (SC) negotiated temporary measures designed to address the OMERS funding deficit which stood at $7.3 billion as of December 31, 2011. The Multi-dimensional Approach to Funding Deficit included increases to contribution rates for 2011, 2012 and 2013.

2011 contribution rates were established by adding one per cent to each of the four groups: Normal Retirement Age (NRA) 60 and 65 and earnings under and over the Yearly Maximum Pensionable Earnings (YMPE).

In 2012, the SC approved a new methodology for establishing future contribution rate allocation and set the rate allocation for 2013. The total contribution rate for 2013 is 21.2 per cent which is an increase from the 2012 rate of 19.4 per cent.

OMERS 2013 Primary Plan Contribution Rates Rates are per side (employee/employer)

Normal Retirement Age 65 Members

On earnings below the YMPE 9.0% On earnings above the YMPE 14.6%

Normal Retirement Age 60 Members

On earnings below the YMPE 9.3% On earnings above the YMPE 15.9%

Contribution rate allocation has varying impact on municipalities depending on the composition of employee groups (NRA 60 and 65).


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http://www.amo.on.ca/AM/Template.cfm?Section=Home3&CONTENTID=166417&TEMPLATE=/CM/ContentDisplay.cfm

http://www.amo.on.ca/AM/Template.cfm?Section=Home3&CONTENTID=166417&TEMPLATE=/CM/ContentDisplay.cfm

http://www.omerssc.com/


Retirement Compensation Arrangement (RCA)

The Retirement Compensation Arrangement provides benefits to members whose pension benefits exceed the limit set out in the Income Tax Act and Regulation (ITA). For 2012, the Canada Revenue Agency set this limit at about $145,000. The RCA is a separate arrangement from the OMERS Primary Plan with specific tax treatment.

Viability of the RCA over the long term, including maintaining a fund of sufficient size to pay benefits, was a key issue during the 2012 Specified Plan Change (SPC) proposal process.

Through the 2012 SPC proposal process, a proposal was approved that limits the total contributory earnings to seven times the Canada Pension Plan earnings limit, i.e. about $350,000. Without a cap, there would be no pension limit. The change takes effect January 1, 2014 for members enrolling in OMERS after January 1, 2014. The changes takes effect on January 1, 2016 for members enrolled prior to January 1, 2014.




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http://www.amo.on.ca/AM/Template.cfm?Section=Home3&TEMPLATE=/CM/ContentDisplay.cfm&CONTENTID=162210

200 University Avenue, Suite 801, Toronto, ON., M5H 3C6, Canada

UPDATE on OMERS: August 10, 2012

OMERS SUSTAINABILITY FOR MUNICIPALITIES AND PROPERTY TAXPAYERS

Update on: i) Contributions ii) Pooling Investments iii) OMERS governance five‐year review

i) Contributions: Many Ontario public sector pension plans are in deficit because of lower investment returns, increasing number of retirees who are living longer and changes in workforce growth. OMERS contributions have increased about 60% over the past five years and unless remedial action is taken soon, contributions will continue to grow to manage the deficit. The overall contribution rate is set to rise from 19.4% in 2012 to 21.2% in 2013. Continued growth in contributions is not sustainable and is the reason for MEPCO’s support of efforts to seek relief from rate increases and reduce benefits, at least on a temporary basis until OMERS Plan deficit is eliminated. The OMERS funding deficit, which stood at $7.3 billion at the end of 2011 is projected to $10.3 billion at the end of 2012. Without plan benefit changes, municipal government employers as well as employees will face continuing plan deficits and increased contribution costs for a long period of time. There are plan design changes that could be put in place until the plan’s deficit is eliminated. For example, indexation for new enrollees could be reduced from 100%. In fact, prior to the contribution holiday in the 90’s when the Plan was in surplus, guaranteed indexation was 70%*. MEPCO, as well as its plan sponsor representatives at OMERS have been working diligently with the other sponsor representatives on specific OMERS plan changes that would secure some meaningful cost reductions. While a bit of progress has been made in the last round of plan change proposals, (please visit www.omerssc.com) more is needed. The 2/3rds voting threshold for adoption of a plan change on a board where the structure is 50‐50 employer/employee representation is a challenge for making any substantive progress on contribution rates. In the 2012 Provincial budget, MEPCO (AMO) welcomed the government’s legislative initiative to get a handle on growing contribution rates and pension deficits. MEPCO met with the Ministry of Finance on two occasions to provide advice on how legislation could be drafted in order to achieve a meaningful OMERS pension contribution rate cap and how to reduce benefits for plan members. We have recently learned that the Ministry of Finance is going to first seek a voluntary agreement by the sponsors of a joint public pension plan (which includes hospitals, teachers, OMERS and several other public pension plans) and if each cannot reach an agreement quickly on how to deal with contributions, there would be a legislative approach. MEPCO will provide the necessary actuary and legal support to its employer representatives to the OMERS Sponsors Corporation. A solution is needed and if the OMERS Sponsors Corporation cannot come to an agreement, then MEPCO will press the government for legislation as a clear priority. MEPCO will monitor and keep members informed of this critical matter. *Note: While the indexation guarantee was 70%, it went to 100% on an ad hoc basis and in times of surplus, the “ad hoc” became the norm.


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200 University Avenue, Suite 801, Toronto, ON., M5H 3C6, Canada

ii) Pooling investments: Another initiative of the Province is looking at how public sector pension fund investments could be improved, particularly for smaller plans, such as those of the various universities. Key elements of the work includes looking at whether pooled investments could garner better returns and pension fund investment efficiencies and what could legislation, along with checks and balances, look like. MEPCO made a submission to the Pension Investment Advisor, Mr. Bill Morneau. The essence of MEPCO’s message was that it supports the existing voluntary pooling of public pension fund assets under Bill 206 provisions. However, should OMERS become a Consolidator for pooling of pension assets, current OMERS governance sponsor representation should not be diluted without the agreement of current Plan sponsors. iii) OMERS Governance Review: MEPCO is readying a submission to Tony Dean (the Ministry of Municipal Affairs and Housing’s reviewer) with its perspective on how the OMERS governance model as legislated in Bill 206 is working. Bill 206 devolved sponsorship of the plan from the province to municipal employers and employee unions/associations. This five‐year review, which is scoped by legislation, is focused on how the interests of OMERS plan sponsors, members and retirees are being represented. As contained in previous MEPCO communiques, Mr. Dean’s consultation process and questions are posted on http://www.mah.gov.on.ca/Page9860.aspx. The MEPCO submission should be ready for release by August 15th and will be posted on our website and a communique of its highlights sent to you as well. Municipal employers may receive questions from the media, local taxpayers and other groups such as Fair Pensions For All, regarding OMERS Pension Plan sustainability and review. To further assist municipal councillors and staff, MEPCO has developed an online pension orientation/toolkit (www.mepco.ca) which provides fact sheets on OMERS, current pension issues and a glossary of pension terms. Working together, through MEPCO, municipal employers present a united front and prudent advocacy on OMERS matters. The Centre will continue to keep members updated on OMERS developments. Contacts: Pat Vanini, MEPCO President, [email protected], tel: 416.971.9856 ext. 316 Bruce McLeod, MEPCO, [email protected], tel: 416.971.9856, ext. 350

The Municipal Employers Pension Centre of Ontario (MEPCO) MEPCO is a not‐for‐profit corporation, created by AMO, to ensure that its employer representatives on the OMERS Sponsors Corporation and Administrative Corporation are informed well‐resourced and supported by leading pension expertise. MEPCO can raise and manage funds, hire experts who will provide appropriate research and information, and share insights with others as needed.


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From: Karen LandrySent: Thursday, September 06, 2012 8:13 AMTo: ***Senior Management Team; ***Council; Agenda; Rita Baldassarra; Jennifer InnisSubject: Fw: Announcing Keynote Speakers Mayor Steve Parish & Dr. Avi Friedman for LID in ActionConference (Oct. 4 & 5)fyi

Next cp From: CVC Sustainability [mailto:[email protected]] Sent: Wednesday, September 05, 2012 03:33 PMTo: Karen Landry Subject: Announcing Keynote Speakers Mayor Steve Parish & Dr. Avi Friedman for LID in Action Conference (Oct. 4 & 5)

Making it Work: LID for Professionals Is this email not displaying correctly?View it in your browser .

Announcing the Keynote Speakers for Making it WorkLIDin Action Conference (Oct. 4 & 5) - Mayor Steve Parishand Dr. Avi Friedman

CVC’s annual Low Impact Development (LID) Conference features two keynote speakers- world renowned architect Dr. Avi Friedman and Mayor Steve Parish of the Town ofAjax, ON. Through dynamic presentations that draw on examples from around the world,the keynotes will explore urban development challenges and innovative approaches tocreating sustainable communities that balance economic, social and environmentalneeds. Dr. Friedman and Mayor Parish will discuss the intrinsic and economic value ofthe largest freshwater system on earth – the Great Lakes – and why protecting thissystem from threats like stormwater runoff is so critical. LID will be highlighted as a keytool for municipalities and developers to address these issues and help foster growth ofthe green economy in Ontario.


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Keynote Speakers:

Dr. Avi Friedman

Dr. Friedman is a Professor at the McGill School ofArchitecture and also the principal of Avi FriedmanConsultants Inc. His portfolio includes developmentof sustainable master plans, urban renewal,neighborhood planning and conversion of industrialbuildings to housing. Dr. Friedman is an expert indesign and implementation of affordable andsustainable building practices at the unit andcommunity levels. He specializes in market

acceptance, construction and resource efficiency. Dr. Friedman regularly speaks aboutresource conservation and improving urban sustainability with world-wide audiencesincluding designers, developers and elected officials in such locations as Dalian,Guadalajara, Prague, Cape Town, Las Vegas, Berlin and Tel Aviv. Read Avi Friedman'sfull bio here.

Mayor Steve Parish

Steve Parish was appointed as Mayor of the Townof Ajax, Ontario in December 1995. He is thelongest serving Mayor in the Town's history. MayorParish has been an outspoken advocate for theenvironment and sustainable development. In2000, he championed the adoption of anenvironment-first Official Plan by the Town of Ajax.Mayor Parish is also an active member of the GreatLakes & St. Lawrence Cities Initiative (GLSLCI).Through Mayor Parish’s leadership, Ajax has

played an important role in the development of the Cities Initiative’s SustainableMunicipal Water Management Framework. Read Mayor Parish's full bio here.


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Making it Work 2012 Conference - Low ImpactDevelopment in Action- October 4 & 5, 2012

Agenda: http://www.creditvalleyca.ca/low-impact-development/lid-events/low-impact-development-in-action/

Learn about the latest in LID design, construction, operations and maintenancefrom interactive panel discussions and engaging keynotes.Experience LID first-hand through guided tours showcasing in-the-ground LIDsites throughout the Greater Golden Horseshoe.Network with leaders from the municipal, development and construction sectors.Share the latest tips and techniques to deliver LID projects reliably, cost-effectively and with community support.

Presented by: EQuilibrium™ Communities Initiative & Credit Valley Conservation

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This message (and any associated files) is intended only for the use of the individual or entity to which it is addressed. The content of the message is the property of theCorporation of the Town of Caledon. The message may contain information that is privileged, confidential, subject to copyright and exempt from disclosure under applicablelaw. If the reader of this message is not the intended recipient, you are notified that any dissemination, distribution, copying, or modification of this message is strictlyprohibited. If you have received this message in error, please notify the sender immediately, advising of the error and delete this message without making a copy. (Informationrelated to this email is automatically monitored and recorded and the content may be required to be disclosed by the Town to a third party in certain circumstances). Thankyou.


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Barbara Karrandjas

From: Karen Landry


To: Agenda

Cc: Rita Baldassarra; Jennifer Innis

Subject: FW: Join the Ontario Water Industry Discussion

Page 1 of 2Drinking Water Leadership Summit Show

8/29/2012

fyi next cp Karen M. Landry Director of Administration/Town Clerk Administration Department Town of Caledon 6311 Old Church Road, Caledon, ON L7C 1J6 (905) 584-2272 ext. 4218 Fax 905-584-4325 www.caledon.ca

From: Drinking Water Leadership Summit [mailto:[email protected]] Sent: Thursday, August 16, 2012 11:53 AM To: Karen Landry Subject: Join the Ontario Water Industry Discussion If you are having difficulties viewing this message, please click here.

Presen

Produ

JOIN THE DISCUSSION

The first annual Drinking Water Leadership Summit will bring together a diverse group of water industry professionals including: elected officials at the municipal, provincial and federal levels, senior executives and administrators of Public Drinking Water Authorities, consultants, engineers, and more. These individuals represent, consult or provide services for Ontario’s water industry and will be attending from across the province and from other parts of the country.

Presented by the Ontario Municipal Water Association (OMWA), the Summit’s focus is on the management and administration of the safe and reliable public drinking water supply in Ontario. The theme of the event is “Embracing Changes to the Ontario Water Industry” and the conference will feature two days of education, sharing of ideas and industry networking.

INDUSTRY EDUCATION

The Summit’s education program will consist of topical and practical sessions and keynote presentations from a wide cross-section of industry experts dealing with policy, legislative and regulatory issues. Scheduled presentations include:


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Utility Leader Forum Business and Financial Considerations Ministers Roundtable Today's Employee Environmental Law for Elected Officials and Industry Professionals Financial Impact of Regulation Innovation and New Technology Emergency Preparedness and Recovery

REGISTER TO ATTEND TODAY!

Register online today to attend the Summit’s comprehensive educational program and take advantage of excellent networking opportunities. OMWA (Ontario Municipal Water Association) members and OWWA (Ontario Water Works Association) members receive reduced rates for Delegate registration.

DRINKING WATER LEADERSHIP SUMMIT RECOGNITION RECEPTION & DINNER

On Wednesday, October 24, an evening of recognition and celebration will honour the Ontario Municipal Water Association’s founding members and present a number of Industry Leadership Awards for significant continuous contribution to the water industry. The Reception & Dinner is included with a delegate registration and individual tickets may also be purchased.

BOOK YOUR HOTEL

The Fairmont Royal York is the official host hotel of the Drinking Water Leadership Summit and special room rates have been arranged for delegates. For information on hotel reservations and travel to the Summit, click here.

For more information on attending the Summit, please contact Chris Torry, MediaEdge Communications, 866-216-0860 x280 or [email protected].

For more information on sponsoring this event, please contact Chuck Nervick, Senior Vice President, MediaEdge Communications, 866-216-0860 x227 or [email protected].

This message is intended for [email protected]. If you do not wish to receive future emails, please unsubscribe.

Page 2 of 2Drinking Water Leadership Summit Show

8/29/2012


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Barbara Karrandjas

From: Karen Landry

Sent: Friday, August 31, 2012 2:17 PM


Cc: Agenda

Subject: FW: Fall Symposium to look at how Ontario Lives, Works and Plays

Attachments: CRST Flyer 27 August.pdf

Page 1 of 3

9/6/2012

fyi cp Karen M. Landry Director of Administration/Town Clerk Administration Department Town of Caledon 6311 Old Church Road, Caledon, ON L7C 1J6 (905) 584-2272 ext. 4218 Fax 905-584-4325 www.caledon.ca

From: [email protected] [mailto:[email protected]] Sent: Tuesday, August 28, 2012 6:10 PM To: Karen Landry Subject: Fall Symposium to look at how Ontario Lives, Works and Plays

Collaborate. Innovate. Discover 2012 Counties, Regions & Single Tier (CRST) Symposium

October 25 & 26, 2012 | Grand Central Lodge, Blue Mountain Resort

The Counties, Regions & Single Tiers (CRST) Symposium brings together people who wish to collaborate on new initiatives, people who set trends and innovate, and people who want to discover how to make their communities better. The 2012 CRST Fall Symposium will bring together people from all walks of municipal life to discuss strategies and concepts that build and strengthen the fabric of Ontario communities. Join AMO October 25 & 26 at Blue Mountain to explore ideas on social innovation and enterprise.

Ontario’s State of Repair ‐ An Update on End of Operating Agreements

Billions have been invested into Ontario’s public housing by government and taxpayers. With over $500 million in federal funding coming to an end by 2032, municipalities need a plan. This session looks at what the end of operating agreements means for municipalities starting today,


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and what strategies need to be undertaken. Discussions will be led by experts and a municipality who is responding to the loss of funding; and will highlight the local implications and solutions they have put in place to address this emerging issue. Findings of the research AMO has undertaken with the Housing Services Corporation and the Ontario Municipal Knowledge Network to get an understanding on the fate of this important public asset will also be highlighted.

We Just Want to Work ‐ why access to Ontario’s labour market isn’t easy

Sometimes getting a job isn’t that easy. For the better part of two decades, domestic and global policies have resulted in some significant changes for Ontario’s employers and workers. Recent federal policy changes related to immigration and employment insurance have added new dimensions to this dynamic. This session will explore how immigration and employment support policy changes at the federal level will impact local employers and Ontario’s skilled labour market, and what current youth employment rates will mean for the future of Ontario’s economy.

Arts Make Cents: The Business Case for Arts and Festivals in Your Community

A recent report by Music Canada makes the case for hosting art festivals and supporting local arts industry in communities. The arts, film and music industry is cited as bringing in millions of dollars in communities across Ontario. This session examines why supporting and promoting arts is a business

case not to be ignored.

Additional sessions and details on the program can be found on the AMO website at www.amo.on.ca

Don't miss this opportunity to network and share ideas with your peers. Details on the above session can be found in the attached PDF. Register today, and book your accommodations at Blue. To register: You can register online at www.amo.on.ca or use the attached registration forms, you will require Adobe Reader to view the PDF. To book accommodations: Please contact Blue Mountain Resort directly at 1.877.445.0231 or reserve online ( https://lodging.bluemountain.ca/booking/#availability) using group code GRP103997

Attachments (1): pdf If you have problems opening the attachment(s) please contact Nav Dhaliwal, Special Events & Business Development Coordinator at (416) 971‐9856 ext. 330 or via e‐mail at [email protected] <mailto:[email protected]> PLEASE NOTE AMO communications will be broadcast to the municipality's administrator and clerk. Recipients of the AMO broadcasts are free to redistribute the AMO broadcasts to other municipal staff and elected officials as required. We have decided to not add other staff to these broadcast lists in order to ensure accuracy and efficiency in the management of our various broadcast lists. DISCLAIMER These are final versions of AMO documents. AMO assumes no responsibility for any discrepancies that may have been transmitted with the electronic version. The printed versions of the documents stand as the official record.

This message (and any associated files) is intended only for the use of the individual or entity to which it is addressed. The content of the message is the property of the Corporation of the Town of Caledon. The message may contain information that is privileged, confidential, subject to copyright and

Page 2 of 3

9/6/2012


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exempt from disclosure under applicable law. If the reader of this message is not the intended recipient, you are notified that any dissemination, distribution, copying, or modification of this message is strictly prohibited. If you have received this message in error, please notify the sender immediately, advising of the error and delete this message without making a copy. (Information related to this email is automatically monitored and recorded and the content may be required to be disclosed by the Town to a third party in certain circumstances). Thank you.

Page 3 of 3

9/6/2012


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Ontario’s State of Repair - An Update on End of Operating Agreements

Billions have been invested into Ontario’s public housing by government and taxpayers. With over $500 million in federal funding coming to an end by 2032, municipalities need a plan. This session looks at what the end of operating agreements means for municipalities starting today, and what strategies need to be undertaken. Discussions will be led by experts and a municipality who is responding to the loss of funding; and will highlight the local implications and solutions they have put in place to address this emerging issue. Findings of the research AMO has undertaken with the Housing Services Corporation and the Ontario Municipal Knowledge Network to get an understanding on the fate of this important public asset will also be highlighted.

We Just Want to Work - why access to Ontario’s labour market isn’t easy

Sometimes getting a job isn’t that easy. For the better part of two decades, domestic and global policies have resulted in some significant changes for Ontario’s employers and workers. Recent federal policy changes related to immigration and employment insurance have added new dimensions to this dynamic. This session will explore how immigration and employment support policy changes at the federal level will impact local employers and Ontario’s skilled labour market, and what current youth employment rates will mean for the future of Ontario’s economy.

Arts Make Cents: The Business Case for Arts and Festivals in Your Community

A recent report by Music Canada makes the case for hosting art festivals and supporting local arts industry in communities. The arts, film and music industry is cited as bringing in millions of dollars in communities across Ontario. This session examines why supporting and promoting arts is a business case not to be ignored.

Additional sessions and details on the program can be found on the AMO website at www.amo.on.ca

At every Counties, Regions and Single Tier (CRST) Symposium, AMO brings together people who wish to collaborate on new initiatives, people who set trends and innovate, and people who want to discover how to make their communities better. The 2012 CRST Fall Symposium will bring together people from all walks of municipal life to discuss strategies and concepts that build and strengthen the fabric of Ontario communities. Join AMO October 25 & 26 at Blue Mountain to explore ideas on social innovation and enterprise.

Date: October 25 & 26Location: Grand Central Lodge, Blue Mountain ResortHotel reservations: Please call Blue Mountain resort at 1.877.445.0231 citing group code GRP103997 details on group rates can be found at www.amo.on.caSymposium registration: Register online at www.amo.on.ca or using the PDF registration form.

CRST to look at how Ontario Lives, Works and Plays

Live

Work

Play


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First Name: Last Name:

Title or Function:

Municipality/Organization:

Address:

City: Province: Postal Code:

Tel: Fax: E-mail:

REGISTRATION FEES (does not include hotel accommodation) Full Registration Amount

AMO Member $450.00

Provincial/Federal Government and Non-Members $550.00

add 13% HST $

TOTAL DUE $PAYMENT METHOD

Cheque Payable to:Association of Municipalities of Ontario200 University Avenue, Suite 801Toronto, Ont., M5H 3C6

MasterCard Visa

Card Number:

Name on Card:

Expiry Date:

Signature:

Refund Policy: Cancellations must be made in writing and received by AMO no later than September 21, 2012. An administration fee of $75.00 plus 13% HST ($84.75) will apply. Cancellations received after September 21, 2012

will not be refunded.PLEASE SEND COMPLETED REGISTRATION FORM TO:

Association of Municipalities of Ontario 200 University Avenue, Suite 801, Toronto, ON., M5H 3C6 Fax: 416.971.6191

AMO collects, uses and discloses the information requested to promote the interests of the municipal sector. It may also be shared with selected third parties to generate operating revenues for AMO. Under the Federal Personal Information Protection and Electronic Documents Act (PIPEDA) some of the information may constitute personal information. By filling out this form you agree that all personal information provided by you on the form may be collected, used and disclosed by AMO for all purposes described above. Please note as an attendee at the conference your likeness may be used in promotional materials and on our website for subsequent events.

The official venue and hotel for the CRST Fall Symposium is The Blue Mountain Resort in Collingwood, reservations can be made by contacting the resort by calling 1-877-445-0231 or visiting www.bluemountain.ca/lodging_online_reservations.htm using

group code GRP103997. For room rate details please visit the AMO website at www.amo.on.ca

PLEASE PRINT IN BLOCK LETTERS

Grand Central Lodge, Blue Mountain Resort | October 25 & 26, 2012

CRST Fall Symposium Registration Form

Collaborate. Innovate. Discover.


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INDEX TO

AUTHORITY MEETING #6/12

Friday, July 27, 2012

MINUTES Minutes of Meeting #5/12, held on June 22, 2012, 2012 237

PRESENTATIONSVenoitte, Pamela, Field Unit Superintendent, Rouge National Urban Park, Parks Canada,

re: Rouge National Urban Park. 237Meek, Sonya, Manager, Watershed Planning, TRCA,

re: Sustainable Neighbourhood Retrofit Action Plan Updates. 237

SUSTAINABLE NEIGHBOURHOOD RETROFIT ACTION PLANStatus Update 239

MARIE CURTIS PARK REVITALIZATION PROJECT - PHASE 2 247

KORTRIGHT VISITORS CENTRE RETROFIT PHASE 2 PROJECT Contract PMO12-07 249

MIMICO WATERFRONT PARK PROJECT (PHASE 2)Contract RSD12-86 254

CHERRY BEACHDrainage Improvements 255

SUPPLY OF RENTAL RATES FOR OPERATED HEAVY CONSTRUCTION EQUIPMENT ANDDUMP TRUCKS

Contract Extension 259

COMMUNITY INFRASTRUCTURE IMPROVEMENT FUND 260

TORONTO AND REGION REMEDIAL ACTION PLAN 265

HIGHLAND CREEK WATERSHED GREENING PROJECTS UPDATE 267

BUILDING RESEARCH ESTABLISHMENTPartnership Memorandum of Understanding 274


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DRAFT GREAT LAKES STRATEGY AND PROPOSED GREAT LAKES PROTECTION ACT, 2012 277

HERITAGE TOURISM TRAIL PLANNING AND A FIRST NATIONS CULTURAL CENTRE IN THE HUMBER RIVER WATERSHED 281

NATURAL RESOURCES CANADA - ECOENERGY INNOVATION INITIATIVE (ECO II) - RENE 092

Contribution Agreement 287

AUDITED FINANCIAL STATEMENTProfessional Access and Integration Enhancement Program 289

MIMICO WATERFRONT LINEAR PARK PROJECT (PHASE 2)Landscape ImprovementsContract RSD12-91 300

2011 CORPORATE SOCIAL RESPONSIBILITY REPORT 301

GREENLANDS ACQUISITION PROJECT FOR 2011-2015Flood Plain and Conservation Component, Rouge River WatershedTown of Richmond Hill, Regional Municipality of York956414 Ontario Limited 311

GREENLANDS ACQUISITION PROJECT FOR 2011-2015Flood Plain and Conservation Component, Rouge River WatershedTown of Richmond Hill, Regional Municipality of YorkYorkwood Homes (RH) Limited 311

GREENLANDS ACQUISITION PROJECT FOR 2011-2015Royal Rouge Trail Erosion Control Project 312

GREENLANDS ACQUISITION PROJECT FOR 2011-2015Flood Plain and Conservation Component, Humber River WatershedGreenbrooke Developments Inc. 314

GREENLANDS ACQUISITION PROJECT FOR 2011-2015Flood Plain and Conservation Component, Humber River WatershedInfinite Homes Ltd. 314

EASEMENT AGREEMENTGeorge Johnson 315

ALBION HILLS CONSERVATION AREA VISITOR SERVICES CENTRE CONSTRUCTION PROJECT 316

ADMITTANCE POLICY 316

SUMMARY OF PROCUREMENTSMid-year Review - January 1, 2012 to June 30, 2012 317


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GOOD NEWS STORIES 330

IN THE NEWS 333

WATERSHED COMMITTEE MINUTESDON WATERSHED REGENERATION COUNCILMinutes of Meeting #5/12, held on May 10, 2012 335HUMBER WATERSHED ALLIANCEMinutes of Meeting #2/12, held on June 12, 2012 335ROUGE PARK ALLIANCEMinutes of Meeting #2/12, held on April 20, 2012 335

BLACK CREEK HISTORIC BREWERYStatus Report 336

ONTARIO REGULATION 166/06 336


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236

MEETING OF THE AUTHORITY #6/12July 27, 2012

The Authority Meeting #6/12, was held in Weston Room B, Black Creek Pioneer Village, on Friday, July 27, 2012. The Chair Gerri Lynn O'Connor, called the meeting to order at 9:54 a.m.

PRESENTMaria Augimeri Vice ChairDavid Barrow MemberBen Cachola MemberBob Callahan MemberRonald Chopowick MemberVincent Crisanti MemberGlenn De Baeremaeker MemberMichael Di Biase MemberJack Heath MemberColleen Jordan MemberMujeeb Khan MemberGloria Lindsay Luby MemberGlenn Mason MemberMike Mattos MemberPeter Milczyn MemberGerri Lynn O'Connor ChairLinda Pabst MemberDave Ryan MemberGino Rosati MemberRichard Whitehead Member

ABSENTPaul Ainslie MemberChris Fonseca MemberChin Lee MemberAnthony Perruzza MemberJohn Parker MemberJohn Sprovieri MemberCynthia Thorburn MemberJim Tovey Member


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237

RES.#A119/12 - MINUTES

Moved by: Linda PabstSeconded by: Ben Cachola

THAT the Minutes of Meeting #5/12, held on June 22, 2012, be approved. CARRIED

_________________________________________

PRESENTATIONS

(a) A presentation by Pamela Veinotte, Field Unit Superintendent, Rouge National Urban Park, Parks Canada, in regard to the Rouge National Urban Park.

(b) A presentation Sonya Meek, Manager, Watershed Planning, TRCA, in regard to item AUTH7.1 - Sustainable Neighbourhood Retrofit Action Plan Updates.

RES.#A120/12 - PRESENTATIONS

Moved by: Jack HeathSeconded by: Glenn De Baeremaeker

THAT above-noted presentation (a) be received.CARRIED

RES.#A121/12 - PRESENTATION

Moved by: David BarrowSeconded by: Ronald Chopowick

THAT above-noted presentation (b) be received.CARRIED

_________________________________________

CORRESPONDENCE

(a) A letter dated July 23, 2012 from Ms. Carol Sheedy, Vice-President, Operations, Eastern Canada, Parks Canada, in regard to Rouge National Urban Park transition strategy.

RES.#A122/12 - CORRESPONDENCE

Moved by: Jack HeathSeconded by: Glenn De Baeremaeker

THAT above-noted correspondence (a) be received.CARRIED


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238

CORRESPONDENCE (A)

_________________________________________


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239

SECTION I - ITEMS FOR AUTHORITY ACTION

RES.#A123/12 - SUSTAINABLE NEIGHBOURHOOD RETROFIT ACTION PLANStatus Update. Approval of three pilot sustainable neighbourhood retrofit action plans (SNAPs), progress toward their implementation and launch of two additional SNAPs.


THAT the County Court, Lake Wilcox and Black Creek Sustainable Neighbourhood Retrofit Action Plans be approved;

THAT Toronto and Region Conservation Authority (TRCA) staff be directed to continue to work with municipalities and other neighbourhood partners toward the successful implementation of the plans and the further development of new retrofit plans;

THAT the Region of Peel, City of Brampton, Region of York, Town of Richmond Hill and the City of Toronto be asked to endorse the respective Sustainable Neighbourhood Retrofit Action Plan and consider ways to implement the plan, as appropriate, through corporate business planning, annual budget planning and other innovative arrangements in partnership with TRCA and others;

AND FURTHER THAT Paul Gay and Marisa Mancuso of 71 Turtlecreek Boulevard, Brampton be thanked for offering their home as the subject of the Green Home Makeover and for being ambassadors of this model in support of the neighbourhood-wide residential retrofit program.

CARRIEDBACKGROUNDThe SNAP projects represent an innovative model for sustainable urban renewal. SNAPs are plans for measurable environmental improvement and community transformation. They address environmental objectives by identifying solutions that are well aligned with local community interests and implementation challenges. The plans address multiple objectives of municipalities, TRCA and other partners as drawn from higher level strategic plans. Many municipal departments and a wide range of community partners are involved in the planning process through a variety of forums.

Three pilot SNAPs were initiated in 2009 in Brampton, Richmond Hill and Toronto, and two new SNAPs were launched last year in Markham and Mississauga. Over the past year, work on the three pilot SNAPs has focused on finalizing the action plans, developing implementation programs for the initial priority action areas, and completing strategic demonstration projects - all in cooperation with local partners. Work on two new SNAPs has involved formation of project management teams with appropriate representation from key partners and workplan development.


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The pilot SNAPs have been breaking new ground for addressing urban retrofit implementation challenges. Innovative approaches have emerged through the SNAP’s planning approach, which is cross-cutting and collaborative. It is open to solutions that cross property lines at a neighbourhood scale, tailors solutions to local community interests, addresses a range of environmental objectives in an integrated way and fosters involvement by many partners. Key features from TRCA's pilot SNAPs that may prove transferable to other urban retrofit settings include:

Green Home Makeover demonstration project, in partnership with private homeowners and

others, is serving as a catalyst for a neighbourhood-wide residential program by showcasing examples and creating local champions (County Court SNAP). The project fostered relationships among relevant private and public sector suppliers of innovative products and services, which led to crowd-sourced deals and partnerships in delivery of a neighbourhood-wide program of indoor and outdoor retrofits (i.e. Green Home Discount Package).Creative retrofit solutions that require cooperation by adjacent property owners, including

private landowners and public sector authorities, but solved problems that would have been difficult individually – e.g. collection of neighbourhood stormwater run-off and re-use for golf course irrigation water supply (County Court SNAP).County Court SNAP has identified multiple design objectives for public realm projects that

may provide the business case for cost-sharing opportunities among partner beneficiaries in implementation – e.g. park renewal, stormwater pond retrofit.Front Yard Makeover designs and associated promotions set a landscaping trend that

marries ecologically sound design objectives with local homeowner tastes, in a neighbourhood where “being green and stylish” are important (Lake Wilcox SNAP).Black Creek SNAP has recommended a locally tailored marketing strategy that is geared to

boost homeowner participation in municipal basement flood prevention subsidy programs and other available retrofit programs, which to date have had low uptake in this neighbourhood. This marketing strategy appeals to local cultural values and interests (e.g. residential rain harvest supported vegetable gardening incentives are expected to be a door opener to promote other strategic retrofits).A neighbourhood-wide urban agriculture expansion program, promoting rain harvest

supported gardens to achieve objectives for stormwater management, food security and community building, as part of the Black Creek SNAP.

Summary documents containing a full description of each of the three pilot Action Plans can be found at www.sustainableneighbourhoods.ca.

The following sections summarize the unique action plan, demonstration projects and implementation program directions for each of the three pilot SNAPs, the main areas of focus for the two new SNAPs and next steps for the SNAP program overall.


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County Court SNAP, BramptonLocated in the Etobicoke and Mimico creeks watershed, this SNAP aims to improve the water management functions of the Upper Nine stormwater management pond and its catchment, a facility identified as a top retrofit priority by the City of Brampton. The project is engaging businesses, residents and institutions in identifying integrated retrofit solutions to achieve water management and biodiversity targets, while achieving other sustainable community objectives and creating a stronger sense of place and identity in the neighbourhood. Representatives of the Region of Peel, City of Brampton, Peel Village Golf Course and Brampton Golf Club form the Project Management Team, along with TRCA.

Action PlanThe County Court SNAP promotes place making and suburban renewal. Action Plan recommendations and lead roles include:

retrofit of the aging Upper Nine stormwater pond to address water quality and volume

objectives and also serve as a community amenity and natural area destination – City of Brampton lead;renewal of County Court Park to better suit recreational needs and integrate environmental

education features and community gathering space – City of Brampton lead;enhancement of the urban forest and bioretention along the boulevards to provide

stormwater filtration and other benefits – City of Brampton and TRCA;a system of neighbourhood rainwater harvesting and storage as an irrigation option for

nearby golf clubs – Brampton Golf Club, Peel Village Golf Club and City of Brampton with TRCA support;habitat restoration along the creek valley and in the golf courses – golf courses with TRCA

support;green parking lot design at the Court House as a model for other paved spaces –

Infrastructure Ontario; andactive promotion of green home renovation and landscape to address energy and water

conservation – TRCA lead.

Green Home Makeover The Green Home Makeover is a key demonstration project of the County Court SNAP. Given the predominance of low density residential land use and the opportunity to achieve greater water and energy reductions, this demonstration is part of a targeted effort to promote residential participation in indoor and outdoor green home renovation. In collaboration with SNAP partners, associations and private sector suppliers, one older home was selected to showcase a total green home transformation of water and energy systems and outdoor landscapes. Located at 71 Turtlecreek Boulevard, the Makeover is meant to showcase green home improvements, educate residents and the renovation industry and monitor energy and water savings. A series of videos featuring aspects of the Green Home Makeover are posted on the TRCA’s SNAP website. Following renovations and a ribbon cutting celebration on May 23, 2012 to officially kick-off the program, homeowners Paul Gay and Marisa Mancuso are acting as local champions to share their experience and learning with others interested in undertaking similar projects. Monitoring of hydro, natural gas and water as well as a series of tours will be ongoing from spring of 2012 to the fall of 2013.


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Implementation DirectionsImplementation plan directions and immediate actions for County Court include the following:

launch of the Green Home Discount Package, a package of discounts on strategic indoor

and outdoor renovations exclusive to the neighbourhood (in July 2012) – led by TRCA in partnership with many private and public sector partners;Project Management Team shift to SNAP Implementation Team to provide coordination

among projects – initially led by TRCA; City of Brampton is exploring how to operationalize SNAP in the longer term;ongoing community outreach to build capacity for neighbourhood leadership, and to

continue to inform future SNAP direction - TRCA continuing outreach in the short term, with City of Brampton considering its longer term role;development of Performance Monitoring Plan and ongoing monitoring - TRCA to lead in

partnership with Brampton, Peel, and community.

Expected Outcomes The SNAP was designed to meet or exceed established municipal and watershed management targets. Highlights include:

expand urban forest (from 8 to 18% of area);

Green Home Makeover and residential retrofit program to reduce water (31%) and energy

use (39%);rainwater harvesting for irrigation (provide 100% of water needs; offset municipal water use

and water taking from creek);reduce greenhouse gas (GHG) emissions (18%);

provide increased ecoservices (540 tonne carbon storage, 214 tonne carbon sequestration,

11 tonne pollution removal).

Lake Wilcox SNAP, Richmond HillLocated in the headwaters of the Humber River, this SNAP complements the Town of Richmond Hill’s lake-based remediation initiatives by focusing on private land measures to reduce nutrient loading (especially phosphorus) to Lake Wilcox, the largest kettle lake on the Oak Ridges Moraine. Other objectives are to foster stewardship of local wetlands and forests, reduce outdoor treated water use and cultivate a shared sense of identity among the long term and newer residents. TRCA is leading this SNAP in partnership with representatives of the Region of York and Town of Richmond Hill.

Action PlanThe Lake Wilcox SNAP promotes embracing nature in the community through three primary action areas:

Residential Eco-landscaping – Homeowners are encouraged to adopt ecologically sound

landscaping to help achieve stormwater run-off reduction and pollution prevention (nutrient load reduction), reduced treated water use, expanded urban forest and enhanced native plant biodiversity. Priority implementation zones have been identified, capitalizing on local soil and groundwater conditions conducive to stormwater infiltration, and opportunities to buffer existing natural areas. Visitor Stewardship – Visitors and residents are encouraged to become stewards of the

natural areas they visit through adoption of simple practices that help minimize the spread of invasive species and reduce encroachment on sensitive areas.


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Green Renovations and Energy – Widespread infill construction, home renovations and

re-builds offer opportunities to advance renewable energy options and green building techniques, resulting in improved energy and water conservation.

Front Yard MakeoversFront Yard Makeover demonstration projects are profiling eco-landscaping on two private residential lots in Oak Ridges. Champion homeowners were selected by jury to receive free Makeovers and a landscape designer was engaged to create customized front yard designs. The gardens are being installed in summer 2012 and feature rainwater soak aways, a rain garden, native and water-efficient plants, canopy trees, permeable paving and high-capacity rain barrels. Funded by York Region’s Long Term Water Conservation Strategy, and supported by private sector sponsors, these Makeovers represent a shift from demonstrations on public lands to engaging private homeowners to showcase desirable practices. Monitoring will confirm anticipated reductions in use of treated tap water for irrigation (on both lots) and the performance of the soak aways (on one lot).

The Makeovers are the first step in prompting a trend towards adoption of eco-landscaping. The experiences of those participating in the Makeovers will be captured in a series of short, engaging videos that will profile the Makeovers and SNAP, and promote eco-landscaping. The videos will be available on TRCA’s SNAP website.

Implementation DirectionsThe Makeovers are forerunners of an upcoming neighbourhood-wide program promoting residential eco-landscaping. The program is being led by TRCA in partnership with York Region’s Water for Tomorrow, Richmond Hill’s Healthy Yards, LEAF (Local Enhancements & Appreciation of Forests) and local environmental groups. The program will endorse landscaping that marries contemporary design with the latest in ecologically sound technologies and practices. This innovative program will explore third-party delivery by engaging landscaping sector businesses and motivating them to advocate for ecologically sound landscaping with their clients. An incentive package for homeowners is expected to include design templates and supply lists, and time-limited financial offers from local businesses. The program model builds on residents’ appreciation for local natural areas and their desire to be environmentally friendly. It responds to their wish for convenient and sound environmental solutions with clear business cases. With many new and renovating homes in the neighbourhood, the potential to influence residential landscaping is high at this time.

Next steps are to fully develop the program model with SNAP partners and engage local landscaping businesses. Ontario’s Showcasing Water Innovation fund is supporting implementation of the neighbourhood-wide program in 2013, creating a provincial platform to showcase SNAP and lessons learned from implementation.

Expected OutcomesThe Lake Wilcox SNAP is targeting strategic retrofits for pollution prevention and expanded urban forest. Preliminary analysis shows that water quality targets for reduced nutrient loading to the lake can be achieved with 46% uptake of eco-landscaping in priority areas, while tree cover in residential areas can be doubled with 55% uptake of eco-landscaping. With 100% uptake, the urban forest can be expanded from 27 to 35%, and at maturity, could remove 25,000 kg of air pollution and sequester 1,212,000 kg of carbon annually at a combined economic value of $246,000 per year.


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Black Creek SNAP, TorontoLocated in the Black Creek subwatershed of the Humber River, this SNAP has focused on seeking ways to reduce the risk of basement flooding through lot level measures, improve health of Black Creek and expand urban forest, within the context of community interests. This SNAP area is centred around the Jane-Finch area, extending from Steeles Avenue in the north to just south of Finch Avenue and from roughly Hwy 400 in the west to the Black Creek valley in the east. Within this neighbourhood, there is a strong interest in having more opportunities to grow food, improved access to fresh food and job opportunities. TRCA is leading this project in partnership with the City of Toronto, Jane Finch Family and Community Centre, Black Creek Conservation Project and many other community stakeholders.

Action PlanThe Black Creek SNAP promotes growing food and green opportunities through four primary action areas:

Vegetable gardens supported with rain harvesting for homes and open spaces;

Stormwater management and basement flood prevention - focus on lot level measures for

homes, paved areas and roads, aimed at reducing run-off volume before entering sewers, and also promotion of backwater valves, sump pumps and other key basement flood prevention measures;Energy conservation and renewables - focus on greenhouse gas reduction for single family

residential homes through weatherization, furnace and appliance replacement and electricity use reduction within the commercial, institutional and multi-unit residential sector; and solar power installations associated with large commercial or multi-unit residential roof spaces; andUrban forest enhancement - expand natural cover along creek corridors and promote

additional plantings within the built up area to reduce the heat island and provide for improved ecosystem services.

Specific targets and strategic locations for actions have been outlined in the plan. Building on the strengths of existing programs, local green job creation and skills development are principles that will be built into the delivery of these action areas.

Demonstration Projects Several projects have been underway over the past year:

Rainwater harvesting for community vegetable garden at Edgeley Apartments, 35

Shoreham Drive – TRCA installed two 500 litre rain barrels in summer 2011 to provide a low cost water supply and improve stormwater management at this Toronto Community Housing Corporation seniors residence.Rainwater harvesting design and vegetable garden creation at University Presbyterian

Church for their Reaching Up Homework Club – TRCA, with help from the Black Creek Conservation Project, constructed a vegetable garden in May 2012 and we are in the process of retrofitting an existing shed on the property and installing two 500 litre rain barrels as a rainwater collection system to support a low cost water supply. Children learn gardening skills and share harvest with their families.Green parking lot design for the Jane-Finch Mall – TRCA is coordinating this design in

partnership with the University of Toronto’s Landscape Design Faculty (underway July 2012).


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TRCA is preparing to launch in August 2012 a series of demonstration projects involving single family residential homeowners. These projects would recognize up to five great vegetable gardens by providing downspout disconnection services and providing rain barrels and other strategic water and energy retrofits. These demonstration homes will be the forerunners of a neighbourhood-wide residential retrofit program, delivered in partnership with the City of Toronto, local community groups and local private retailers, and targeted for initial launch in fall 2012.

Implementation DirectionsImplementation plan areas, immediate actions and lead roles for the Black Creek SNAP include the following:

Neighbourhood-wide agriculture supported by rain harvesting – TRCA is leading in

cooperation with local agriculture groups, and will explore the role of the Toronto Urban Farm as a central component of this program.Single-family residential eco-edible landscaping and other strategic retrofits – TRCA is

leading the design and launch of this program in partnership with the City of Toronto and other groups.Urban forest enhancement – Black Creek Conservation Project is leading this component of

SNAP in close coordination with TRCA and other groupsGreening of paved areas and building on institutional, commercial and multi-unit residential

properties – green parking lot design project with the Jane Finch Mall is an initial focus; TRCA will explore this area more fully with partners after the residential implementation program is underway.Project Management Team shift to SNAP Implementation Team to provide coordination

among projects – led by TRCA Ongoing community outreach to build capacity for neighbourhood leadership, and to

continue to inform future SNAP direction - TRCA is leading in close collaboration with a wide range of local SNAP partners and community leaders.

Expected Outcomes The SNAP was designed to meet or exceed established municipal and watershed management targets. Highlights include:

produce 20% of the community’s vegetable needs locally;

reduce the risk of basement flooding;

reduce stormwater run-off by 30%;

expand urban forest from 26 to 34% of the area;

increase ecoservices provided (5,700 kg pollutant removal; 128,000 kg carbon storage);

reduce electricity use (10%) and natural gas use (17%) below 2007 levels.


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Bayview Glen SNAP, MarkhamThe Bayview Glen SNAP is located in an established neighbourhood of 750 homes in the Upper East Don River subwatershed in Markham’s Thornhill community. The area is located north of Steeles Avenue, east of Bayview Avenue, south of the CN Rail line and bounded on the east by the Bayview Golf and Country Club. The area is the subject of a City of Markham flood remediation study and has been identified by York Region as a priority for resolving high inflow and infiltration to sanitary sewers. SNAP will focus on integrated strategies to address multi-faceted water challenges (surface and basement flooding, storm and sanitary sewer capacity, water conservation, Don River impacts) and opportunities to address additional objectives, such as urban canopy succession planning, promotion of green infill development and community interests. The SNAP will demonstrate implementation of the City of Markham’s Greenprint Sustainability Plan at the neighbourhood scale.

A scoped characterization phase was launched in April 2012, consisting of a suite of cross-agency technical workshops to establish baseline conditions and identify potential retrofits. Workshops focusing on water management and urban forest have been held. Next steps over the spring and summer of 2012 include the remaining technical workshops, integration with Markham’s West Thornhill Flood Control Implementation Alternative Refinement study, and community engagement in cooperation with the local councillor.

Mississauga SNAPIn partnership with the City of Mississauga and the Region of Peel, TRCA is working to develop a SNAP in the community located north of Bloor Street, south of Eastgate Parkway, east of Dixie Road, and west of the west branch of the main Etobicoke Creek. This SNAP will specifically demonstrate implementation of Mississauga’s Living Green Master Plan at the neighbourhood scale, along with advancing objectives of the Etobicoke-Mimico Watershed Plan and other municipal management plans and strategies. This community of 21,000 residents is highly diverse in terms of demographics, and as such the project team is taking a multifaceted approach to engagement and working closely with the local councillor and staff working in the area to understand community interests and help shape the scope of the project. A Community Leaders Focus Group was held in April, and the SNAP team has been present at local Town Hall meetings and in the Mississauga Ward 3 newsletter. The team is currently undertaking technical scoping meetings with staff groups and utility partners Enbridge Gas and EnerSource to explore baseline conditions, identify working goals and targets based on existing strategies, and identify retrofit opportunities, challenges and synergies.

SNAP Program DirectionsSNAP Program EvaluationTRCA has partnered with a York University researcher to conduct an evaluation of the SNAP program with input from a variety of partners. The goal of the study is to learn from the three pilot SNAPs and relevant initiatives around the world, to improve the design and delivery of the program in the future, and explore its transferability to other jurisdictions. The SNAP program evaluation is supported, in part, by MITACS Accelerate, a national research internship program. A final report is anticipated in fall 2012.


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Implementation Business CasesAs the pilot SNAPs move into the implementation phase, TRCA is pursuing new partnerships with financial institutions, insurance industry and real estate boards to develop the business cases for undertaking retrofits as a way to maintain market value of one’s property and also as ways to finance strategic retrofits.

Neighbourhood Retrofit “State of the Art”TRCA continues to pursue opportunities to share our SNAP models and learn from other groups in this emerging area of practice.

FINANCIAL DETAILSFunding for the SNAPs is in part from the Region of Peel, Region of York and City of Toronto capital budgets. SNAPs have continued to be successful at leveraging the municipal funding to secure additional grants and awards. Over the past year, these awards have included:

Ministry of the Environment Showcasing Water Innovation grant ($175,000);

Toronto Community Foundation Vital Ideas grant ($30,000);

Green Home Makeover – private and public sector sponsorships of products and services

(valued at over $100,000);Front Yard Makeovers – private and public sector sponsorships of products and services

(valued at over $30,000);Shell Canada Environment Fund ($10,000);

Toronto and Region Remedial Action Plan ($15,000);

MITACS Accelerate Ontario ($11,250).

Report prepared by: Sonya Meek, extension 5253Email: [email protected] Information contact: Sonya Meek, extension 5253; Shannon Logan, extension 5708 Emails: [email protected]; [email protected]: July 11, 2012

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RES.#A124/12 - MARIE CURTIS PARK REVITALIZATION PROJECT - PHASE 2Approval to enter into an Agreement with the City of Toronto to implement specific elements of the Marie Curtis Park Revitalization Project - Phase 2 on their behalf.

Moved by: Michael Di BiaseSeconded by: Dave Ryan

THAT approval be granted to enter into an agreement with the City of Toronto to implement specific elements of the Marie Curtis Park Revitalization Project - Phase 2 on their behalf;

THAT the agreement be subject to availability of funding from the City of Toronto;


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AND FURTHER THAT authorized Toronto and Region Conservation Authority (TRCA) officials be directed to take any action necessary to implement the agreement including obtaining any required approvals and the signing and execution of documents.

CARRIEDBACKGROUNDSince 2010, Toronto and Region Conservation Authority (TRCA)'s Watershed Management Division and the City of Toronto’s Parks Forestry and Recreation (PF&R) Division have partnered on the revitalization of Marie Curtis Park East and West on the waterfront, which is being carried out in tandem with the City of Mississauga’s and TRCA’s development of a new park on the former Arsenal Lands which is located immediately adjacent to Marie Curtis Park West.

The intent is that Marie Curtis Park West and the Arsenal Lands site be developed as a regional destination park, while Marie Curtis Park East will continue to serve as a local park. The lands comprising Marie Curtis Park are owned by TRCA and will continue to be managed and operated by PF&R in accordance with the existing 1972 Waterfront Agreement between the two agencies.

The revitalization efforts generally consists of creating new park uses such as a Dog Off Leash Area, upgraded facilities, restored and new pathway connections, decommissioning of old lighting and parking areas and the creation of a new bioswale within an existing parking area to provide improved stormwater controls at the site.

RATIONALE PF&R staff has requested the assistance of TRCA's Restoration Services Division to assist with the implementation of select components of the Phase 2 revitalization efforts in light of the environmental sensitivities at the site which include:

surrounding aquatic and riparian habitat of Etobicoke Creek;

impacted soils from historic land uses; and

the proposed bioswale, which requires specialized knowledge of soil and plant care for

proper installation.

To ensure that the above-noted sensitivities are managed with due care during construction, PF&R has requested assistance with the following specific elements of the Phase 2 works:

restoration and creation of pathway connections, including the removal of surplus soils 1.to appropriate disposal facilities as required by Ministry of Environment Guidelines;construction of the bioswale and associated features.2.

The scope of work to be undertaken by TRCA consists of the following general tasks: Prepare a detailed cost estimate and Memorandum of Understanding (MOU) for the 1.implementation of restored and new pathway connections, bioswale and associated features.Prepare, issue, award and manage all subcontracts for equipment, materials and services 2.related to the construction of the aformentioned works.Implement the works as per the approved design.3.Provide financial and other documentation as specified in the MOU.4.


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Recognizing that the City of Toronto is funding the implementation of the Phase 2 works, TRCA will adopt the City of Toronto's purchasing policy regarding the use of union and skilled trade workers for any subcontracted work associated with the above. This includes, but is not necessarily limited to, works such as the final surfacing (e.g. paving) of restored and new pathway connections.

FINANCIAL DETAILS The preliminary budget is estimated at approximately $950,000.00, plus HST, plus a 10% contingency to be expended by TRCA with permission from the City of Toronto. The cost of the project is 100% recoverable from the City of Toronto within account #214-01.

Report prepared by: Moranne McDonnell, 416-392-9725Emails: [email protected] Information contact: Moranne McDonnell, 416-392-9725Emails: [email protected]: July 06, 2012

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RES.#A125/12 - KORTRIGHT VISITORS CENTRE RETROFIT PHASE 2 PROJECT Contract PMO12-07. Award of Contract PMO12-07 for roof replacement, exterior recladding and new glazing at the Kortright Visitors Centre, City of Vaughan.


WHEREAS the Kortright Centre, constructed in 1979, a 30,000 square foot, three level post and beam structure has major deficiencies including severely deteriorated roof and walls;

AND WHEREAS Toronto and Region Conservation Authority's (TRCA) preliminary capital budgets have made requests for approximately $700,000.00 of ongoing capital funding over the next five years to address the state of good repair of the Kortright building, and additional funding is being sought through the Federal Community Infrastructure Improvement Fund for essential renewal of the Kortright building and The Living City Campus at Kortright;

AND WHEREAS the retrofit of the building has been planned to ensure minimal disruption of the operations, including access and rental for corporate and social functions, including the growing "green" wedding business and use by over 65,000 program participants and 40,000 visitors during the maple syrup season;


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THEREFORE LET IT BE RESOLVED THAT Contract PMO12-07 for the Kortright Visitor Centre Retrofit Phase 2 Project be awarded to Compass Construction Resources Ltd., at a cost not to exceed $1,271,440.00, plus 10% contingency, plus HST, subject to receipt of all necessary approvals and funding, it being the lowest bid meeting Toronto and Region Conservation Authority (TRCA) specifications;

THAT award of tender be subject to terms and conditions satisfactory to TRCA staff and legal advisers (if necessary), including but not limited to determination of the final contract cost not to exceed the approved amount;

THAT should staff be unable to negotiate a mutually acceptable tender agreement with the above-mentioned contractor, staff be authorized to enter into contract negotiations with other contractors, beginning with the next lowest bidder meeting TRCA specifications;

THAT staff be authorized to spend in excess of available funding in any one year in order to carry out the most effective phasing of the work, as long as the total project does not exceed available funding over the life of the project;

THAT staff continue to implement the project in phases which have the highest regard for the needs and safety of the students and other visitors to Kortright;

THAT authorized officials be directed to take the necessary action to implement the contract including the signing and execution of documents;

AND FURTHER THAT staff report back to the Authority on funding status prior to initiating future phases of the retrofit.

CARRIEDBACKGROUNDSituated just north of Toronto, on 325 hectares of pristine woodlands, Kortright Centre for Conservation (KCC) combines a natural oasis with some of the most leading edge sustainable education programs and events in Canada. KCC hosts 135,000 visitors annually and offers over 50 environmental education programs for schools and 30 sustainable technology workshops for the public, trade and professionals. It is also a popular location for green weddings and corporate functions.

Constructed in 1979, the Kortright Visitor Centre is a 30,000 square foot, three level post and beam structure, with a 140 seat theatre, eight classrooms, a cafe and gift shop. The Visitor Centre is the hub of all educational and recreational programs and activities that provide avenues to nature-based adventures such as hiking, skiing, orienteering, geocaching, birding, dogsledding and a natural classroom.


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TRCA staff has identified significant deficiencies in the overall energy efficiency of the building which coincide with the failing structure. The mechanical system has deteriorated beyond its life expectancy and the windows and doors of the building are in need of replacement. The balcony overlooking the surrounding valley environment has been condemned for several years. In more recent years, the roof has been leaking excessively resulting in water damage to the interior of the building. These factors have all contributed to the increased ongoing maintenance cost, excessive energy bills and constant equipment failures which significantly impact daily programming. In order to continue as Ontario's premier environmental and renewable energy education and demonstration centre, TRCA plans to retrofit the Kortright Visitor Centre focusing on reducing the buildings overall energy/carbon footprint.

Beginning in 2010, TRCA staff worked closely with Levitt Goodman Architects Ltd. to prepare and refine detailed design and construction drawings required to move forward with a phased approach to retrofit the aging building. The Kortright Visitor Centre Retrofit Phase 1 project was subsequently completed in March 2012 and concentrated on the operations aspect of the building in order to improve its energy efficiency. The scope of work completed for Phase 1 included:

replacement of the existing HVAC system with a geothermal ground source heat pump 1.system;structural repairs to the balcony;2.replacement of clerestory windows on the mezzanine and balcony level;3.new doors at every level of the building;4.installation of an Energy Recovery Ventilation unit; and5.all abatement work related to the Designated Substance Survey report completed 6.December, 2010.

Having addressed the internal energy deficiencies, the focus has now shifted towards the building envelope for Phase 2 of the retrofit. The scope of work includes completing the detailed design for the rehabilitation of the exterior walls and roof of the existing building. Additional insulation will be added to several areas of the building to increase the thermal resistance (R-Value) to improve the interior temperature conditions. Additional glazing has also been proposed along the south and east walls and skylights in the north and west sloped roofing sections to bring more natural light into the three levels of the Visitor Centre. The Phase 2 works will ensure that the building exterior issues are addressed in conjunction with improving the building aesthetics to support the Kortright Centre programming.

RATIONALERequest for Pre-Qualification (RFPQ) for general contractors to perform the Phase 2 retrofit was advertised on-line with Biddingo.com on May 25, 2012 and closed on May 30, 2012. The work includes, but is not necessarily limited to, the supply of labour, material, supervision and equipment required to complete the scope of work for the project. The general contractor will coordinate all construction activities which comprise of a new roof, new siding and additional windows on the lower level of the building.

Interested general contractors in pre-qualifying were advised that the criteria for evaluation will include the following in order to receive a tender package:

CCDC 11 (Canadian Construction Documents Committee) requirements and completion;

past experience in the construction of buildings of similar size;


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past experience with similar buildings;

experience of suggested personnel for this project;

project record over the past five years;

ability to meet construction schedule milestones;

ability to coordinate work by others;

experience dealing with designated hazardous substances;

experience dealing with projects with construction budgets of $750,000.00 to

$1,500,000.00;references focusing on firms history of project control and experience.

All interested general contractors will need to be bondable and will require a bid bond of 10% of the contract price at the time of the tender submission. Pre-qualification information was submitted by the following 14 firms:

BECC Construction Group;

Chart Construction Management;

Compass Construction Resources Ltd.;

Elite Construction;

Everlast Restoration;

J.D. Strachan Construction;

JJM McGuire Contractors;

Limen Group;

Martinway Contracting;

Morosons Construction;

R-Chad Contracting;

RTM;

Rutherford Contracting; and

Struct-Con Construction.

The pre-qualifying documents were reviewed by the selection committee made up of TRCA staff whose evaluation was based on the previously defined criteria and reference checks for past completed projects.

Based on the evaluation process, Tender documents were made available to the following nine general contractors:

BECC Construction Group;

Compass Construction Resources Ltd.;

Elite Construction;

J.D. Strachan Construction;

JJM McGuire Contractors;

Limen Group;

Martinway Contracting;

Rutherford contracting; and

Struct-Con Construction.

All pre-qualified companies attended a mandatory site meeting on June 12, 2012.


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Tenders closed on July 5, 2012 at 12:00pm and were opened by the Tender Opening Committee on July 6, 2012 with the following results:

BIDDERS TOTAL(Plus HST)

Compass Construction Resources Ltd. $1,271,440.00BECC Construction Group $1,293,694.69Struct-Con Construction $1,353,000.00

Martinway Contracting $1,398,000.00 Rutherford contracting $1,436,508.00 J.D. Strachan Construction $1,550,300.00

Having previously pre-qualified the bidders qualifications, TRCA staff evaluated the tenders on the bid prices and the ability to complete the project as specified in the tender documents. TRCA reviewed the bids against its own cost estimates and has determined that the bids are of reasonable value. Based on evaluation of the bids received, staff recommends that Contract PMO12-07 be awarded to Compass Construction Resources Ltd. for the total cost not to exceed $1,271,440.00, plus a 10% contingency plus HST, as they are the lowest bidder that meets TRCA specifications.

FINANCIAL DETAILSThe costs associated with Kortright Centre Retrofits will be offset by funding requested for 2012-2017. The table below outlines the projected budgets for each applicable year.

Funder 2012($)

2013($)

2014($)

2015($)

2016($)

2017($)

York Region (418-22) 242,000 255,000 255,000 260,000 260,000 270,000Peel Region (425-01) 175,000 200,000 200,000 200,000 200,000 300,000York Region (425-01) 242,000 250,000 250,000 250,000 250,000 250,000 Funding Subtotal 659,000 705,000 705,000 710,000 710,000 820,000

The Phase 2 Retrofit will require additional funding from the 2013 budget to subsidize the costs over and beyond the 2012 budget. The reasoning behind this financing strategy is to prevent any disruptions to the Kortright Centre programming such as green weddings and school groups. The phases of the retrofit will be dependant on each other to ensure that the building will be able to continue with its revenue generating operations by providing a suitable venue to its clients. With the anticipated completion of the Phase 2 retrofit, the aesthetic improvements will allow for the scheduling of Phase 3 of the retrofit without having to turn away future business.

Additionally, the federal government has recently announced the Community Infrastructure Improvement Funding. Funding will be sought through this program to accelerate the retrofit of the building and to restore the Campus trails to a state of good repair.

2012 funds required are available in from the regions of York and Peel. Additional funds required to complete this project are identified in preliminary 2012-2017 Kortright Retrofit Capital Budget requests to York and Peel regions in accounts 418-22 and 425-01.


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Report prepared by: Aaron D'Souza, extension 5775 Emails: [email protected] Information contact: Derek Edwards, extension 5672Emails: [email protected]: July 10, 2012

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RES.#A126/12 - MIMICO WATERFRONT PARK PROJECT (PHASE 2)Contract RSD12-86. Award of Contract RSD12-86 for the supply and installation of Decorative Pathway Lighting.


THAT Contract RSD12-86 for the supply and installation of Decorative Pathway Lighting, to the Mimico Waterfront Park Project (Phase 2) and the Humber Bay West Park, in the City of Toronto, be awarded to Stacey Electric Company for a total cost not to exceed $248,387.40, plus a contingency amount of $25,000.00 to be expended as authorized by Toronto and Region Conservation Authority (TRCA) staff, plus HST, it being the lowest bid meeting TRCA staff cost estimates and specifications;

AND FURTHER THAT authorized officials be directed to take the necessary action to implement the contract including the signing and execution of documents.

CARRIEDBACKGROUNDThe Mimico Waterfront Park Project (Phase 2) is located between Superior Avenue and Humber Bay West Park along the north shore of Lake Ontario, in the City of Toronto. The proposed pathway lighting will be an important element that ties Mimico Linear Waterfront Park (Phase 2) together with the surrounding city. Toronto Waterfront Revitalization Corporation (TWRC) authorized TRCA to assume a leadership role in the planning, design and implementation for the construction of the Mimico Waterfront Park Project (Phase 2).

The decorative pathway lighting will be used along Mimico Linear Waterfront Park’s pathway to provide the necessary light and aesthetics to the area. It will continue along to the connecting Humber Bay West Park to replace the existing lighting fixtures to create a more uniform lighting scheme.

RATIONALERequest for Quotation (RFQ) packages were sent to a total of nine potential bidders as follows:

Sturdy Power Lines Ltd.;

Dilisado Enterprises;

Langley Utilities Contracting Ltd;

TBG Landscape Inc.;

Stacey Electric Company;

Black and McDonald;

Beacon Utilities Contractors;


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Guild Electric; and

Platinum Electric.

Tender RSD12-86 was publicly advertised on the electronic procurement website Biddingo (http://www.biddingo.com/) on June 19, 2012. Tenders were opened at Tender Opening Committee Meeting #3/12, held on July 6, 2012, with the following results:

Contract RSD12-86, Supply and installation of Decorative Pathway Lighting

BIDDERSTOTAL VALUE OF CONTRACT

(Plus HST)Stacey Electric Company $248, 387.40Platinum Electric $253,895.00Guild Electric $257,530.00Dilisado Enterprises $315,750.00TBG Landscape Inc. $342,220.80Beacon Utilities Contractors $479,693.70

The Project Design Engineer (Stevenson Engineering) reviewed the Tender submitted by Stacey Electric Company and agrees with staff's review of the same that the contract is of good value. Based on the bids received, staff recommend that Stacey Electric Company be awarded Contract RSD12-86 for the supply and installation of Decorative Pathway Lighting for a total amount not to exceed $248,387.40, plus a contingency amount of $25,000.00 to be expended as authorized by TRCA staff, plus HST, it being the lowest bid that meets TRCA staff cost estimates and specifications.

FINANCIAL DETAILSFunds are available within account #205-90 from TWRC.

Report prepared by: Rudra Bissoon, 416-393-6336 Emails: [email protected] Information contact: James Dickie, 416-392-9702 Email: [email protected]: July 06, 2012

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RES.#A127/12 - CHERRY BEACHDrainage Improvements. Approval to enter into an agreement with the City of Toronto to complete the planning and design of drainage improvements for Cherry Beach, City of Toronto.



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THAT approval be granted to enter into an agreement with the City of Toronto for the planning and design of drainage improvements for the roadway, turning circle and east parking lot at Cherry Beach, in the City of Toronto;

THAT implementation be subject to funding from the City of Toronto and terms and conditions satisfactory to Toronto and Region Conservation Authority (TRCA) staff;

THAT authorized TRCA officials be directed to take such action as is necessary to implement the approved projects, including obtaining needed approvals, tendering work, signing of contracts and execution of documents; and

AND FURTHER THAT the City of Toronto be so advised.CARRIED

BACKGROUNDTRCA has partnered with the City of Toronto for many years to provide project design, coordination of approvals and implementation services in support of City-led natural environment projects throughout the City and across the Toronto waterfront.

In 2006, the City formalized the process and requested TRCA to enter into an agreement which stipulated terms and conditions for the supply and delivery of projects and services in accordance with an approved list of projects. The agreement also provided a mechanism by which TRCA could invoice the City to recover costs for the services and material supplied.

In November 2011, TRCA was approached by the City of Toronto Parks, Recreation and Forestry Department to provide the lead role in the planning to re-design the existing roadway, turning circle and east parking lot to address deficiencies and improve stormwater drainage at Cherry Beach.

TRCA staff submitted a proposal to the City outlining the approach to the agreement, which was approved by the City of Toronto’s Parks, Recreation and Forestry Department in July 2012.

SCOPE OF WORKTRCA will be responsible for the overall project management including the following items:

Retain the services of a professional geotechnical engineering firm and registered

Ontario land surveyor to assist with the planning and design of the project.Contract management of the successful consultants.

Manage the project schedule and budget.

Ensure the completion of all project deliverables.

Actively participate in meetings (including organization, attendance and

preparation/distribution of meeting materials and minutes).Provide details on project approvals as project progresses through the planning

process (including application(s) and notices).If required, complete the restoration/landscape plan for the project area.

The proposed consulting team will be responsible to complete the following items: Investigate and advise on drainage properties of existing soils, and provide

recommendations for drainage improvements with respect to the development of design options.


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Investigate and advise on the geotechnical properties of existing soils and granular

parking lots, and advise on design recommendations for the repair of parking lot surfaces (and prevention of future potholes), and roadway design.Provide technical input into the construction/tender documentation to implement

accepted design recommendations.Recommend and execute a materials and compaction testing quality control program

during construction of park and drainage improvements.

RATIONALETRCA involvement in the planning and implementation of this project was requested based on the history of cooperative project management between the City of Toronto and TRCA, and TRCA's specialized expertise in works of this type.

TRCA is recognized by the City of Toronto as being able to provide cost-effective management of watershed related projects due to highly specialized expertise, the ability to expedite required approvals and permits, facilitate community involvement and meet tight timelines. As such, the City has requested that TRCA enter into an agreement to implement the project.

FINANCIAL DETAILSWorks will proceed by TRCA staff once approval is given by City of Toronto staff. Procurement of services will be conducted in accordance with TRCA's Purchasing Policy.

The total estimate value of work based on preliminary information is $90,000. Account code 197-01 has been setup for this project. The full costs of the project are 100% recoverable from the City of Toronto.

Report prepared by: Lindsay Prihoda, extension 5787Emails: [email protected] Information contact: Lindsay Prihoda, extension 5787Emails: [email protected]: July 05, 2012Attachments: 1


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Attachment 1

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RES.#A128/12 - SUPPLY OF RENTAL RATES FOR OPERATED HEAVY CONSTRUCTION EQUIPMENT AND DUMP TRUCKSContract Extension. Extension of Contract RSD11-25 for the Supply of Rental Rates for Operated Heavy Construction Equipment and Dump Trucks, for the period August 1, 2012 to March 31, 2013.


THAT Contract RSD11-25 for Supply of Rental Rates for Operated Heavy Construction Equipment and Dump Trucks, awarded in 2011 to Sartor & Susin Ltd., be extended from August 1, 2012 to March 31, 2013 subject to terms, conditions and performance satisfactory to Toronto and Region Conservation Authority (TRCA) staff, at an estimated total cost of $3,200,000 plus HST, for a total estimated contract cost not to exceed $6,000,000 plus HST.

CARRIEDBACKGROUNDAt Authority Meeting #7/11, held on July 29, 2011, Resolution #A168/11 was approved, in part, as follows:

THAT the Restoration Services Division utilize, as required, the services of Sartor and Susin for the supply of operated heavy construction equipment and dump trucks for the period August 1, 2011 to July 31, 2012, be awarded to Sartor and Susin Limited, it being the tender that bests meets Toronto and Region Conservation Authority's (TRCA's) requirements at a competitive cost;...

The current contract expiration date of July 31st is less than ideal as the summer months are extremely busy for construction, and the potential disruption in the provision of equipment by changing suppliers adds unnecessary risk to meeting project delivery dates. To mitigate this risk, staff recommend that the current contract be extended to March 31, 2012 to allow for the annual heavy equipment contract to commence April 1st annually thereafter, which is traditionally less demanding of heavy equipment at TRCA given the in-water construction restrictions between April 1st and July 31st. A contract commencement date of April 1st also aligns better with annual capital budget approvals, giving staff a better understanding of heavy equipment needs when preparing the new tender documents.

Sartor & Susin Ltd. have agreed to a contract extension and have submitted, in writing, a request for an increase of three percent (3%) to all unit rates to cover increases in their operating costs should the contract be extended on August 1st.

RATIONALETRCA and Sartor & Susin Ltd. have worked together on numerous successful projects for more than 25 years, and through the tendering process, Sartor & Susin Ltd. has consistently provided the lowest unit rates with a broad spectrum of equipment and experienced operators. During this long-standing relationship Sartor & Susin Ltd. has always strived to accommodate TRCA's changes in scheduling, scope and equipment needs to help TRCA keep its projects on time and on budget.


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Staff has reviewed the proposed new rate structure, in conjunction with a review of performance over the past year, and are satisfied that the requested three percent increase is reasonable.

FINANCIAL DETAILSUnder the existing contract, Sartor & Susin Ltd. will have supplied approximately $2.8 million in heavy equipment services to TRCA between August 1, 2011 and July 31st, 2012. Based on a review of Restoration Services' tentative construction schedule between August 1, 2012 and March 31, 2013, the estimated value of this contract extension is $3.2 million, which was determined based on an average annual monthly expenditure in heavy equipment of $234,000 x eight months, plus the addition of a special project approved under Resolution #A2/12 at Authority Meeting #1/12, held on February 24, 2012 (Armouring of the Flood Protection Landform at the West Don Lands) which is estimated to require up to $1,000,000 in heavy equipment alone between August 1st and October 31, 2012, plus a 10% contingency for additional work that may be identified during the extension period. It is noted that an increase or decrease in workload will have an impact on the value of this contract extension. The operated equipment is rented on an "as required" basis with no minimum or maximum rental hours guaranteed.

Report prepared by: Rudra Bissoon, 416-393-6336 Emails: [email protected] Information contact: James Dickie, 416-392-9702 Emails: [email protected]: June 29, 2012

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RES.#A129/12 - COMMUNITY INFRASTRUCTURE IMPROVEMENT FUNDProject endorsement to meet Community Infrastructure Improvement Fund application requirements.

Moved by: Ben CacholaSeconded by: Jack Heath

WHEREAS the federal government has announced the Community Infrastructure Improvement Fund (CIIF), a funding program for the renovation and rehabilitation of community infrastructure between April 1, 2012 and March 31, 2014;

AND WHEREAS project applications must be duly authorized or endorsed by a resolution of the Authority and submitted as a component of the application;

THEREFORE LET IT BE RESOLVED THAT Toronto and Region Conservation Authority (TRCA) submit funding applications to the CIIF program for the following projects:

Kortright Centre For Conservation Retrofit, Municipal Water Connection and Trail

Plan;Black Creek Pioneer Village Emergency Preparedness Infrastructure;

Communication IT Services and Upgrades across all TRCA Facilities;


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Petticoat Creek Aquatic Facility Enhancements;

Accessibility Upgrades at all TRCA Facilities;

Claremont Field Centre Accessibility and Energy Efficiency Retrofit;

Albion Hills Conservation Area Road Upgrades;

Bolton Camp Recreation Centre Revitalization;

Arsenal Building Renovation;

AND FURTHER THAT TRCA staff report to the Authority for additional approvals as required.

CARRIEDBACKGROUNDFirst announced in Economic Action Plan 2012, the Community Infrastructure Improvement Fund provides $150 million for the repair and improvement of community infrastructure facilities across Canada. Eligible projects include expansion of existing community infrastructure facilities such as community centres, recreational buildings, local arenas, cultural facilities and other community facilities. This will improve the quality of community facilities and provide economic benefits, including support for job creation, in communities across Canada.

FedDev Ontario is delivering the CIIF in Ontario with an allocation of $49.6 million over two years. Applications are being accepted for projects in Ontario until August 24, 2012.

Under CIIF, eligible recipients may receive a non-repayable contribution of up to 50 percent of eligible costs of an infrastructure project, with recipients providing the remaining balance. However, priority may be given to those projects that require a CIIF contribution of only 33.3 percent. Eligible recipients may receive contributions of up to a maximum of $1,000,000. The total funding from all federal sources will not exceed 50 percent of total eligible project cost. Eligible projects must be substantially completed by March 31, 2014.

Project applications must be duly authorized or endorsed by a board resolution. The resolution must be submitted at the time of the application.

TRCA staff would like to submit applications for the following projects. The application requires projects be ranked in terms of priority for a submitting agency, and ranking will be determined as full project applications are developed. Project names, details, costs grant percentages provided below are preliminary and may be updated as staff work through the application process.

Kortright Centre For Conservation Retrofit, Municipal Water Connection and Trail PlanUpgrade and enhance existing facilities as follows with the aim of revitalizing the programs and facilities of the Kortright Centre:

retrofit of the Kortright Visitor Centre;

installation of municipal water servicing; and

upgrade and reconfiguration of existing trail systems and learning spaces to enhance

learning activities related to renewable energy, biodiversity and cultural heritage, including The Shared Path/Le Sentier Partagé: Discovery Walk


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The budget for this project is approximately $3,000,000. TRCA is seeking a 33.3% contribution of $1,000,000 from the CIIF for this project. Planning for this project is underway with $2,000,000 funding secured from Peel and York regions.

Black Creek Pioneer Village Emergency Preparedness InfrastructureImprove emergency preparedness at Black Creek Pioneer Village to protect its property, infrastructure, staff and visitors as well as reduce the potential for economic losses by undertaking the following:

installation of a generator at the Visitors Centre to reduce impacts of power outages on:

public safety of the more than 135,000 visitors annually; and historic artifacts and perishable products that must be maintained in a climate controlled setting; andstaff training in, emergency procedures and protocols, and purchase of emergency

equipment.

The budget for this project is $250,000. TRCA is seeking 50% contribution of $125,000 from the CIIF. Remainder of the funding is available through Black Creek Pioneer Village 2013 Capital Budget through the City of Toronto.

Communication IT Services and Upgrades across all TRCA FacilitiesThis project involves upgrades to the computing power and network call carrying capacity across all TRCA facilities in order to drive: employee productivity and learning; quality customer service to clients; and cost effectiveness; through improved computer hardware, connectivity, consolidated databases, e-government website services and process automation.

The budget for this project is $1,170,000. TRCA is seeking 50% contribution of $585,000 from the CIIF. The remainder of the funds are available through TRCA's IT and Website Development budgets.

Petticoat Creek Aquatic Facility EnhancementsConstruction of Petticoat Creek Aquatic Facility was completed in 2012 through funding from the Recreational Infrastructure Canada (RInC) and Ontario Recreation programs as well as TRCA reserve funds. Several design components of the facility were omitted from the original project due to budget constraints. The TRCA submission for Petticoat Creek Aquatic Facility Enhancements will include:

retrofit of existing snack bar building;

replacement of existing playground facility;

installation of a central shade structure and two smaller structures; and

installation of additional water play features in the splash pool.

The budget for this project is $600,000. TRCA is seeking a 50% contribution of $300,000 from the CIIF and will work jointly with our municipal partners and others to provide the remainder of the required funds.


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Accessibility Upgrades at all TRCA FacilitiesTRCA is committed to improving opportunities for persons with disabilities and to provide for their involvement in the identification, removal and prevention of barriers that may otherwise preclude them from visiting TRCA facilities. One in six Canadians has some form of disability, comprising a significant portion of the consumer market. Furthermore, due to the aging Baby Boomer generation, the percentage of the population requiring barrier free access to recreation facilities is likely to increase in the next decade. Therefore, accessibility improvements and the removal of barriers at TRCA facilities provides opportunities for engagement in recreation and learning activities by a larger segment of the population, and a resultant potential increase in revenue generation.

All proposed upgrades and retrofits will follow the City of Toronto Accessibility Design Guidelines and be in compliance with the Ontario Human Rights Code, Ontarians with Disabilities Act and the Ontario Building Code. Accessibility retrofits will meet the following objectives:

make approaching, entering and using buildings and structures easier. In this respect,

accessible design must address a wide variety of internal and external building elements; provide an equivalent level of life safety for everyone, including methods of leaving a

building and communicating in an emergency; and emphasize dignity and independence, providing those features that will allow people to

function in their day to day activities.

Scope of work will include: establish barrier-free access trails and paths to existing washrooms/public use facilities

across all TRCA locations; create accessible camping areas and adjacent facilities; and

retrofit existing washroom facilities to meet accessibility standards.

The budget for this project is $500,000. TRCA is seeking a 50% contribution of $250,000 from the CIIF. TRCA is currently pursuing other grant applications as well as capital asks from its municipal partners for the remainder of the funds.

Claremont Field Centre Accessibility and Energy Efficiency RetrofitRenovation and retrofit of Claremont Field Centre to provide barrier free access for students of various levels of ability (physical, visual and auditory) to outdoor education programs through:

redevelopment of outdoor education assets, including wetlands, pioneer cabin, group

dynamics course and associated trails; and retrofit and renovation of Claremont Field Centre building.

In addition, improvements will be made to the building envelope to achieve a high level of environmental performance, thereby reducing the climate change impact of Claremont Field Centre and improve visitor comfort, while providing a learning opportunity for visiting students on climate change.

The budget for this project is $380,000. TRCA is seeking a 50% contribution of $190,000 from the CIIF. Planning for this project is underway with funding available in the Claremont Field Centre Operating Major Maintenance Account, Public Use Capital and The Living City Foundation (proceeds from Sunny Days for Conservation).


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Albion Hills Conservation Area Road UpgradesAlbion Hills Conservation Area requires significant road upgrades to the internal road network as many are in a state of disrepair and pose a health and safety issue for staff and visitors. Works include paving or repaving auxiliary roads at the conservation area.

The budget for this project is $450,000. TRCA is seeking a 50% contribution of $225,000 from the CIIF. Remainder of the funding is available through the Region of Peel capital budget.

Bolton Camp Recreation Centre RevitalizationUpgrade and enhance existing recreation facilities as follows at the historic Bolton Camp in the Town of Caledon in order to kick start the efforts of TRCA and its municipal partners in re-establishing a recreation use at this significant community asset:

upgrade the ‘Dining Hall’ and gymnasium to allow for barrier-free access and to return the

buildings to a usable state; andrecreation infrastructure upgrades including pool retrofit, replacing and upgrading

changerooms to meet Ontario Disability Act Standards, turf sports field restoration and nature trail enhancements.

The budget for this project is $1,200,000. TRCA is seeking a 33.3% contribution of $400,000 from the CIIF. Remainder of the funding of $800,000 is identified in the TRCA budget from the Region of Peel and City of Toronto.

Arsenal Building RenovationThe Arsenal Building has been designated by City of Mississauga under the Ontario Heritage Act. The Lakeview Legacy Foundation, created by a group of local residents, is looking at adaptive reuse opportunities for the building. Future uses proposed by the Lakeview Legacy Foundation include:

Arts: with artists in residence and others sharing studio/display/performance space;

Culture: with programming to celebrate culture in Mississauga;

Heritage: to commemorate the role of the site and building history;

Science: to examine brownfield sites in relation to culture and community development.

In order to accommodate such use, this heritage structure needs to be preserved and prevented from further deterioration, therefore requiring the following upgrades:

replacement or improvement of the heating, plumbing, electrical supply and distributions

systems; replacement the roof on the rear portion of the building and other minor structural work; and

abatement of existing asbestos.

The budget for this project is $3,000,000. TRCA is seeking 33.3% contribution of $1,000,000 from the CIIF. $2,000,000 has been requested from the Region of Peel.

DETAILS OF WORK TO BE DONETRCA staff will submit CIIF funding applications for the aforementioned projects by August 24, 2012. Approved projects will be presented to the Authority for further approvals as required.


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Report prepared by: Kate Pankov, extension 6418Emails: [email protected] Information contact: Kate Pankov, extension 6418Emails: [email protected]: July 13, 2012

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RES.#A130/12 - TORONTO AND REGION REMEDIAL ACTION PLANRenewal of Toronto and Region Remedial Action Plan agreements between Toronto and Region Conservation Authority, Environment Canada and the Ontario Ministry of the Environment, respectively.


THAT Toronto and Region Conservation Authority (TRCA) staff continue to work with federal and provincial representatives to finalize the 2012-2013 Remedial Action Plan (RAP) agreements between TRCA and Environment Canada and the Ontario Ministry of the Environment, respectively;

AND FURTHER THAT staff continue to work with the Toronto and Region Remedial Action Plan (RAP) team, federal, provincial and municipal staff, the academic community, environmental non-governmental organizations and others to implement the 2012-2013 RAP workplan and advance RAP objectives.

CARRIEDBACKGROUNDThe Toronto and Region Remedial Action Plan was instituted in response to the 1987 designation of Toronto and Region as a Great Lakes Area of Concern (AOC). The AOC designation was one of 42 (later 43) made by the International Joint Commission. The Toronto and Region AOC consists of six watersheds stretching from the Rouge River in the east to Etobicoke Creek in the west.

Under the Great Lakes Water Quality Agreement (GLWQA) and Canada-Ontario Agreement (COA), Environment Canada (EC) and the Ontario Ministry of the Environment (MOE) share responsibility for ensuring progress on the Great Lakes AOCs. Since 2002, TRCA has led the administration of the Toronto and Region RAP under agreements with EC and the MOE. Management of the Toronto and Region RAP is undertaken by representatives from EC, MOE, the Ontario Ministry of Natural Resources (MNR) and TRCA.

On June 13, 2009, U.S. Secretary of State Hillary Clinton and Canadian Foreign Affairs Minister Lawrence Cannon announced their intention to renegotiate the GLWQA. The GLWQA came into effect in 1978, and was last amended in 1987 - the time at which areas of concern and remedial action plans were introduced through GLWQA Annex 2. The renegotiation of the GLWQA is currently ongoing, and Conservation Ontario has been involved as a respondent in the associated GLWQA public consultation processes.


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On March 31, 2010, the 2007-2010 COA expired, as did the respective 2007-2010 RAP agreements between TRCA and EC and MOE, respectively. As the GLWQA is the agreement on which COA negotiations are predicated, the federal and provincial governments have to date deferred the renegotiation of a subsequent COA. Instead, the governments extended the 2007-2010 COA over the 2010-2011 and 2011-2012 federal/provincial fiscal years and maintained program scope and funding at existing levels. Remedial Action Plan program delivery in the 2012-2013 fiscal year is anticipated to be supported through the second year of a four-year, $1,000,000 agreement with EC, as well as a single year, $250,000 agreement with the MOE.

DETAILS OF WORK TO BE DONEThe activities of the Remedial Action Plan 2012-2013 fiscal year will build on the milestones of 2011-2012. The first of these milestones was the re-designation of two categories of environmental degradation, or Beneficial Use Impairments (BUIs), from “Requires Further Assessment” to “Not Impaired”. At the completion of the RAP Stage 1 report in 1989, Toronto and Region was deemed to be “Impaired” for eight BUIs, as well as to require additional research on three Beneficial Use Impairements. Three additional BUIs were deemed to be “Not Impaired”. Additional assessment, research, analysis and public review were completed 2011-2012 for two of the three Beneficial Use Impairments that required further assessment: Fish Tumours or Other Deformities; and Bird or Animal Deformities or Reproductive Problems. The research results indicated that these Beneficial Uses were Not "Impaired" within the Toronto and Region AOC; their respective changes in status to “Not Impaired” marked the first such re-designations for the Toronto and Region Remedial Action Plan.

A second milestone attained in 2011-2012 was the launch of a review and update of the criteria against which the remaining Beneficial Use Impairments will be considered “Impaired” or “Not Impaired”. The existing criteria were set forth in the 1994 RAP Stage 2 document Clean Waters, Clear Choices. The review of these criteria involves a public consultation process underpinned by dialogue with academic and agency technical experts. The anticipated outcome of these proceedings will be updated targets based on indicators of both environmental quality and program implementation - these targets will outline an ambitious but achievable path forward toward delisting Toronto and Region as an Area of Concern by 2020.

Current Remedial Action Plan InitiativesThe TRCA RAP workplan for 2012-2013 was approved at the RAP Team meeting of July 12, 2012. The 2012-2013 workplan is similar to those of previous years, with the majority of resources being directed toward the Sustainable Technologies Evaluation Program (STEP), the Regional Watershed Monitoring Program (RWMP), habitat initiatives, watershed strategies, and education and outreach programs. Collectively these programs reflect the RAP’s priorities in supporting Low Impact Development (LID), stormwater management, effective stewardship and environmental monitoring of the AOC.

The City of Toronto Don River and Central Waterfront Project (Wet Weather Flow Management Master Plan Implementation) continues to constitute an important element of a revitalized Toronto and Region AOC.


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In collaboration with TRCA and Conservation Ontario, in 2012-2013 the Remedial Action Plan has contributed, and will continue to contribute, feedback as requested in response to the June 6, 2012, MOE draft Bill 100: An Act to protect and restore the Great Lakes – St. Lawrence River Basin and draft Great Lakes Strategy. If passed, this Act could represent significant opportunity for the protection and restoration of the Great Lakes, and Great Lakes Areas of Concern thereof.

The Remedial Action Plan will also continue to fund a public outreach program – the Lake Ontario Evenings (LOE) – throughout 2012-2013. The LOE program was initiated in 2009 with the mandate to provide casual public venues in which attendees can listen to, and ask questions of experts on issues currently faced by Lake Ontario. There have been nine LOE events to date, and the audience and media response have been sufficiently positive to maintain this initiative through 2012-2013.

Challenges for the FutureAs noted above, federal and provincial support of the RAP in 2012-2013 is similar in scope and resources to that provided in recent years. While the review and update of AOC targets will provide realistic and achievable endpoints for the Toronto and Region RAP, these targets will only be met and the Toronto and Region be delisted as an Area of Concern with significant financial commitments by all levels of government.

FINANCIAL DETAILSTRCA funding for RAP initiatives in 2012-2013 will be provided by funding agreements between TRCA and EC ($250,000), and TRCA and MOE ($250,000). Project proponents from within TRCA apply to the Toronto and Region RAP team for funds, and the TRCA RAP workplan is developed on the basis of these proposals. It is anticipated that the agreement between TRCA and MOE will be for one year and will expire on March 31, 2013; a four-year agreement with Environment Canada was implemented in July 2011 and will expire on March 31, 2015.

In addition to dedicated RAP funds, certain TRCA projects (e.g. STEP and Rural Clean Water Program) also receive funding through municipal capital funding, MOE, MNR and federal Great Lakes Sustainability Fund which also advances RAP objectives.

Report prepared by: Stephanie Hawkins, extension 5576 Emails: [email protected] Information contact: Meg St John, extension 5576Emails: [email protected]: May 03, 2012

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RES.#A131/12 - HIGHLAND CREEK WATERSHED GREENING PROJECTS UPDATETo report on current Highland Creek watershed greening projects and recent accomplishments.


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THAT Toronto and Region Conservation Authority (TRCA) staff be directed to continue to work with the Highland Creek watershed communities and City of Toronto staff to plan and implement Neighbourhood Greening Plan projects;

THAT staff continue to apply for external funding to support the implementation of Neighbourhood Greening projects;

THAT staff apply the Neighbourhood Greening Project planning and community engagement approach to other areas of the Highland Watershed as opportunities arise;

THAT the final Neighbourhood Greening Plans be circulated to the project’s community partner organizations and made available to the public on TRCA’s website;

THAT the Ontario Trillium Foundation be thanked for their generous contribution to make the Highland Creek Watershed Neighbourhood Greening Project possible;

AND FURTHER THAT staff be directed to report back to the Authority on this project and the Greening Strategy as appropriate.

CARRIEDBACKGROUNDThe Highland is an “urban creek” with more than 85 kilometres of watercourses draining an area of 102 square kilometres. It is located primarily within the City of Toronto (Scarborough) with its northern-most limits within the City of Markham. Whereas the watershed was once nearly 100 percent forested, it is now 85 percent developed and home to over 360,000 people. Due to intense pressures from urbanization, the watercourses and natural ecosystems in the Highland Creek watershed are affected by compromised water quality, erosion caused by high storm flows, and degradation of terrestrial natural heritage. Only 0.5 percent of its original wetlands remain.

While the Highland Creek watershed has been extensively developed, remnant forests, wetlands and meadows provide habitat for a range of wildlife, particularly through the ravine system south of Highway 401 which includes Morningside Park, Cedarbrook Park, Colonel Danforth Park and Stephenson’s Swamp at the mouth of the creek. Many of the Highland’s watercourses have been buried or channelized as land was developed, particularly north of Highway 401.

The Highland Creek watershed is the only remaining watershed within the City of Toronto's jurisdiction that has not undergone a comprehensive process to develop an integrated watershed strategy to address the multiple issues and opportunities for regeneration of urban watersheds.


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A State of the Watershed Report was completed by TRCA and City of Toronto for the Highland watershed in 1999, that provided a comprehensive document on the natural and cultural heritage conditions of the Highland Creek watershed and an assessment of then-current environmental and related social conditions. The report also provided suggestions for future management of the Highland watershed.

The City of Toronto's Wet Weather Flow Master Plan (WWFMP), adopted in 2003, has provided an excellent basis to address a number of serious water quality and quantity issues found across the City of Toronto, including the Highland watershed. Subsequent to completion of the WWFMP, the City proceeded with a geomorphology study of the Highland watershed to protect infrastructure and improve fish habitat. The objectives of this Highland Creek Geomorphic Systems Master Implementation Plan are to:

gain a detailed understanding of the Highland Creek system;

reduction in risk to public health and safety;

enhancement of channel stability;

preservation/enhancement of fisheries habitat; and

prioritization of works and management of capital and operational costs.

The August 19, 2005 storm had a significant impact on Highland Creek, including extensive erosion, damage to Toronto Water infrastructure and private property. Down-cutting of the creek bed from ongoing stormwater erosion led to exposure and damage to a sanitary sewer crossing in Morningside Park requiring Toronto Water to undertake emergency works while simultaneously working on the comprehensive Geomorphic Systems Master Implementation Plan for 40 valley segments across the watershed.

At Authority Meeting #7/07 TRCA staff provided an update on the City's Geomorphic Systems Master Plan studies and design process to implement channel restoration works. Authority direction to develop a Highland Creek Watershed Greening Strategy was approved via Resolution #A207/07, in part, as follows:

...THAT the City of Toronto be requested to explore opportunities to enhance the Highland Creek valley system by restoring natural habitat, reconnecting the channel to the floodplain and improving the trails and other recreational amenities through the development of a comprehensive Greening Strategy for the Highland Creek watershed;...

In 2009 a TRCA capital budget request, supported by the City of Toronto, was approved to develop a Greening Strategy to integrate various TRCA and City of Toronto objectives and plans. The Greening Strategy was to serve as a restoration strategy to, in part, accompany the Geomorphic Systems Master Implementation Plan. TRCA and City staff decided to defer undertaking the development of the Greening Strategy, and associated plans such as the Habitat Implementation Plan and Aquatic Habitat Management Plan, until the City’s Geomorphic Systems Master Implementation Plan was complete.


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In early 2011, the City of Toronto completed the Highland Creek Geomorphic Systems Master Implementation Plan under the Municipal Class EA Master Planning process. The Plan identified geomorphic and aquatic habitat-based solutions to manage the impacts of historical channelization and excessive stormwater run-off in the stream channels of the Highland Creek watershed. TRCA staff provided technical input to the plan including archaeological screening of the study area, York-Peel-Durham-Toronto Groundwater model and TRCA’s base flow measurements comparisons, and an assessment of potential terrestrial heritage impacts as a result of the proposed valley segment works. Key recommendations of the study include:

The study confirms the Wet Weather Flow Master Plan study finding that in-stream

intervention is the necessary solution to resolve stream restoration issues. A variety of solutions that vary in scale are needed to address priority infrastructure

protection and aquatic habitat issues, ranging from stream realignment projects to complete channel reconstruction to site scale repairs and channel maintenance solutions.A limited number of opportunities for end-of-pipe facilities exist.

These solutions would be implemented over the next two to three decades.

With the City of Toronto’s Highland Creek Geomorphic Systems Master Plan study completed, TRCA staff moved forward with development of a work plan for the Greening Strategy, establishing goals and objectives, and compiling updated existing conditions mapping. Community engagement and education efforts also commenced through the Ontario Trillium Foundation funded Highland Watershed Neighbourhood Greening Project (see below).

Greening StrategyAn internal steering committee of TRCA and City of Toronto staff from Parks, Forestry and Recreation, and Toronto Water worked to develop and refine the following goal and objectives of the Greening Strategy:

Goal:The goal of the Highland Watershed Greening Strategy is to provide a strategic restoration action plan to enhance the Highland Creek valley system and overall watershed functions. The strategy will complement the City of Toronto’s Highland Creek Geomorphic Systems Master Implementation Plan and focus on urban stormwater management and terrestrial natural heritage system improvements. The target audience is landowners, land managers and planners, community groups and residents. It will address City of Toronto and TRCA plans including:

Wet Weather Flow Management Master Plan;

Remedial Action Plan for the Toronto Area of Concern;

Terrestrial Natural Heritage System Strategy and Urban Tree Canopy targets;

Aquatic Habitat Management Plan;

Climate Change Clean Air and Sustainable Energy Action Plan;

The Living City Objectives.

Additional elements such as opportunities for green energy and the socioeconomic structure of the watershed will also be considered.

Objectives:provide input to restoration requirements associated with the City of Toronto’s Geomorphic

Systems Master Plan Implementation Project;


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identify opportunities to:

protect and restore natural aquatic and terrestrial habitat and species;

reconnect the channel to the floodplain;

manage stormwater to protect people and health of streams and rivers;

address flooding and erosion through greening actions;

protect and improve surface and groundwater quality;

improve trail connections and recreational amenities;

apply climate change mitigation and adaptation measures;

provide recommendations to retrofit infill and redevelopment projects; and

apply innovative approaches and sustainable technologies;

concentrate and integrate efforts in strategic areas where multiple objectives of various

plans, policies and practices can be met;support and build the capacity of landowners, land managers, community groups and

residents to understand and implement greening initiatives, through education, awareness, stewardship, partnerships, social marketing and demonstration projects; recognize the diverse population in the watershed and work to engage a wide range of

communities in the Highland; andgauge success and evaluate the effectiveness of implemented projects.

A workplan was developed identifying three key phases of work: Phase 1 - Scoping and Characterization, Phase 2 - Analysis and Evaluation of Options, and Phase 3 - Development of the Greening Strategy. A Public, Partner and Stakeholder Involvement Strategy was also developed with ongoing consultation with City of Toronto departments and other agencies such as Ministry of Natural Resources and Hydro One. Currently, Phase 1 - Scoping and Characterization is near completion and includes an update of existing conditions mapping using best available data, a Restoration Opportunities Plan, an Aquatic Habitat Management Plan, identification of urban tree canopy enhancement opportunities and recommendations for lot level stormwater management.

Phase 2 - Analysis and Evaluation of Options, is commencing in summer 2012 to identify priority restoration and strategic implementation actions through review and integration of findings of the various Phase 1 study components.

Key next steps include reconvening the internal steering committee to review and select priority restoration opportunities and recommendations, develop a draft implementation plan, circulate a draft Greening Strategy for review by partners and stakeholders, hold public information sessions to present the strategy to the larger watershed community, and finalize and make available the Highland Creek Watershed Greening Strategy. The Greening Strategy is anticipated to be completed in 2013.

It should be noted that in addition to the technical study component of the Greening Strategy, community interests, constraints and opportunities are being explored and are to be addressed in the Greening Strategy through the two-year Highland Creek Watershed Neighbourhood Greening Project and the development of Neighbourhood Greening Plans for three pilot project areas of the watershed.


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Neighbourhood Greening ProjectIn 2010 TRCA received $131,000 over two years from the Ontario Trillium Foundation for the Highland Creek Watershed Neighbourhood Greening Project. The objective of the project is to build the capacity of communities in three neighbourhoods to address the key issues facing the Highland Creek watershed – urban stormwater run-off and degradation of terrestrial natural heritage systems. Further, the project aids in building our understanding of the watershed communities, and identifying opportunities for stewardship projects associated with Greening Strategy initiatives.

Residents’ interests have also included greening initiatives such as green energy options, water conservation and waste reduction/management and are being incorporated into the project through the Greening Plans and connecting residents with existing programs offered by the municipality and others.

The project:uses education and engagement activities to build capacity of communities to develop a

vision for neighbourhood greening activities in the Highland Creek watershed;has developed Neighbourhood Greening Concept Plans for three focus areas within the

watershed; andis establishing ‘Green Teams’ and resources for each of the three focus areas to move

concept plans forward to the planning and implementation stage.

The three pilot project areas in the Highland Creek are the neighbourhoods around Milliken Park, Cedarbrook Park and Morningside Park.

A strength of the project is its collaborative nature, including the following partners: ACORN Canada;

Centennial College;

Centennial College Student Association – Environmental Student Society;

Curran Hall Community Association;

City of Toronto - Parks, Forestry and Recreation and Toronto Water;

Live Green Toronto; and

Toronto Chinese for Ecological Living.

Key deliverables of the project include:development of community-supported Neighbourhood Greening Plans for three pilot

project areas of the watershed, through a series of community based workshops;establishment of Green Teams to help drive identified projects forward through the planning

to implementation stages;a Neighbourhood Greening Resources guide as a companion piece to the Greening Plans,

compiling local resources for residents to aid them in taking action to start projects;survey of residents of the three pilot project areas to better understand community interests,

concerns, opportunities, constraints and outreach mechanisms;a Community Characterization Report, based on surveys, interviews with community

leaders, Toronto Neighbourhood and Priority Neighbourhood data, and census information;development of a self-guided interpretive walk for Milliken Park;

communications materials including an informational brochure on the watershed and its

programs, a biannual Highland Highlights e-newsletter, and website updates; and


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over 30 community stewardship events, such as tree plantings, workshops and clean ups,

with original and new community partners.

The Neighbourhood Greening Plans developed for the three pilot project areas are similar to other TRCA community action site plans such as the Don watershed regeneration plan’s concept site plans and Humber River watershed plan’s community action sites. The Sustainable Neighbourhood Retrofit Action Plans (SNAPs) represent a more intensive and technically detailed planning process. The Neighbourhood Greening Plans may serve as initial high level plans for future, more comprehensive SNAP-type projects depending on funding and interest levels.

In addition to the deliverables noted above, significant added value benefits have been realized as a result of the project to date. TRCA’s presence, working in collaboration with community partners has increased communities’ ecological literacy and understanding of specific watershed issues and related solutions, identified watershed champions to work with TRCA and City of Toronto to advocate for implementation of greening projects into the future, developed an effective door-to-door and personalized outreach method to engage residents in surveys and workshops, increased our understanding of Scarborough communities, and led to new initiatives beyond the scope of the Neighbourhood Greening Projects, including the Scarborough Butterfly Trail and a Friends of Birkdale Ravine group.

Key next steps include sourcing additional funding for the implementation phase of identified priority projects of the Neighbourhood Greening Plans, continued community capacity building through working with Green Team members, work with City of Toronto departments to support community based projects, and the application of the Neighbourhood Greening Plan model to other watershed communities. Funding applications for these future phases of work are planned for fall 2012.

Copies of the Neighbourhood Greening Plans will be available at the July 27, 2012 Authority meeting.

Related ProjectsScarborough Centre Butterfly TrailThe Habitat Implementation Plan developed for the Greening Strategy included a review of hydro corridors in the Highland to identify potential habitat restoration projects. The review led to the more detailed plans for the Scarborough Centre Butterfly Trail in Ward 38. This habitat restoration project is designed to improve the environmental integrity of the Gatineau Hydro Corridor, particularly meadow habitat, with a pilot project phase that began in spring 2012 between McCowan and Brimley roads. The site will be restored, from non-native fescue grass, to meadow habitat including native wildflowers, grasses, shrub nodes and habitat structures. Future phases of work are planned pending availability of funding. The project is in partnership with City of Toronto, Hydro One and the Rural Lambton Stewardship Network.


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Friends of Birkdale RavineThrough community engagement initiatives as part of the Neighbourhood Greening Project, interest from the Midland Park Community Association in establishing a Friends of Birkdale Ravine group was raised. Interests include habitat enhancement projects, education and awareness initiatives, and garnering support for implementation of Greening Strategy projects. TRCA, along with City of Toronto staff, attended the initial Friends of Birkdale Ravine group meeting to provide input and identify areas of potential support. Further, discussions with the local councillor about habitat restoration project opportunities in Birkdale Ravine are underway.

FINANCIAL DETAILSFunds for finalizing the Greening Strategy and undertaking implementation of priority projects are available in the Highland Creek Valley and Stream Greening Program account 113-94 in the 2012-2022 Toronto capital budget. In addition, the Greening Strategy will serve as a guide for directing restoration actions that will be required as Toronto Water implements the Wet Weather Flow Management Master Plan and the Geomorphic Systems Master Implementation Plan through the Environmental Assessment and Ontario Regulation 166/06 permitting process. Staff will also seek additional funding opportunities to continue community engagement and implementation of Neighbourhood Greening Plan projects through the existing budget processes, in collaboration with City of Toronto departments and through other external funding sources, including partnerships and in kind resources.

Report prepared by: Keri McMahon, extension 5243Emails: [email protected] Information contact: Keri McMahon, extension 5243,

Adele Freeman, extension 5238Emails: [email protected], [email protected]: July 6, 2012

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RES.#A132/12 - BUILDING RESEARCH ESTABLISHMENTPartnership Memorandum of Understanding. Authorization to enter into a Memorandum of Understanding with Building Research Establishment and to develop a business plan for a Canadian innovation park.


THAT Toronto and Region Conservation Authority (TRCA) enter into a Memorandum of Understanding (MOU) with the Building Research Establishment (BRE) to collaborate on research, education and training initiatives;

THAT authorized TRCA officials be directed to take the necessary action to implement the agreement;


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AND FURTHER THAT TRCA be authorized to spend up to $50,000.00 to fund the development of a business plan for a Canadian innovation park to be located at The Living City Campus at Kortright, subject to funding being available.

CARRIEDBACKGROUNDWith over 90 years of building research to its credit, BRE is a world-leading research, consultancy, training, testing and certification organization delivering sustainability and innovation across the built environment and beyond. Headquartered in the United Kingdom, BRE is owned by BRE Trust, a registered charity. Profits earned by BRE go to BRE Trust and are used to conduct key research projects that benefit the construction sector and the greater society.

The following is a list of services offered by BRE:Consultancy – help to create safe and healthy, high quality, cost effective buildings,

communities and businesses, while meeting legislative, client, social and environmental requirements at every stage of the project.Research – an ability to generate new knowledge to tackle today's challenges head on.

Provision of information needed to underpin national building regulations, and to help develop and use new and improved processes and products. Testing - with an extraordinary range of cutting-edge facilities, BRE can test the

performance of everything from individual products to whole buildings. Innovation – BRE’s specialized knowledge of the built environment, combined with their

research and development capabilities, can help bring new ideas to life.Sustainability – BRE can help clients reduce environmental impacts of buildings,

communities and businesses at all stages, from planning and design, through use and refurbishment, to end of life disposal. Training and Events – a very wide range of training courses, seminars and conferences

are offered by BRE experts.

In October, 2011 BRE Canada was launched with an aim to:improve the quality of the economic, environmental and social legacy for future

generations;help Canada be more competitive internationally;

partner with Canadian industry, government and education to advance research and

innovation for the built environment;innovate, test and showcase best practices, new methods and construction materials

through the development of a BRE Canada Innovation Park;bring world-class expertise to Canada;

influence consumer behavior through improved awareness.


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The development of innovation parks is at the core of BRE’s business services. In 2005, BRE established the first Innovation Park in Watford, England. Its aim was to provide a mini-community test bed for architects, designers, planners, manufacturers, materials producers and technology suppliers where they could try out their innovations before applying them in the real world. Encouraged by the success in Watford, BRE has developed two additional innovation parks in the UK (Scotland and Wales) and are developing a network of innovation parks across the world in places such as China, Mexico and Brazil in order to provide inspiration, demonstration and innovation for the local construction industries within each country. The innovation parks have helped shape national sustainability policy, supported manufacturers to develop new products, taught designers and contractors how to build more sustainable buildings, supported companies to sell their products and services, and helped over 50,000 people live in a more environmentally conscious manner.

RATIONALETRCA staff has met with BRE representatives on a number of occasions to discuss the potential for partnership opportunities recognizing there is a mutual interest in advancing the Canadian sustainable building industry. TRCA and BRE have drafted a Memorandum of Understanding to formalize this partnership between the two organizations based on the following shared vision:

To support sustainable economic development and to influence environmental change in Canada through high quality and sustainable built form, innovative construction methods and materials and the adoption of clear and challenging standards that improve the quality of life for all who live and work in the region.

This partnership, the first of its kind between BRE and a Canadian organization, will mark a significant milestone in the future of the built environment in Canada. As outlined in the Memorandum of Understanding, both parties will work to address the wider issues related to the built environment covering issues such as sustainable development, innovation, business enterprise and wealth creation, green jobs, skills and training.

Both parties will collaborate on the following key areas of business:development of an Innovation Park to demonstrate the latest innovative technologies for

new and existing buildings and further demonstration opportunities for design, construction process, renewable energy and quality of place;collaborate on the role out of BREEAM (Building Research Establishment Evaluation

Assessment Methodology) within Ontario;collaborate on education and training;

collaborate on research activities.

Both parties will collaborate on the following key areas of research:low carbon construction technologies;

sustainable building materials;

sustainable construction standards such as BREEAM;

green building science;

low impact development/sustainable urban drainage system;

low water and energy housing;


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sustainable communities;

healthy indoor environments;

renewable energy.

At this time, BRE Canada is in the beginning stages of planning a BRE Canada Innovation Park. It will become part of the BRE Innovation Park Network which aims to facilitate collaboration, partnerships and unlock export opportunities between countries and organizations. A BRE Canada Innovation Park will bridge trial concepts to large scale implementation/development, showcase construction innovation and emerging technologies and demonstrate how practical and affordable sustainability can be. Through this process, BRE Canada will partner with Canadian organizations to innovate, test and showcase best practices, new methods and materials suited to the Canadian built environment.

FINANCIAL DETAILSA total of $60,000 is required to fund the business planning exercise, including development of a business model and market testing. BRE has committed $10,000 in-kind to assist with this process and TRCA is currently seeking partners to contribute to the additional $50,000. At this time the Earth Rangers Foundation has committed $10,000 and Roxul Inc. has committed $5,000. An additional $10,000 has been committed from TRCA's Community Transformation Program budget. TRCA staff is currently seeking additional funding partners to support the project, including the Region of York, the City of Vaughan and other industry organizations. This project is consistent with the objectives of The Living City Campus at Kortright Development Program and the balance of business planning cost will be charged to that account.

Report prepared by: Patricia Lewis, 289-268-3903Emails: [email protected] Information contact: Glenn MacMillan, 289-268-3901Emails: [email protected]: July 05, 2012

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RES.#A133/12 - DRAFT GREAT LAKES STRATEGY AND PROPOSED GREAT LAKES PROTECTION ACT, 2012Toronto and Region Conservation Authority comments on the Draft Great Lakes Strategy and the proposed Great Lakes Protection Act, 2012.

Moved by: Colleen JordanSeconded by: Mujeeb Khan

WHEREAS the Province of Ontario is seeking comments on the Draft Great Lakes Strategy and Draft Bill 100: An Act to protect and restore the Great Lakes - St. Lawrence River Basin (short title, Great Lakes Protection Act, 2012);


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AND WHEREAS Toronto and Region Conservation Authority (TRCA) has provided comments regarding the Draft Great Lakes Strategy and the proposed Great Lakes Protection Act, 2012 to Conservation Ontario;

THEREFORE LET IT BE RESOLVED THAT the comments on the Draft Great Lakes Strategy and the proposed Great Lakes Protection Act, 2012 be forwarded to the Ministry of the Environment and Toronto and Region Conservation Authority's member municipalities.

CARRIEDBACKGROUNDThe Province of Ontario is seeking feedback from Ontarians on the Draft Great Lakes Strategy (EBR011-6418) and the proposed Great Lakes Protection Act, 2012 (EBR 0116461). The two proposals are currently posted for a 62-day public review and comment period from June 6, 2012 to August 7, 2012. All comments received in this review period will be considered as part of the decision-making process. Comments are not intended to replace public consultation that will be undertaken on any potential legislative, regulatory or other policy changes.

Draft Great Lakes StrategyThe Minister of the Environment, following consultation with other Great Lakes Ministers, has developed the Draft Great Lakes Strategy. The scope of the Draft Strategy includes water quality, water quantity, aquatic ecosystem health, climate change adaptation and environmentally sustainable economic development opportunities. The Draft Strategy:

explains why action is needed on the Great Lakes by identifying important ecosystem

issues and socioeconomic opportunities; provides an overview of Ontario’s Great Lakes accomplishments and explains the current

Great Lakes protection framework; outlines key elements of the proposed Great Lakes Protection Act, 2012; and

organizes future actions around six Great Lakes Goals to protect and restore the Great

Lakes and St. Lawrence River.

The Draft Strategy is proposed as an adaptive, evolving document with a nine-year review cycle.

Great Lakes Protection ActThe Minister of the Environment met with and heard from municipalities, First Nations and Métis communities, environmental experts and stakeholders including industry, agriculture and the tourism sector, to obtain their views about the issues facing the Great Lakes-St. Lawrence River Basin. In response to the comments received, the government introduced the Great Lakes Protection Act, 2012. The proposed Act would empower the province to take targeted action to improve water quality, and protect coastlines, beaches and wetlands, with the overall intent of helping to attain Great Lakes that are drinkable, swimmable, and fishable.

The purposes of the proposed Act are to protect and restore the ecological health of the Great Lakes-St. Lawrence River Basin, and to create opportunities for individuals and communities to become involved in its protection and restoration.

Purposes of the Act also include:to protect human health and well being through the protection and restoration of the

ecological health of the Great Lakes-St. Lawrence River Basin;


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to protect and restore wetlands and beaches and other coastal areas of the Great Lakes-St.

Lawrence River Basin; to protect and restore the natural habitats and biodiversity of the Great Lakes-St. Lawrence

River Basin;to advance science relating to existing and emerging stressors, such as climate change,

that improves understanding and management of the Great Lakes-St. Lawrence River Basin; andto enrich the quality of life in communities in the Great Lakes-St. Lawrence River Basin

through support of environmentally sustainable economic opportunities and innovation through environmentally sustainable use of natural resources.

The proposed Act was introduced in the Legislature on June 6, 2012.

RATIONALETRCA staff reviewed the Draft Great Lakes Strategy and the proposed Great Lakes Protection Act, 2012 and is generally supportive and encouraged by the potential they represent for Great Lakes protection and restoration.

Although the Draft Strategy and Act make reference to the scientific community and to 1.collaborative and science-based decision-making, neither of these documents define clear processes through which science-based decision making, and/or linkages with local, regional or watershed plans and associated expertise, are ensured. TRCA recommends that the Draft Strategy and Act more clearly articulate the decision-making process through which priorities, metrics and response timescales for protective and restorative actions will be established.

Neither the Draft Strategy nor Act articulates the mechanism by which agreed upon 2.desirable end-points (“restored”) conditions of the Great Lakes (i.e. the defined endpoints of ‘drinkable, swimmable, fishable) might be identified, and/or the timeframes under which these conditions might be reasonably achieved. In the absence of such contexts, it will be difficult if not impossible to provide objective or subjective rankings to ‘greatest need’ areas or issues, and/or the requisite physical, cultural or economic initiatives required to achieve the desired yet undefined end states.

TRCA strongly advocates that both the Draft Strategy and the Act be supported by a 3.science-based understanding of specific and particular physical, chemical and biological processes at play within each of the Great Lakes. Successful achievement of the Strategy’s and Act’s stated objectives requires a science-based determination of each Lake’s limits of carrying capacity, resilience, productivity and other similar metrics. Such an understanding includes the recognition and reconciliation not only of how land side abatement efforts may or may not result in meaningful lake responses, but also of the inability of the Great Lakes to accommodate all current humans wants and still maintain ecosystem health. It is from science-based understandings that the Strategy and Act might best be used to curtail activities that push the Great Lakes near or beyond their ecosystemic limits, and to use any observed proximity to such limits as a reasonable and appropriate mechanism for identifying areas of greatest need and/or concern.


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TRCA supports the reference made in the Act and Draft Strategy to both Green 4.Infrastructure and Low Impact Development. TRCA recommends that this direction be continued and expanded.

TRCA recommends that more direct emphasis be placed on urban watershed 5.regeneration actions within the Focus areas for action, particularly in the GTA. Significant proportions of GTA watersheds have already been urbanized, so “retrofit” is a required focus. Retrofit areas provide an ideal site for testing innovative technologies and approaches as, in contrast to Greenfield settings, there is little risk (but considerable advantage) to the application of innovative technologies and approaches. TRCA recommends that the Strategy consider a specific action area for urban retrofit, and advocates for integrated, multi-objective approach to projects (e.g. initiatives such as TRCA’s Sustainable Neighborhood Retrofit Action Plan or Partners in Project Green initiative).

TRCA recommends that the watershed, and watershed based activities, be more clearly 6.recognized and articulated throughout the Draft Strategy and Act.

TRCA applauds the apparent shift in responsibility for Great Lakes from provincial 7.control to a shared model with multiple partners. The Act and Draft Strategy are sufficiently flexible to enable geographically-based priority setting and to empower local groups to lead the development of strategic actions, thereby increasing local support. The Act and Draft Strategy further provide mechanisms to establish practical, locally relevant, yet legally enforceable policies or shoreline regulations, builds capacity by funding local group-led projects, and should help coordinate provincial ministerial priorities and directions (e.g. Growth Plan vs. Watershed Protection). TRCA notes that while the Act and Draft Strategy make reference for the need to consider current initiatives (eg. Lake Ontario Management Plans (LaMPS), the Great Lakes Water Quality Agreement, and the Canada-Ontario Agreement), the province will need the further cooperation of federal government, U.S. agencies, universities, municipalities and stakeholders, as well as the support of the International Joint Commission lead activities such as State of the Lakes Ecosystem Conference.

TRCA recognizes the significant role that collaborations and partnerships play in 8.advancing Great Lakes objectives. Accordingly, TRCA recommends that, wherever appropriate, the role of partnerships with non-public body institutions such as the International Joint Commission, universities and all levels of U.S. Government be acknowledged. Further, TRCA recommends that a description of partnerships be added to the required components of an initiative proposal.

TRCA strongly recommends that conservation authorities, or Conservation Ontario, be 9.represented on the Great Lakes Guardian’s Council.


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TRCA notes that certain elements of the Act could require conservation authorities to 10.become involved in target setting, policy implementation and/or new enforcement roles. Such additional roles and responsibilities, while potentially welcomed, could cause significant financial and human resource implications to conservation authorities should they fail to be accompanied by adequate scope and scale of additional resources. TRCA therefore very strongly advocates that the Act articulate how accompanying resources will be provided in concert with any such imposed obligations. TRCA notes that there could be significant financial and human resource implications for conservation authorities as public bodies, defined under the Act

TRCA suggests that, once the geographic boundaries and therefore specific public 11.bodies with jurisdiction(s) relevant to the proposed direction are known, that the Act require the Minister of the Environment to consult directly with the public bodies with jurisdiction. TRCA therefore recommends the removal of the term “of the interests” from Part V, Section 1(ii) of the proposed Act.

TRCA further recommends that the Draft Strategy and Act commit to working with the 12.Government of Canada to collectively secure and commit the necessary resources to achieve delisting of all Canadian Areas of Concern within the next ten years.

TRCA will continue to monitor and participate in opportunities for input throughout the completion of the Draft Strategy and throughout the legislative process.

Report prepared by: Connie Pinto, extension 5387Emails: [email protected] Information contact: Nancy Gaffney, extension 5313 Emails: [email protected]: July 11, 2012

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RES.#A134/12 - HERITAGE TOURISM TRAIL PLANNING AND A FIRST NATIONS CULTURAL CENTRE IN THE HUMBER RIVER WATERSHEDTo endorse the concept of a heritage tourism trail within Claireville Conservation Area in the City of Brampton and along the William Granger Greenway in the City of Vaughan, as well as the potential creation of a First Nations/Aboriginal cultural centre within the City of Vaughan.


WHEREAS the story of Aboriginal habitation of southern Ontario within the Toronto and Region Conservation Authority (TRCA) jurisdiction including both the cities of Vaughan and Brampton in both pre- and post-Contact periods is extraordinary, complex and little understood by the over 5-million inhabitants of the Toronto region;


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AND WHEREAS the traditional territories of many Aboriginal nations (Huron-Wendat Nation, Anishnaabe nations, Haudenosaunee nations and the Métis Nation of Ontario) overlap to provide a rich and varied cultural history in the Humber River watershed;

AND WHEREAS the Councillors and staff of the City of Vaughan have over the past 10 years expressed an interest in working with Aboriginal nations, including the Huron- Wendat Nation whose ancestral villages and ancestral burials date from the 15th to the 17th centuries, to recognize and celebrate the heritage of these nations;

AND WHEREAS the sacred Skandatut First Nations archaeological site, located within the City of Vaughan, is now permanently protected through a generous private donation of land and is now in process of being incorporated in public ownership;

AND WHEREAS the City of Vaughan is interested in exploring the potential for a First Nations/Aboriginal cultural centre in partnership with Aboriginal nations as a means of celebrating their ancestral heritage;

AND WHEREAS The Shared Path/Le Sentier Partagé: Discovery Walk© program offers a successful model for inclusive interpretation reflecting the rich and varied cultural history;

AND WHEREAS both the cities of Vaughan and Brampton have continually over many years invested in trail infrastructure and conservation areas within their municipalities with the goal of promoting major recreation gateways for outdoor recreation and tourism;

AND WHEREAS TRCA has a policy to conduct archaeological assessments on TRCA lands and to curate the artifacts resulting from investigations of archaeological sites, and is able to incorporate the artifacts and teachings about the past peoples at those sites into education programs for students, such as the Boyd Archaeological Field School (35 years running);

AND WHEREAS TRCA led, in partnership with The City of Toronto, Heritage Toronto, the Huron-Wendat Nation, Mississaugas of the New Credit First Nation, Six Nations of the Grand River Territory, and La Société d’histoire de Toronto the nationally award winning The Shared Path/Le Sentier Partagé: Discovery Walk© program in Toronto in 2011, consisting of 13 story circles with interpretative signage along the pedestrian trails of the lower Humber River;

AND WHEREAS the Ministry of Tourism, Culture and Sport may provide financial support to municipalities interested in initiating tourism development plans through a tourism feasibility study grant;

THEREFORE LET IT BE RESOLVED THAT TRCA staff be directed to participate in the preparation and planning for the creation of heritage tourism trails in the cities of Vaughan and Brampton in partnership with municipal staff, regional staff, representatives of Aboriginal nations and other vested stakeholders;


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THAT staff be directed to participate in the discussions and preparation of grant application submissions to the Ministry of Tourism, Culture and Sport for a tourism feasibility study that would assess the tourism economic development potential for the creation of a heritage tourism trail, as well as identify product packages and outline the preliminary economic opportunities for a First Nations/Aboriginal cultural centre in the City of Vaughan;

THAT staff be directed to participate in discussions and subsequent study being led by the City of Vaughan in conjunction with the Region of York to explore the potential for the location of a First Nations/Aboriginal cultural centre within the City of Vaughan;

THAT a potential location for a First Nations/Aboriginal cultural centre be investigated within the lands known as the Boyd Tract, which includes Kortright Centre for Conservation, and Boyd North and Glassco Park;

THAT TRCA staff be directed to review current opportunities as part of the Kortright Centre building retrofit to house, initially on a temporary basis, displays or other installation developed in collaboration with representatives of Aboriginal nations that would celebrate the unique and vibrant cultural heritage of the area;

AND FURTHER THAT the regions of York and Peel, the cities of Vaughan and Brampton, Friends of Boyd Park and the Humber Watershed Alliance be so advised.

BACKGROUNDThe proposal to create First Nations/Aboriginal cultural centre within the City of Vaughan has been in discussion with Vaughan Councillors and staff over a period of ten years, as a means of celebrating the rich and varied history of Aboriginal nations ancestral to the area. Proposed to be situated within the Humber River watershed, the inclusive First Nations/Aboriginal cultural centre will highlight Aboriginal history unique to the area, including the Toronto Carrying Place Trail, which was a trade and transportation route for all Indigenous peoples throughout the ages, as well as the many archaeological sites in this part of Vaughan which speak to the varied cultural history of the area.

A successful model for highlighting Aboriginal nations and their heritage is The Shared Path/Le Sentier Partagé: Discovery Walk© launched in the Humber River valley in Toronto in 2011, in partnership with TRCA, the City of Toronto, Heritage Toronto, the Huron-Wendat Nation, Mississaugas of the New Credit First Nation, the Six Nations of the Grand River Territory and La Société d’histoire de Toronto. As a nationally award winning project by the Heritage Canada Foundation, The Shared Path/Le Sentier Partagé tells the early history of Toronto and Canada from the perspectives of its founding nations (Aboriginal nations, and early European settlers, the French and British) through a series of story circles containing interpretative signage. These story circles are installed along existing pedestrian trails and follow the banks of the Humber River, the Greater Toronto Area’s only Canadian Heritage River.


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The Shared Path/Le Sentier Partagé contains thirteen story circles that are installed at contextually relevant locations, where events significant to the development of Canada took place. Tracking across centuries, the trail connects an ancient Aboriginal portage route to modern roads and railways, Aboriginal settlements to 18th-century, French trading posts, and the ruins of water-powered mills to the birth of industrial Toronto. The trail highlights how the Humber River is an ancient corridor of Aboriginal settlement and trade, a route for the fur trade with Europeans, and a reason for the founding of the modern City of Toronto. Building upon the success of The Shared Path/Le Sentier Partagé, both the cities of Vaughan and Brampton have expressed an interest in extending the concept of a heritage tourism trail up from the City of Toronto, along the inter-regional trail network, into both respective municipalities along existing and proposed trail networks, and within Claireville and Boyd conservation areas, Kortright Centre, Nashville Resource Management Tract and two designated Heritage Conservation Districts (Woodbridge and Kleinburg).

The opportunities for extending the The Shared Path/Le Sentier Partagé model into both Vaughan and Brampton are extraordinary. Some of these opportunities are summarized as follows:

In the City of VaughanThe proposed heritage tourism trail:

promotes the inter-regional trail in the Humber valley from the top of Vaughan to the

bottom;crosses over three heritage bowstring bridges;

connects Vaughan to Toronto and Bolton along a continuous trail network;

links Nashville Resource Management Tract, Kortright Centre and Boyd Conservation

Area;links two designated Heritage Conservation Districts: Kleinburg to Woodbridge;

promotes the recently protected Skandatut First Nations archaeological site in Vaughan;

ties in major anchors such as McMichael Art Gallery, The Living City Campus at

Kortright, conference facilities, businesses in Kleinburg and Woodbridge, the Board of Trade Country Club, etc.;complements newly proposed major initiatives such as the First Nations/Aboriginal

cultural centre, and the proposed Pierre Berton Discovery Centre;provides opportunities for promoting natural and cultural heritage as well as active living

in the valleys;

The majority of the trail is developed, in development or under review for future development.

The following partners are interested in participating in The Shared Path/Le Sentier Partagé: Discovery Walk© model in Vaughan: Kleinburg Area Ratepayers Association, Humber Valley Heritage Trail Association, Kleinburg BIA, Woodbridge Heritage groups, Woodbridge Farmers Market, Humber Watershed Alliance and Central Counties Tourism/RTO6. The project also provides opportunities for near urban agriculture and culinary tourism development.


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In the City of BramptonThe proposed heritage tourism trail:

links the inter-regional trail from Toronto into Brampton through Claireville;

promotes Brampton, the Humber and Claireville as a primary trail tourism destination;

crosses over one heritage bowstring bridge, the Wiley Bridge, which is in process to

become heritage designated;ties in major anchors such as Wild Water Kingdom, Humber Arboretum, surrounding

golf courses, etc.;has potential to highlight unique cultural heritage area of the designated McVean Farm

site;provides opportunities for near urban agriculture and culinary tourism development;

The majority of trail is developed, or is under development in 2012/13. Many dozens of archaeological sites are already identified within Claireville which tell the story of 10,000 years of pre-Contact Aboriginal habitations as well as post-Contact pioneer settler habitations.

The following partners are interested in participating in The Shared Path/Le Sentier Partagé: Discovery Walk© model in Brampton: City of Brampton, Humber Watershed Alliance, Claireville Subcommittee, local BIAs, arts councils, trail groups and RTO6. Claireville subcommittee members are already assisting with identification of areas of interest and scenic secondary trail options as part of the trail planning process for the Claireville Trail Plan.

Furthermore, The Shared Path/Le Sentier Partagé: Discovery Walk© model may serve as a successful example for promoting the unique Aboriginal culture history of the area that not only enhances existing municipal investment in the form of trails, Heritage Conservation Districts and conservation areas, but may lead to new potential investment, in the form of a First Nations/Aboriginal cultural centre in Vaughan.

Project Benefits and Components:The benefits of this project include:

Civic pride - celebrates Vaughan and Brampton’s rich and diversified heritage as well as

the City of Vaughan’s Vision 2020 “to preserve our heritage and support diversity, arts and culture”.Increased public awareness - educates and informs the general public by revealing

shared Aboriginal and Euro-Canadian experiences.Tourism industry - offers residents and visitors a broader horizon of the history of

Vaughan and Brampton.Public education - offers pedagogical resources for public school curricula.

Environment – promotion of the existing designation under the Canadian Heritage

Rivers System as well as both the cities of Vaughan and Brampton’s Official Plans will help further promote, enhance and protect the Humber River.Cultural and historical festivals - provide a setting for festivals highlighting the cultural

and historical contributions of the Humber River to the development of Canada.Health and recreational activities - incorporates existing hiking trails and specific areas

of fitness and suggests improvements to the trail network through specific projects.


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The Ministry of Tourism, Culture and Sport’s Tourism Development FundTourism Development Fund supports projects that encourage tourism investment, tourism product development and industry capacity building.

Supports the creation or revitalization of tourism attractions, sites and experiences.1.Supports innovative product development for emerging sectors that have demonstrated 2.market potential.Enhances the quality of tourism services, businesses and practices through training.3.Assists with tourism planning and capacity support to ensure that the tourism industry is 4.well positioned to make future strategic decisions, address issues and opportunities.Assists communities with investment readiness, investor relations, investment attraction 5.and communications.

Tourism associations, economic development corporations, municipalities, tourism businesses and organizations interested in undertaking tourism-related initiatives which support industry development and increased visitation are all eligible to apply.

DETAILS OF WORK TO BE DONESeek council endorsement of the concept by the City of Vaughan and the City of 1.Brampton to pursue The Shared Path/Le Sentier Partagé model with a First Nations/Aboriginal cultural centre in the City of Vaughan.Identify project champions, Aboriginal community representatives and form stakeholder 2.committees in each respective municipality.Apply for Ministry of Tourism, Culture and Sport Tourism Development funds in 3.partnership with local municipalities. Confirm funding.Retain a tourism planning consultant to prepare a Tourism Feasibility Study for both 4.proposed trails that identifies project potential, opportunities, product packages and short, medium and long range goals for implementation with estimated costs outlined.Circulate completed feasibility study to stakeholder committees for review as well as the 5.Authority and both municipal councils;Implement project goals based on funding availability and current priorities. 6.

FINANCIAL DETAILSThrough the completion of a tourism feasibility study, staff will have a clearer idea of the financial implications for the short, medium and long-term project goals.

Prepared by: Susan Robertson, extension 5325Email: [email protected] Information contact: Adele Freeman, extension 5238Email: [email protected]: July 18, 2012

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RES.#A135/12 - NATURAL RESOURCES CANADA - ECOENERGY INNOVATION INITIATIVE (ECO II) - RENE 092Contribution Agreement. Authorization to enter into a Contribution Agreement with Natural Resources Canada for research in the field of photovoltaics


THAT Toronto and Region Conservation Authority (TRCA) enter into a Contribution Agreement with Natural Resources Canada (NRCAN) to receive funding in the amount of $1,065,609.00 and perform research in the field of photovoltaics;

AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to implement the agreement.

CARRIEDBACKGROUNDNatural Resources Canada’s EcoEnergy Innovation Initiative (Eco II) provides funding for activities that will help reduce barriers to the deployment of sustainable technologies. TRCA has a proven track record managing photovoltaic energy yield studies with multiple stakeholders including Canadian manufacturers, universities and accredited test laboratories. This project builds on significant contributions in photovoltaic (PV) systems and performance analysis by TRCA, including the analysis of PV projects on numerous City of Toronto properties as part of the Solar City Partnership, a performance and energy yield study of PV arrays at varying tilts, and energy yield testing for Ontario PV manufacturers as part of the Kortright Photovoltaic Performance Verification Program. This work has great value for the Canadian photovoltaic industry and helps establish TRCA as a non-biased test facility of photovoltaic modules.

RATIONALETRCA has developed the Kortright Energy Yield Test Standard project (RENE 092) and received conditional approval for funding in the amount of $1,065,609.00, subject to the successful execution of a written contribution agreement, building on 30 years of experience in renewable energy at the Kortright Centre and 75 years of combined staff experience in photovoltaics. This project is consistent with the goals of the Sustainable Technologies Evaluation Program (STEP) to conduct third party evaluation of clean water, air and energy technologies; assess barriers and opportunities for implementing technologies, develop supporting tools, guidelines and policies, and promote broader uptake of effective technologies through research, education and advocacy.


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The Kortight Energy Yield Test Standard is intended to provide more realistic energy yields for PV modules through the validation of an international standard developed by the International Electrotechnical Commission (IEC) Technical Committee 82 Working group 2, an international team of experts in the field of photovoltaics. This standard for PV Module Performance assesses performance under a variety of light levels and temperature conditions and provides realistic expectations of photovoltaic performance at sites with different environmental parameters. Testing and validation of this standard is required to assess its value and applicability to Canada’s diverse climate. The IEC creates technical documents and international standards for the testing of products and systems, that can then be adopted by national agencies.

This research will inform Canadian standard development organizations such as the Canadian Standards Association (CSA) on the importance of adopting this standard. The validation of this standard will help provide stability for investment in the solar sector, increase consumer confidence and improve the economic competitiveness of Canada. The ability to more accurately and efficiently optimize system performance leads to reduced risk on solar investment across Canada and for Canadian exports. This research, intended to increase the level of quality assurance on Canadian products, will lead to increased reliability of PV performance in Canada and greater investment opportunities in the Canadian Solar sector. This project will allow for recommendations in collaboration with key project partners as to the adoption of this standard and contribute to its successful implementation in Canada. Should this standard be adopted in Canada, these functions of improved reliability and performance will become standard for the Canadian photovoltaic industry. Early adopters will have the opportunity to incorporate the findings of this research to build successful energy models contributing to reliable performance standards and enhanced business opportunities for Canadian investment in clean technologies.

FINANCIAL DETAILSThis is a four year agreement with a total project cost of $1,442,609. To be eligible for funding TRCA and partner contributions meet the 25% stacking requirement for the ECO II funding with overall contributions of $377,000 made up of $85,000 from TRCA in the STEP and Community Transformation Program budgets, $65,000 cash contributions from manufacturers and George Brown College, and $227,000 of in-kind contributions.

Project Partners include: Exova Canada Inc., Science Applications International Corporation (SAIC), Toronto Hydro, Solar City Partnership, Eclipsall Energy Corp., Heliene Inc., Ontario Solar Manufacturing Corp. York University and George Brown College. These partners have all confirmed their commitments with letters of support submitted with the project proposal.

Additional letters of support were submitted by PowerStream Inc. and the Canadian Solar Industries Association (CANSIA).

Emails: [email protected] Information contact: Paul Luukkonen, 416-277-3849Emails: [email protected]: July 18, 2012

_________________________________________


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RES.#A136/12 - AUDITED FINANCIAL STATEMENTProfessional Access and Integration Enhancement Program. The Professional Access and Integration Enhancement audited financial statement and management letter for the period April 1, 2011 to March 31, 2012 are presented for Authority approval.


THAT the Professional Access and Integration Enhancement (PAIE) audited financial statement and management letter, as presented, be approved, signed by the Chair and Secretary-Treasurer of Toronto and Region Conservation Authority (TRCA), in accordance with the Ministry of Citizenship and Immigration Bridging Projects - Project Audit Guidelines.

CARRIEDBACKGROUNDFunded by the Ministry of Citizenship and Immigration (MCI), since 2006 TRCA has been delivering the PAIE Ontario bridge training program to assist internationally trained professionals to access training, licensing and employment opportunities in their field within the environmental sector. As part of its project audit guidelines, MCI requires Authority approval of PAIE financial statements and management letters, as attached, as verification that the financial information in the audit report is complete and accurate.

The accounting firm of Grant Thornton LLP, has completed its audit. The audited financial statements are presented as Attachments 1 and 2.

RATIONALEThe approval of the Statement of Revenue and Expenditures attests to the following:

project funding has been solely applied to costs directly related to the project;

deferred revenue refers to receipt of cash in advance of rendering a good or service and

while initially recorded as cash coming in, is also a liability because the organization has an obligation;funding and/or expenditures from other sources, not directly related to this project, have not

been included in the report;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; andinterest earned on project funding has been credited to the project.


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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. The management letter confirms that management and the Authority have fulfilled their responsibilities, as determined in the transfer payment agreement dated June 2, 2010. The management letter is presented as Attachment 3.

Report prepared by: Marisa Iorfido-Sdao, extension 5582Emails: [email protected] Information contact: Rocco Sgambelluri, extension 5232Emails: [email protected]: July 09, 2012Attachments: 3


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Attachment 1

Professional Access and Integration Enhancement (PAIE) Program (A Project of Toronto and Region Conservation Authority)Statement of Revenue and ExpendituresFor year ended March 31, 2012

Organization Name: Toronto and Region Conservation AuthorityOrganization contact: Rocco Sgambelluri, Chief Financial OfficerName: Marisa Iorfida-Sdao Telephone #: 416-661-6600 ext. 5582Project Name: PAIE – Professional Access and Integration Enhancement Program

PROJECT REVENUE

Approved Carryover Funding from Previous Reporting Period(s) $ 63,296

Ministry Funding for audit period as per Schedule B (2011 / 2012) $ 548,787

Interest Earned on Ministry Funding $ 396Total Revenue for the audit period as per Schedule B (2011 / 2012) (A) $ 309,534

Deferred Revenue

Deferred Revenue for audit period as per Schedule B (2011 / 2012) (if appropriate) $

302,945

PROJECT EXPENDITURE

Total Expenditure (B) $ 309,534Unspent funding (C) $ -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 directed related to this project, have

not been included in the Report;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; andInterest earned on Project funding has been credited to the Project.

I certify that the information is true and correct to the best of my knowledge and claimed in accordance the Bridge Training Agreement.

___________________________________Signature of Agency Signing AuthorityName: Gerri Lynn O'ConnorTitle: ChairI have authority to bind the Recipient

____________________Date


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Attachment 2

Statement of Revenue and Expenditures

Professional Access and Integration Enhancement

(A Program of Toronto and Region Conservation

Authority)

Year ended March 31, 2012


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Contents

Page

Independent Auditor’s Report 1

Statement of Revenue and Expenditures 2

Note to the Statement of Revenue and Expenditures 3 - 4


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Grant Thornton LLPSuite 20015 Allstate ParkwayMarkham, ONL3R 5B4T (416) 366-0100F (905) 475-8906www.GrantThornton.ca

Independent auditor’s report on compliance with agreement

To the Ministry of Citizenship and Immigration

We have audited the statement of revenue and expenditures of the Professional Access and Integration Enhancement Program of the Toronto and Region Conservation Authority for the period from April 1, 2011 to March 31, 2012, with the criteria established by the terms and conditions described in sections 4.6, 5.1, 5.3, 6.2, 6.3 and 7.1 of the Funding Agreement dated April 1, 2010 issued by the Ministry of Citizenship and Immigration. Compliance with the criteria established by the provisions of the agreement is the responsibility of the management of the Toronto and Region Conservation Authority. Our responsibility is to express an opinion on this compliance based on our audit.

We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the Professional Access and Integration Enhancement Program of the Toronto and Region Conservation Authority complied with the criteria established by the provisions of the agreement referred to above. Such an audit includes examining, on a test basis, evidence supporting compliance, evaluating the overall compliance with the agreement, and where practicable assessing the accounting principles used and significant estimates made by management.

In our opinion, the statement of revenue and expenditures of the Professional Access and Integration Enhancement Program for the period from April 1, 2011 to March 31, 2012 is in compliance, in all material respects, with the criteria established by provisions described in sections 4.6, 5.1, 5.3, 6.2, 6.3 and 7.1 of this agreement.

Markham, Ontario Chartered AccountantsJune 27, 2012 Licensed Public Accountants

Audit • Tax • Advisory

Grant Thornton LLP. A Canadian Member of Grant Thornton International Ltd


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See accompanying notes to the statement of revenue and expenditures.2


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3


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4


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Attachment 3

July 27, 2012

Ms. Julia PembertonSenior Program AdvisorMinistry of Citizenship and ImmigrationLabour Market Integration Unit400 University Ave., 3

rd Floor

Toronto, ON M7A 2R9

Dear Ms. Pemberton:

This management representation letter is provided in connection with the audited financial statements of Toronto and Region Conservation Authority’s (TRCA) Professional Access and Integration Enhancement (PAIE) Program for the year ended March 31, 2012. The financial statements of TRCA’s PAIE Program 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 Policies. 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, Grant Thornton LLP. There are no material liabilities or contingencies as of 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.

This letter confirms that 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 provided unrestricted access to persons within the entity who would be determined necessary to provide audit evidence.

Member of Conservation Ontario5 Shoreham Drive, Downsview, Ontario M3N 1S4 (416) 661-6600 FAX 661-6898 www.trca.on.ca


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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 management and the Authority have fulfilled their responsibilities, as determined in the transfer payment agreement dated June 2, 2010.

___________________________________________________Signed: Gerri Lynn O’Connor

Chair

___________________________________________________Signed: Brian Denney

Chief Administrative Officer/Secretary-Treasurer

_________________________________________


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RES.#A137/12 - MIMICO WATERFRONT LINEAR PARK PROJECT (PHASE 2)Landscape ImprovementsContract RSD12-91. Award of contract RSD12-91 to complete the landscape improvements for the East and West pedestrian nodes at the Mimico Waterfront Linear Park Project (Phase 2).


THAT Contract RSD12-91 for Mimico Phase 2 Landscape Improvements be awarded to Hank Deenan Landscaping Ltd. at a cost not to exceed $130,771.00, plus HST, it being the lowest bid meeting Toronto and Region Conservation Authority (TRCA) specifications;

THAT TRCA staff be authorized to approve additional expenditures to a maximum of ten percent (10%) of the total contract price as a contingency allowance, if deemed necessary;

AND FURTHER THAT staff be authorized and directed to take such action as may be necessary to implement this contract, including the signing of contract documents.

CARRIEDBACKGROUNDThe Mimico Waterfront Linear Park Project (Phase 2) (MLP) is located between Superior Avenue and Humber Bay West Park, along the north shore of Lake Ontario, in the City of Toronto. Toronto Waterfront Revitalization Corporation (TWRC) authorized TRCA to assume a leadership role in the planning, design and implementation for the construction of the MLP phase 2, which includes the construction of an East and West Pedestrian Node. These Pedestrian Nodes will be key features of the waterfront park, linking the existing Waterfront Trail coming from the east to the residential communities west of the MLP phase 2. The construction of these nodes will include the installation of concrete unit pavers, armourstone garden edging, and the creation and planting of garden beds.

RATIONALERequest for Quotation RSD 12-91 was sent out to the following six companies for prices to supply and install the required work:

Hank Deenan Landscaping Ltd.;

Mopal Construction;

Griffith Property Services;

Glenoaks Landscape Contractors Ltd.;

Landscaping By Leedle;

Loc-Pave Construction.

All of the companies have proven abilities to perform the required work, and have done work for TRCA in the past.


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The companies were invited to a voluntary site inspection meeting to review the project requirements. Three quotations were received on or before the bid closing of noon on July 13, 2012. Preliminary project costing was expected to be less than $100,000 so a Tender Opening Committee meeting was not scheduled to open the bids as they are held only when the contract is expected to come in over $100,000. Qualified bids were opened at 2:00 pm on July 17, 2012 by TRCA staff (Derek Edwards, Mark Lowe and Ted Elmhirst) with the following results:

Contract RSD12-91 for Mimico Phase 2 Landscape Improvements

COMPANY PRICE(Plus HST)

Hank Deenan Landscaping Ltd. $130,771.00

Mopal Construction $138,160.00

Griffith Property Services $154,174.00

Glenoaks Landscape Contractors Ltd. No Bid

Landscaping By Leedle No Bid

Loc-Pave Construction No Bid

Staff recommends that the contract RSD12-91 be awarded to Hank Deenan Landscaping Ltd. at a cost not to exceed $130,771.00, plus 10% contingency, plus HST, it being the lowest bidder meeting TRCA specifications and requirements.

FINANCIAL DETAILSAll funding for this project, including project management fees, are being provided by TWRC, and will be charged to account #205-60.

Report prepared by: Mark Lowe, extension 5338Emails: [email protected] Information contact: Mark Lowe, extension 5338Emails: [email protected]: July 19, 2012

_________________________________________

RES.#A138/12 - 2011 CORPORATE SOCIAL RESPONSIBILITY REPORTReceipt of report on progress towards operational sustainability in 2011

Moved by: Jack HeathSeconded by: Mike Mattos

THAT the Toronto and Region Conservation Authority's (TRCA) 2011 Corporate Social Responsibility Report be received;


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AND FURTHER THAT staff report back on what strategies TRCA is using to achieve zero waste and what TRCA is doing to change public awareness and engagement in waste reduction at all TRCA facilities.

BACKGROUNDIn 1999, TRCA approved a corporate Environmental Policy statement and a framework to implement an environmental management system. In 2000, staff researched suitable environmental metrics and engaged in extensive consultations both internally and with various outside institutions to determine and test environmental management targets, objectives and tools. The program was expanded in 2004 to allow for inclusion of social and economic targets and renamed Sustainability Management System in order to better manage TRCA's organizational commitment to sustainability. In 2009, the program was renamed the Corporate Social Responsibility Program to more appropriately align with accepted international terminology for sustainability reporting. In 2011, quantifiable social metrics have been included in the report.

The Corporate Social Responsibility (CSR) Program and associated report is the primary vehicle for communicating TRCA's sustainability performance to internal and external stakeholders. The report encompasses four key areas of sustainability:

1. Our PeopleThe impact TRCA has on its employees:

Equity, Diversity, and Staff Retention;

Employee Engagement;

2. Our EnvironmentThe environmental impact of our operations:

Carbon Footprint;

Energy Use;

Water Use

Vehicles, Fuel and Travel;

Land Management;

Waste Management.

3. Our BusinessThe overall impact of our business practices:

Sustainable Business Practice;

Green Purchasing.

4. Our CommunityThe impact TRCA's social programs have on the community.

Outlined in Attachment 1 is Sustainability Scorecard. Hard copies of the complete 2011 Corporate Social Responsibility Report will be available at the meeting and subsequently posted on line.


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Highlights of 2011 Sustainability Performance

Our People

Equity, Diversity, and Staff RetentionThe national average rate of employee turnover is approximately 22% across all industries in Canada, while at TRCA, employee resignations were only 3.6% in 2008, 4.1% in 2009, 4.5% in 2010, and 2.85% in 2011. TRCA is exceeding its objectives on this metric.

Employee EngagementIn 2011, TRCA staff participated in Pollution Probe’s annual Clean Air Commute and the City of Toronto's 20 Minute Makeover. TRCA continued its membership (since inception) in Smart Commute, North Toronto and Vaughan running car pool and trip reduction events, and providing staff with access to a car pooling database and a guaranteed ride home for “green” commute. As well, EcoCentres and TRCA EcoOffices “green teams” were operational at five educational facilities and four offices. With the support of The Living City Foundation (formerly Conservation Foundation), TRCA's employee sustainability outreach program - CarbonCats, continued engaging staff with sustainability tips, highlights of TRCA initiatives and contests.

In 2012, TRCA will continue with CarbonCats and staff participation in external, sustainability related initiatives. As well, TRCA will hold staff-led rehabilitation projects at conservation areas (CAs), achieve Audubon certification for CAs and Kortright Centre.

Our Environment

Carbon FootprintTRCA’s carbon footprint, 2,839 tonnes in 2011, has decreased 623 tonnes from 2009. This is a decrease of 18%. From 2010 to 2011, the carbon footprint decreased 280 tonnes. This decrease in carbon footprint has been primarily driven by three factors. The first and most impactful was a dramatic reduction in the amount of waste sent to landfill between 2009 and 2010, and sustained at the lower level in 2011. The second most important factor was a reduction in facility energy consumption in 2011 over 2010. This may be partially weather related, but is more likely related to a meter failure at one of our facilities. Staff is investigating and more detailed analysis will be conducted to assess trends. Finally, purchasing Bullfrog green natural gas for Head Office has reduced TRCA's carbon footprint.

In 2012, TRCA will continue with the sustainability-focused redevelopment of the Kortight Centre, as well as develop a corporate energy plan, which will enable further footprint reductions by developing options for further facility conservation improvements, and opportunities for converting to renewable energy sources.


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EnergyTotal TRCA energy use in 2011 was down 6% from the 2005 base year. Over the same period, TRCA staff levels has increased, attesting to the conservation measures TRCA has taken. In 2011 total facility energy consumption decreased 11% from 2010. Most of the decrease was in electricity consumption, particularly at one TRCA facility. Staff is investigating, but early indications are that an electricity meter may have partially failed. However, more analysis of individual facilities will be done in 2012 in order to assess the reasons for these trends.

In 2011, TRCA completed energy audits for four facilities, converted to green natural gas at Head Office, upgraded to efficient HVAC systems at Albion Hills CA and Indian Line Campground, made efficient lighting upgrades at Heart Lake CA, and installed solar tube natural lighting and biowalls at Claremont Field Centre.

In 2012, TRCA will conduct lighting retrofits at Black Creek Pioneer Village and Lake St. George Field Centre, develop a corporate energy management plan and continue with the Kortright Centre energy retrofits.

WaterSince 2007, when a number of TRCA facilities switched from well to municipal water, TRCA’s water use varied between 43,000 m

3

and 61,000 m3

annually. This range would have been narrower were it not for a large water leak at Albion Hills CA in 2009. Petticoat Creek pool, traditionally, a consumer of 30 to 40% of TRCA’s municipal water use, was not operational in 2010 or 2011, but at the same time the pool at Albion Hills CA became active, effectively offsetting any potential reduction in water use at Petticoat Creek. With both pools expected to be operational in 2012, TRCA is likely to see an overall increase in water use.

In 2012 TRCA will determine metrics for measuring and reporting on TRCA stormwater practices at its facilities, and address short and long term planning for water conservation as part of the corporate energy management plan.

Vehicles, Fuel and TravelAlthough we moved from no hybrids or alternative fuel vehicles in 2006 to a total of nine in 2011 (12.5% of TRCA's fleet), the overall fuel efficiency of the fleet did not change. Since 2003, fleet fuel efficiency has fluctuated between 16.1 litres/100km and 17.7 litres/100km (17.1 in 2011). In order to make further improvements in fuel efficiency we will need to dramatically increase the percentage of alternative fuel vehicles in the fleet, and especially electric vehicles where appropriate.

In 2011, TRCA established designated car pool slots at Boyd Office, Restoration Services Centre and Head Office, completed a study of five TRCA vehicles to determine feasibility of replacing them with electric cars, and initiated use of non-corn-based biodiesel at Claremont Field Centre.

In 2012, TRCA will continue to research options for acquiring electric vehicles, implement a video conferencing room at Downsview Office, and prepare a report on best practices in Green Fleet and Green Commuting in Canada.


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WasteTRCA diverted 40% in 2007, 41% in 2008, 22% in 2009, and 21% in 2010, and 21% in 2011. TRCA continues to struggle with unreliable data from haulers, and, consequently will include an internal auditing process in 2012 in order to check the hauler data.

In 2011, TRCA continued revamping conservation area recycling centres, providing new bins, better signage and more public education, installed new Head Office lunchroom waste and recycling centre for greater diversion potential, moved to electronic purchase and employee expenses reporting systems. As well, Black Creek Pioneer Village reduced waste by 80% from parking lots by removing waste bins, and Albion Hills Field Centre changed to monthly waste and recyclables pickup in order to reduce their footprint.

In 2012 TRCA will also prepare a corporate waste management plan and consider new targets and objectives for waste reduction and diversion from landfill. Parks staff will continue revamping conservation area recycling centres, providing new bins, better signage and more public education.

Our Business

Sustainable Business PracticeIn 2012, TRCA will develop and refine goals, objectives and metrics for measuring the sustainability of TRCA business practices, complete first draft of the TRCA strategic plan – including greater levels of input from all staff, and develop a TRCA partnership map, identifying all TRCA partnership relationships across all TRCA offerings.

Green PurchasingIn 2011, staff completed new green cleaning request for proposals to be used at TRCA facilities. Kortright Centre converted to green office supplies, and the education centres adopted standard operating procedures for purchase and lifecycle use of carpeting.

In 2012, TRCA will carry out green procurement training for staff, transition cleaning practices to meet new green cleaning standard operating procedures, and investigate additional goals, objectives and performance metrics for green procurement

Our Community

TRCA continued its three innovative social development programs: PAIE (Professional Access and Integration Enhancement), M2P (Mentoring to Placement) and EVN (Environmental Volunteer Network). These programs achieve many positive outcomes simultaneously. They help new Canadians gain access to meaningful experience and networking opportunities, increasing the pool of planners, ecologists, geoenvironmental professionals and engineers in the GTA, as well as allowing TRCA staff and program participants to network, collaborate and share ideas and best practices pertaining to sustainability.

In 2012, TRCA will launch the next round of PAIE and M2P with new clients.


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DETAILS OF WORK TO BE DONEKey activities of the Corporate Social Sustainability Program in 2012 will be:

complete corporate energy management plan;

develop corporate waste management plan;

conduct facility waste audits;

assess implication/opportunity for Global Reporting Initiative (GRI) for 2012 report;

complete TRCA online facility sustainability reporting tool and EcoCentre registration tool;

assess effectiveness of employee engagement.

FINANCIAL DETAILSThe CSR program is funded by TRCA's municipal funding partners in the TRCA operating budget.

Report prepared by: Brian Dundas, extension 5262Emails: [email protected] Information contact: Bernie McIntyre, extension 5326Emails: [email protected]: March 22, 2012Attachments: 1


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Attachment 1TRCA Sustainability Scorecard

New for the 2011 CSR report, staff has prepared a Sustainability Scorecard. The purpose of the Scorecard is to provide a concise summary of TRCA progress towards its CSR targets as of the end of 2011, including whether the measure is improving (up arrow), getting worse (down arrow), or remains unchanged (horizontal arrows). These measures, our CSR key performance indicators, are presented under four categories: Our People; Our Environment; Our Business; Our Community. TRCA is proud to highlight that TRCA continues to be an employer of choice with staff retention well above the national average. TRCA continues to leverage its core municipal funding allocation through revenue from a wide range of other sources, and the sale of products and services. The corporate carbon footprint has continued to decline in 2011 and is expected to fall further as retrofits of facilities such as the Kortright Centre are completed in 2012. The award winning PAIE and M2P programs continue to be oversubscribed and provide new Canadians with valuable mentoring and training.

*Bold and italics indicates targets met or exceeded.

Our PeopleMeasure 2011

Performance/Status

Trend Target

Equity, Diversity, and Staff RetentionMy work gives me a sense of accomplishment

92.8% Achieve 90% on staff survey

I would recommend TRCA as a good place to work

91.8% Achieve 90% on staff survey

Overall I am satisfied with my job 88.0% Achieve 90% on staff survey

TRCA is socially responsible 83.6% Achieve 90% on staff survey

TRCA is environmentally responsible 87.5% Achieve 90% on staff survey

Morale at TRCA is high 73.9% Achieve by 2025, 80% on staff survey

TRCA is well managed 71.1% Achieve by 2025, 80% on staff survey

I am sufficiently informed about where TRCA is going in the future

61.2% Achieve by 2025, 80% on staff survey

TRCA is economically responsible 74.5% Achieve by 2025, 80% on staff survey

Staff Retention 87% Not reported last year

Achieve, annually, at least 2% below national average in employee turnover.


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Our PeopleMeasure 2011

Performance/StatusTrend Target

Employee EngagementStaff participation in Clean Air Commute

62

Have 80 staff members participate in Pollution Probe’s Clean Air Commute by 2012

Staff participation in 20 minute makeover

68

Have at least 200 staff members participate in the 20-Minute Makeover by 2012

Work location green programs Green teams or Audubon in place at 10 TRCA work locations

Have EcoSchool/EcoOffice type “ecoteam” programs at all work locations (18 total) by 2012

Our EnvironmentGoal or Objective 2011 Performance/Status Trend TargetCarbon FootprintCarbon neutrality 2,760 tonnes 2011

TRCA will be carbon neutral by 2025

EnergyEnergy reduction 6%

Reduce total energy consumption by 30% from 2005 levels by 2015; and by 50% by 2025.

Renewable energy 31.4%

50% of TRCA facility space is heated and cooled from renewable sources by 2015.

Green electricity 24% Source 80% of electrical energy from green sources by 2015.

WaterWater use 19% Reduce total potable water

consumption from 2009 levels by 35% by 2025

Vehicles, Fuel, and TravelFleet fuel efficiency 17.1 litres per 100 km

(average, all vehicles)TRCA’s average fleet fuel efficiency is 12 litres per 100 kilometres by 2018

Fleet GHG emissions 3.4% decrease in fleet contribution to carbon footprint since 2009.

This descriptor needs to stay in – 3.4% means nothing

Reduce TRCA greenhouse gas emissions from fleet and travel by 50% from 2009 levels by 2018

Alternative fuel vehicles 12.1 % of fleet TRCA’s fleet will be 50% alternative fuel vehicles by 2020


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Our EnvironmentGoal or Objective 2011 Performance/Status Trend TargetLand ManagementLand Management Plans 8 of 14 land management

plans completed

Complete baseline land management plans for 14 major TRCA properties.

Waste ManagementWaste diversion 21% diversion rate from landfill Diverting 80% of total waste at all

TRCA facilities by 2018

Our BusinessGoal or Objective 2011 Performance/Status Trend TargetSustainable BusinessFunding diversity – leveraging partnerships

55% of funding from non-municipal sources

At least 50% of funding from non-municipal sources

Green PurchasingLocal Food 29% of food is sourced locally Not

measured last year

40% of food purchased by TRCA is sourced locally by 2012

Our Community – SocialGoal or Objective 2011

Performance/Status

Trend Target

Employment programs for internationally trained professionals (PAIE and M2P)Number applicants 647 435 applications received by end of

2014

Number participants accessing programs

97 170 participants accessing programs by end of 2014

Number participants completing program

35 150 participants complete program by end of 2014

Number participants obtaining employment in professional field

64 133 participants gain employment by end of 2014

Number participants obtaining licensure/Certification/Credential for Employment

29 55 participants receive credential for licensure by end of 2014

Number M2P Participants (mentees) matched to a Mentor in their field

100% 100 % M2P participants matched to mentor in field by end of 2014

Percent M2P Mentors from TRCA 50% 50% mentors recruited from community at large for M2P program by end of 2014


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Our Community – SocialGoal or Objective 2011

Performance/Status

Trend Target

Environmental Volunteer Network (EVN)Number new volunteers registered with EVN

570 900 new registrants by end of 2014

Number volunteer passes issued to individuals who have volunteered 30 or more hours at TRCA

280 625 volunteer passes issued by end of 2014

Number external (non TRCA) volunteer opportunities posted on EVN

530 900 external volunteer opportunities posted on EVN by end of 2014

_________________________________________


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RES.#A139/12 - GREENLANDS ACQUISITION PROJECT FOR 2011-2015Flood Plain and Conservation Component, Rouge River WatershedTown of Richmond Hill, Regional Municipality of York956414 Ontario Limited, CFN 47419. Acquisition of property located on the east of Bathurst Street and south of Gamble Road in the Town of Richmond Hill, Regional Municipality of York, under the 'Greenlands Acquisition Project for 2011-2015', Flood Plain and Conservation Component, Rouge River watershed.(Executive Res.#B84/12)

Moved by: Ben CacholaSeconded by: Maria Augimeri

THAT 0.36 hectares (0.89 acres), more or less, of vacant land, being Part of Lot 57, Concession I, EYS , designated as Block 12 on draft M-Plan prepared by Krcmar OLS under job no.10-246, Town of Richmond Hill, Regional Municipality of York, be purchased from 956414 Ontario Limited;

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 of 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;

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

CARRIED _________________________________________

RES.#A140/12 - GREENLANDS ACQUISITION PROJECT FOR 2011-2015Flood Plain and Conservation Component, Rouge River WatershedTown of Richmond Hill, Regional Municipality of YorkYorkwood Homes (RH) Limited, CFN 47513. Acquisition of property located on the west of Yonge Street and south of Gamble Road in the Town of Richmond Hill, Regional Municipality of York, under the 'Greenlands Acquisition Project for 2011-2015', Flood Plain and Conservation Component, Rouge River watershed.(Executive Res.#B85/12)



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THAT 1.05 hectares (2.59 acres), more or less, of vacant land, being Lot 26, 27 and 28, Registered Plan Lot 4667, designated as Block 11 and 12 on draft M-Plan prepared by Salna Surveying OLS under job no.11029, Town of Richmond Hill, Regional Municipality of York, be purchased from Yorkwood Homes (RH) Limited;


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

THAT the firm of 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;

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

CARRIED _________________________________________

RES.#A141/12 - GREENLANDS ACQUISITION PROJECT FOR 2011-2015Royal Rouge Trail Erosion Control Project, CFN 45537. Partial Takings or financial contribution from multiple property owners on the north side of Royal Rouge Trail, City of Toronto, to facilitate the construction of the Royal Rouge Trail Erosion Control Project.(Executive Res.#B86/12)


THAT Toronto and Region Conservation Authority (TRCA) acquire the following partial takings to facilitate the construction of the Royal Rogue Trail Erosion Control Project:

Parcel ‘A’ THAT a parcel of land containing 0.002 hectares (0.004 acres) being part of Lot 23 on Registered Plan 66M-2169, PIN 06209-0087, designated as Part 1 on Registered plan 66R-25966, at the rear of 30 Royal Rouge Trail, City of Toronto, be purchased from Katherine Sparks;

Parcel 'B' THAT a parcel of land containing 0.007 hectares (0.016 acres) being part of Lot 24 on Registered Plan 66M-2169, PIN 06209-0088, designated as Part 2 on Registered Plan 66R-25966, at the rear of 32 Royal Rouge Trail, City of Toronto, be purchased from Debora Gyimah;


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Parcel 'C' THAT a parcel of land containing 0.002 hectares (0.006 acres) being part of Lot 25 on Registered Plan 66M-2169, PIN 06209-0089, designated as Part 3 on Registered Plan 66R-25966, at the rear of 34 Royal Rouge Trail, City of Toronto, be purchased from Stephen Joseph Foster and Linda Josephine Foster;

Parcel 'D' THAT a parcel of land containing 0.003 hectares (0.006 acres) being part of Lot 26 on Registered Plan 66M-2169, PIN 06209-0090, designated as Part 4 and Part 5 on Registered Plan 66R-25966, at the rear of 36 Royal Rouge Trail, City of Toronto, be purchased from Abdool Jhuman;

Parcel 'E' THAT a parcel of land containing 0.006 hectares (0.014 acres) being part of Lot 27 on Registered Plan 66M-2169, PIN 06209-0091, designated as Part 6 on Registered Plan 66R-25966, at the rear of 38 Royal Rouge Trail, City of Toronto, be purchased from Carlo Corvese;

Parcel 'F' THAT a parcel of land containing 0.004 hectares (0.011 acres) being part of Lot 29 on Registered Plan 66M-2169, PIN 06209-0093, designated as Part 7 on Registered Plan 66R-25966, at the rear of 42 Royal Rouge Trail, City of Toronto, be purchased from Trevor D’Souza and Winnefred D’Souza;

Parcel 'G' THAT a parcel of land containing 0.006 hectares (0.014 acres) being part of Lot 30 on Registered Plan 66M-2169, PIN 06209-0094, designated as Part 8 on Registered Plan 66R-25966, at the rear of 44 Royal Rouge Trail, City of Toronto, be purchased from Jaime Marie and Korah Thomas;

THAT the purchase price for each of the land Parcels ‘A’ to ‘G’ inclusive be $2.00 plus each vendor's reasonable legal costs, if any;

THAT TRCA acquire the necessary temporary easements from the owners for construction access;

THAT TRCA receive conveyance of the lands Parcels ‘A’ to ‘G’ inclusive free from encumbrance, subject to existing service easements;

THAT Gardiner Roberts LLP, be instructed to complete the transactions 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;

THAT in the event any of the landowners wish to retain ownership of their property, each of landowners shall have the option to make a financial contribution to TRCA for the Royal Rouge Trail Erosion Control Project in an amount to be determined by TRCA in accordance with the cost-sharing policy and provide an easement and restrictive covenant over the parcel with terms and conditions satisfactory to TRCA;


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AND FURTHER THAT the authorized TRCA officials be directed to take the necessary action to finalize the transactions including obtaining needed approvals and signing and execution of documents.

CARRIED _________________________________________

RES.#A142/12 - GREENLANDS ACQUISITION PROJECT FOR 2011-2015Flood Plain and Conservation Component, Humber River WatershedGreenbrooke Developments Inc., CFN 47592. Purchase of property located west of Weston Road, south of Teston Road, City of Vaughan, Regional Municipality of York, under the "Greenlands Acquisition Project for 2011-2015", Flood Plain and Conservation Component, Humber River watershed.(Executive Res.#B87/12)


THAT 0.14 hectares (0.36 acres), more or less, of vacant land being Part of Lot 23, Concession 6 and designated as Blocks 178 and 179 on a Draft Plan of Subdivision prepared by KRCMAR Surveyors Ltd., under their Job No. 00-183, dated April 3, 2012, City of Vaughan, Regional Municipality of York, located west of Weston Road, south of Teston Road, be purchased from Greenbrooke Developments Inc.;


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

THAT 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;


CARRIED _________________________________________

RES.#A143/12 - GREENLANDS ACQUISITION PROJECT FOR 2011-2015Flood Plain and Conservation Component, Humber River WatershedInfinite Homes Ltd., CFN 47512. Purchase of property located south of Sicilia Street, east of Martin Grove Road, City of Vaughan, Regional Municipality of York, under the "Greenlands Acquisition Project for 2011-2015", Flood Plain and Conservation Component, Humber River watershed.(Executive Res.#B88/12)


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THAT 0.04 hectares (0.10 acres), more or less, of vacant land being Part of Lot 12, Concession 8 and designated as Block 13 on a Draft Plan of Condominium prepared by P. Salna Ltd., Ontario Land Surveyors, under their Job No. 5285, dated June 1, 2009, City of Vaughan, Regional Municipality of York, located south of Sicilia Street, east of Martin Grove Road, be purchased from Infinite Homes Ltd.;


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

THAT 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;


CARRIED _________________________________________

RES.#A144/12 - EASEMENT AGREEMENTGeorge Johnson. Entering into an easement agreement for a five year term with automatic extensions until terminated for the purpose of constructing and permitting a public trail system on the Johnson property, located on the south side of Chalk Lake Road, west of Lakeridge Road, Township of Uxbridge, Regional Municipality of Durham.(Executive Res.#B89/12)


THAT Toronto and Region Conservation Authority (TRCA) enter into an easement agreement with George Johnson for the purpose of constructing, and permitting the public use of a trail system, said land being Part of Lot 5, Concession 7, Township of Uxbridge, Regional Municipality of Durham;

THAT the term of the easement agreement be for five (5) years with automatic extensions until terminated and in no event will the initial term and any renewals or extensions thereof, exceed in aggregate twenty-one (21) years, less a day;

THAT TRCA pay an annual fee to George Johnson of $6,000.00, with such fee increasing by 4% annually beginning August 1, 2013;


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THAT TRCA erect barriers on both sides of Chalk Lake Road (where the proposed trail is to cross) to help ensure trail users to slow down before crossing at Chalk Lake Road;

THAT TRCA be responsible for signing the trail to ensure trail users understand the trail rules including the need to stay on the trail and not to trespass off the trail;

THAT the agreement be on terms and conditions satisfactory to TRCA staff and solicitors;

AND FURTHER THAT authorized TRCA officials be directed to take the necessary action to finalize the transaction including obtaining needed approvals and signing and execution of documentation.

CARRIED _________________________________________

RES.#A145/12 - ALBION HILLS CONSERVATION AREA VISITOR SERVICES CENTRE CONSTRUCTION PROJECTAward of contract for construction of Albion Hills Conservation Area gatehouse.(Executive Res.#B90/12)


THAT the contract for Albion Hills Conservation Area Visitor Services Centre Construction Project be awarded to Frontier Group of Companies. at a total cost not to exceed $312,500.00, plus HST, it being the lowest bid meeting Toronto and Region Conservation Authority (TRCA) specifications;

THAT award of the contract be subject to terms and conditions satisfactory to TRCA staff and solicitors, including but not limited to determination of the final contract cost not to exceed the approved amount;

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

AND FURTHER THAT authorized staff be directed to take the action necessary to implement the contract including obtaining any approvals and the signing and execution of documents.

CARRIED _________________________________________

RES.#A146/12 - ADMITTANCE POLICYApproval of the Admittance Policy and Operational Procedures for Toronto and Region Conservation Authority.(Executive Res.#B91/12)


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THAT the Toronto and Region Conservation Authority (TRCA) Admittance Policy, dated May 23, 2012, as outlined in Attachment 1, be approved;

THAT facility access associated with the TRCA Admittance Policy and Operating Procedures take precedence over the current Fee Schedule for Public Facilities and Programming and that this policy be referred to in future Fee Schedules;

AND FURTHER THAT the Operational Procedures, dated May 23, 2012, as outlined in Attachment 2, be received.

CARRIED _________________________________________

SECTION IV - ITEMS FOR THE INFORMATION OF THE BOARD

RES.#A147/12 - SUMMARY OF PROCUREMENTSMid-year Review - January 1, 2012 to June 30, 2012. Receipt of the 2012 mid-year summary of procurements approved by the Chief Administrative Officer or his designate.

Moved by: Ben CacholaSeconded by: Glenn De Baeremaeker

IT IS RECOMMENDED THAT the summary of Toronto and Region Conservation Authority (TRCA) procurements approved by the Chief Administrative Officer or his designate for the period January 1, 2012 to June 30, 2012, be received.

CARRIEDBACKGROUNDAt Authority Meeting #5/05, held on June 24, 2005, Resolution #A124/05 approved the Purchasing Policy, and resolved, in part, as follows:

...staff report to the Business Excellence Advisory Board semi-annually with a list of all Requests for Quotations and Requests for Proposals approved by the Chief Administrative Officer pursuant to Schedule 'A'...;

Pursuant to the resolution quoted above, the summaries of Requests for Quotations and Requests for Proposals from January 1, 2012 to June 30, 2012, are found in Attachments 2 and 3, respectively. The report includes approvals of $10,000 or greater, to the maximum allowable limit under the policy, falling within the purview of the Chief Administrative Officer or his designate.

Attachment 1 includes the criteria as to why non-competitive procurement was appropriate for the particular goods or services procured, as per Section 1.14 of TRCA's Purchasing Policy.


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As permitted under the approved policy, the Chief Administrative Officer has designated senior staff, generally including director and manager level positions, approval authority for purchases up to $10,000 (including HST not recoverable by TRCA).The total purchases (including contingencies) approved by the Chief Administrative Officer/designate from January 1 to June 30, 2012 was as follows:

Procurements(Plus HST)

$Sole Source 333,591.49Lowest Bid/Competitive 3,165,898,66Not Lowest Bid 11,040.00TOTAL 3,510,530.15

Email: [email protected] Information contact: Kathy Stranks, extension 5264Email: [email protected]: July 4, 2012Attachments: 3


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Attachment 1

TORONTO AND REGION CONSERVATION AUTHORITYPURCHASING POLICY

Section 1.14 Non - Competitive Procurement Process

A non-competitive procurement process shall only be used if one or more of the following conditions apply and a process of negotiation is undertaken to obtain the best value in the circumstances for the TRCA. Authorized Buyers are authorized to enter into negotiations without formal competitive bids, under the following circumstances:

1. The goods and services are only available from one source or one supplier by reason of:

A statutory or market based monopoly

A fluctuating market prevents the TRCA from obtaining price protection or owing to

market conditions, required goods or services are in short supplyExistence of exclusive rights (patent, copyright or licence)

Need for compatibility with goods and services previously acquired and there are no

reasonable alternatives, substitutes or accommodationsNeed to avoid violating warranties and guarantees where service is required

2. An attempt to purchase the required goods and services has been made in good faith using a competitive method and has failed to identify a successful supplier.

3. When the extension or reinstatement of an existing contract would prove most cost-effective or beneficial. The extension shall not exceed one year.

4. The goods and services are required as a result of an emergency, which would not reasonably permit the use of the other methods permitted.

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

6. Any other sole or single source purchase permitted under the provisions of this policy including those noted in Schedule ‘B’.


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Attachment 2REQUESTS FOR QUOTATIONLowest Bid (up to $100,000)

Project/Product Awarded Bidder Cost Not to Exceed($)

Plus HST

Number of Quotations Requested/

Complete Bids Received

Standard First Aid Training & Recertification Hespro EMP Canada Services Ltd.

12,711.00+10% contingency

3/3

Detailed Design Drawings & Construction Cost Estimates for Two Pedestrian Bridges - Claireville Conservation Area Inter-Regional Trail

GD Jewell Engineering Inc. 69,067.00+10% contingency

5/2

BLACK CREEK PIONEER VILLAGECable Replacement to Shoreham Drive Transformer

Ainsworth 37,647.00 4/2

Snider Drive Shed and Cider Mill Restoration and Building Stabilization

Byte Construction Limited 43,920.00+ 10% contingency

4/1

Repair & Construction Worl for Slaughter House Byte Construction Limited 17,850.00+10% contingency

4/2

Repair, Painting & Animal Proofing of Harness Shop

G.V. Miller Custom Contracting


3/2

Restoration & Repair Work to Tinsmith Shop D & L Laurin Construction 31,634.94+10% contingency

3/2

Replacement of a Faulty Fire Hydrant & Installation of Water Line to the Grain Barn

Nor-Line Plumbing & Mechanical Ltd.


3/3

MIMICO WATERFRONT LINEAR PARKSupply & Delivery of 700 Tonnes of 100mm-200mm Gabion Stone by Triaxle Truck

Glenn Windrem Trucking 16,100.00+2,000.00 contingency

4/3

Supply & Delivery of Approximately 2,000 Tonnes of 100mm-200mm Cobble Stone by Triaxle Truck

Nelson Aggregates Co. 55,000.00+6,000.00 contingency

10/4

Supply & Delivery of Approximately 875 Tonnes of 2-4 Tonne Stackable Armourstone

CDR Young Aggregates Inc. 47,197.50+5,000.00 contingency

6/4

Supply & Delivery of Approximately 1,750 Tonnes of Concrete Sand

Strada Aggregates 34,037.50+4,000.00 contingency

6/3

Supply & Delivery of Approximately 500 Tonnes of 100mm-200mm Gabion Stone by Tri-axle Truck


10/4

Supply & Delivery of Approximately 1,700 Tonnes of 19mm Crusher Run by Tri-axle Truck

Lafarge Aggregates 28,050.00+3,000.00 contingency

10/5

Relocation of Grand Harbour Gazebo McPherson-Andrews Contracting Limited

81,680.00+8,000.00 contingency

4/4

KORTRIGHT CENTRE FOR CONSERVATIONKortright Water Well & Hand Pump Installation Ontario Well Drilling Ltd. 8,000.00 Contract

ExtensionPurchase & Installation of Ultrafiltration System for the Greenworks Building

Aquasoft Water Centre 12,500.00 3/2


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REQUESTS FOR QUOTATIONLowest Bid (up to $100,000)


Plus HST



YONGE - YORK MILLS CHANNEL PROJECTConcrete Panel Restoration (Reach 1) McPherson-Andrews

Contracting Limited9,992.00

+3,000.00 contingency3/3

Supply & Delivery of Approximately 1,000 Tonnes of Recycled Concrete 19mm Crusher Run (Reach 3)

D. Crupi & Sons Limited 10,200.00+2,500.00 contingency

8/5

Supply & Delivery of Approximately 660 Tonnes of 150mm-300mm Gabion Stone (Reach 3)

Strada Aggregates Inc. 15,180.00+2,000.00 contingency

8/3

Off Site Disposal of Woody Debris Via Disposal Service Co. Ltd. 12,025.00+3,000.00 contingency

7/2

Supply of One Three-person Crew of Certified Traffic Control Operators

Barricade Traffic Services 14,400.00+2,000.00 contingency

2/2

Erosion and Sediment Control Products Terrafix Geosynthetics 3,710.64 Contract Extension

Supply of One Extra Certified Traffic Control Person

Barricade Traffic Services 6,600.00 Contract Extension

Digital Topographic Base Mapping for Lake Wilcox Area

First Base Solutions 8,350.00 2/2

1083 BEACHPOINT PROMENANDEAsbestos Abatement & Removal Priestly Demolition

Incorporated28,127.00

+3,000.00 contingency7/4

Rental of One Operated Hydraulic Excavator Priestly Demolitions Inc. 10,445.00+1,135.00 contingency

4/3

Rental & Disposal of Ten 40-yard Garbage Bins Via Disposal Service Co. Ltd. 12,945.00+1,300.00 contingency

3/3

ROUGE PARK PROPERTIESBathroom Renovations at 9 Reesor Road Benedetto Plumbing Inc. 11,800.00

+10% contingency6/3

Roof & Eaves Replacement at 7401 Reesor Road

B.W. Doucette Roofing 9,508.25+10% contingency

6/2

Roof Replacement at 2273 Meadowvale Road Tony K. Aluminum/Roofing 11,022.50+10% contingency

4/3

MUD CREEK EROSION CONTROL PROJECTDesign & Delivery of Supplies for Creek Bypass System for Mud Creek Erosion Control Project

Xylem Water Solutions 35,356.00+3,600.00 contingency

3/3

Rental of One Operated Hydraulc Excavator & One Rubber Tire Loader

Galcon Marine Limited 67,980.00+7,000.00 contingency

7/3

Supply and Delivery of 100mm - 200mm Gabion Stone by Triaxle Truck

Nelson Aggregate Company 27,580.00+2,800.00 contingency

9/4


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Plus HST



Update Floodplain Maps for Section of East Humber River from Lake Wilcox to Bathurst Street

R.J. Burnside & Associates Limited

13,487.00+1,350.00 contingency

3/2

149 Chesterton Shores Demolition Project - Asbestos Abatement & Removal

Envirosafe Incorporated 10,500.00+2,000.00 contingency

6/6

Supply & Delivery of 150mm-300mm Roundstone

Fowler Construction Company Limited

12,080.00 Contract Extension

EAST DON RIVER SOUTH OF FINCH AVENUE EAST BANK RESTORATIONSupply and Delivery of Approximately 400 Tonnes of 2-4 Tonne Stackable Armour Stone

J.C. Rock Limited 19,200.00+ 2,000.00 contingency

8/2

Supply and Delivery of Approximately 400 Tonnes of Stackable 100mm-200mm Gabion Stone

Miller Paving Limited 11,180.00+ 1,200.00 contingency

8/3

Rental of One Operated Hydraulic Excavator and One Rubber Tire Loader

Dynex Construction Limited $51,100.00+18,400.00 contingency

7/4

Asphalt Paving Works Bryron Contracting Limited 21,310.00+2,500.00 contingency

6/6

MEADOWCLIFFE DRIVE EROSION CONTROL PROJECTSupply & Delivery of approximately 1,800 Tonnes of 4-6 Tonne Stackable Armourstone


9/3

Supply & Delivery of approximately 1,500 Tonnes of 225mm-450mm Rip Rap Stone

Dufferin Aggregates 39,525.00+4,000.00 contingency

9/6

Horse Drawn Wagon Rides for the Sugarbush Maple Syrup Festival at Kortright Centre for Conservation and Bruce's Mill Conservation Area

Tiger Paw Exotics 22,600.00+10% contingency

10/4

PARTNERS IN PROJECT GREENCase Study Filming Powerline Films 20,400.00 4/3Venue Facilities & Refreshments for Training & Networking Events

Centre for Health and Safety Innovation

10,000.00 30/4

Venue Facilities & Refreshments for Training & Networking Events

International Centre 10,000.00 30/4

Caledon Canada Day Pyrotechnics Display North Star Fireworks Entertainment Inc.

11,504.43 3/1


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Plus HST



ACQUISITION OF VEHICLES/EQUIPMENTOne 2012 Extend Cab Truck Bolton Motor Products 28,456.00 14/6One Service Van Humberview NCV 29,711.20 8/8One Compact SUV Parkway Honda 30,121.95 15/5One 4x4 Chassis Cab Truck with Hydraulic Dump Box

City Buick Chevrolet Cadillac GMC Ltd.

36,192.20 14/6

Two New Kubota RTV900 Worksite Utility Vehicles

Kooy Brothers Lawn Equipment Limited

31,325.00 5/2

One New Kubota F3680 4WD Front Mower Kooy Brothers Lawn Equipment Limited

33,393.00 5/2

Three New John Deer 1445 Front Mowers Hutchinson Farm Supply 57,876.00 6/2One John Deer 5065E Tractor/Loader Hutchinson Farm Supply 35,609.00 7/2One New 2012 Midsize 4x4 Pick-up Truck Brimell Toyota 28,397.35 15/5One New 2012 Compact Hatchback Automobile Yorkdale Toyota 18,741.20 15/5One New 2012 Full Size Pick-up Truck East-Court Ford Lincoln Sales 25,756.00 15/5Glen Haffy Conservation Area - Fish Food Supply

Martin Mills Inc. 35,000.00+10% contingency

2/2

Head Office South Office Building Insulation Air Seal Insulators Inc. 14,450.00 5/4Bathurst Glen Golf Course / Bruce's Mill Conservation Area - Supply and Delivery of Fuel

Armstrong Petroleum LTD. 18,000.00 3/3

2012 Cleaning & Washroom Supplies for all Parks and Culture Facilities

Rally Distribution 75,000.00+10% contingency

6/4

Lake St. George Field Centre - Supply & Installation of Ductless Split Air Conditioners in Davies Hall

Summers and Smith Heating and Cooling Limited

38,899.00 7/2

2012 Bathroom Products for Head Office, Downsview Office, Boyd Office & Restoration Services Centre

Mr. Janitorial Supplies 21,000.00+10% contingency

3/3

Supplier of Safety Footwear Imagewear by Mark's Work Wearhouse

25,000.00 2/2

KLEINBURG NEW FOREST NORTH TRAILSSupply and Delivery of Approximately 2500 Tonnes of 19mm Crushed Limestone Aggregate

Strada Aggregates 46,000.00 3/3

Supply and Delivery of Approximately 400 Tonnes of Limestone Screenings

Strada Aggregates 6,360.00 3/3

Removal and Replacment of Porch Roof and Deck Components at Former Maciver Property

Meridian Construction Inc. 47,820.00+3,000.00 contingency

7/4


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Plus HST



BATHURST GLEN GOLF COURSEGolf Carts Rental Bennett Golf Carts 15,000.00

+10% contingency3/2

Course Hardware, Pest Control Products & Grass Seed

AllTurf Ltd. 15,000.00+10% contingency

4/3

WILKET CREEK EMERGENCY WORKSSupply & Installation of 19mm Limestone Crusher Run & Asphalt Paving at Sites 6 & 7

Bryron Contracting Limited 17,295.00+2,000.00 contingency

6/6

Albion Hills & Heart Lake Aquatic Facilities - Supply of Commercial Pool Heaters

Water and Ice North America Inc.


4/4

Asphalt Paving Works at Taylor Creek Park Mopal Construction Ltd. 22,012.50+2,500.00 contingency

6/6

PETTICOAT CREEK CONSERVATION AREA AQUATIC FACILITYSupply & Installation of Slides & Rubber Surfacing

ABC Recreation LTD. 58,031.00+ 10% contingency

5/1

Entrance Unit Paving LandVision Contracting Limited


biddingo/10

PORTICO DRIVE MAJOR MAINTENANCE PROJECTSupply and Delivery of 300mm - 600mm Boulders


32,500.00 contract extension

Supply and Delivery of 150mm - 300mm Boulders


15,250.00 contract extension

Water Line Installation at Bruce's Mill Conservation Area

Somerville Co. Limited 15,000.00+10% contingency

3/3

PORT UNION WATERFRONT PARK (PHASE 2)Supply and Delivery of Approximately 500 Tonnes of Granular A (19mm Crusher Run)


8/7

Supply and Delivery of Approximately 600 Tonnes of Granular B (Crushed Limestone)


8/7

Purchase of 12 New Water Level Sensors for Stream Flow Monitoring Network

Rice Engineering and Operating Ltd.

22,044.92+2,500.00 contingency

2/2

Claireville Dam Asbestor and Mould Removal JMX Environmental Incorporated

26,500.00+5,000.00 contingency

7/7

Supply & Delivery of Approximately 1,500 Tonnes of Granular A (19mm Crusher Run)

Canadian Building Materials (CBM) Aggregates

24,675.00+2,000.00 contingency

8/7

Supply & Delivery of Approximately 2,000 Tonnes of 75-200mm Cobble Stone


8/2

Supply & Delivery of Sediment Erosion Control Measures for Alfred Kuehne Boulevard Stream Realignment & Restoration Project

Terrafix Geosynthetics Inc. 14,663.74+10% contingency

3/3

TOTAL 2,441,575.36


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REQUESTS FOR PROPOSALCompetitive Bid (up to $100,000)


Plus HST



3030-3068 Weston Road Erosion Risk Analysis Stantec Consulting Ltd. 18,483.00+1,200.00 allowance

for additional borehole+4,000.00 contingency

5/4

PARTNERS IN PROJECT GREENEnergy Leaders Consortium Facilitation 360 Energy Inc. 58,800.00 26/6Energy Leaders Consortium Energy Monitoring Innovative Solultions Inc. 30,920.00 36/11Conduct Construction Risk Mitigation & Impact assessment for Properties Along 30-48 Rouge Rouge Trail, Toronto

Stephenson Engineering Limited

50,066.00+5,000.00 contingency

8/1

Detailed Design & Specifications for Construction of Steel Pedestrian Bridge - Contract Extension at Port Union Waterfront Improvement Project (Phase 2)

AECOM Canada Limited 5,200.00 Contract Extension

Website & Application Support & Development Services for TRCA Managed Websites

Three Wise Men Inc. 46,000.00 Biddingo/2

Climate Change and Water Resources: National Water Adaptation Guidance Best Practices Compendium

ESSA Technologies Ltd. 129,775.90 8/8

Mimico Waterfront Park Project (Phase 2) - Complete Detailed Design for Power Service, Distribution & Pathway Lighting, & option for Geotechnical Testing, if Required

Stephenson Engineering Ltd. 21,751.00 7/4

Phase 3 Stormwater Modelling Services for County Court SNAP

Aquafor Beech Limited 24,345.00 3/3

Seaton Improvement Project - Geotechnical Investigation Services for Construction of Steel Staircase

DBA Engineering Ltd. 12,150.00 4/2

Detailed Design & Specifications for Water, Sanitary & Hydro Servicing at Tommy Thompson Park Infrastructure Project

Stephenson Engineering Ltd. 33,153.00+6,000.00 additional

testing+3,500.00 contingency

6/3

LAKEVIEW WATERFRONT CONNECTION COORDINATED PROJECT ENVIRONMENTAL ASSESSMENTUndertake Third Party Facilitator Services Hardy Stevenson and

Associates50,747.00

+20% contingencybiddingo.com/4

Marine Archaeology Services Scarlett Janusas Archaeological and Heritage Consulting and Education


4/1


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REQUESTS FOR PROPOSALCompetitive Bid (up to $100,000)


Plus HST



Erosion Risk Assessment at the Rear of 4 to 14 Hardwood Gate, Toronto

Terraprobe Inc. 25,530.00 5/4

Slope Stability Assessment & Erosion Risk Analysis of Scarborough Bluffs along 26 to 30 Livingston Road, Toronto

Sarafinchin Associates Limited 12,315.00+1,250.00 contingency

5/4

Frenchman's Bay Harbour Entrance - Marine Archaeology Services

Scarlett Janusas Archaeological and Heritage Consulting and Education


4/1

Detailed Design for Bank Stabilization Works, Highland Creek

Aquafor Beech Ltd. 20,230.00+2,500.00 contingency

7/6

Filming & Video Production for Lake Wilcox SNAP Front Yard Makeovers & Neighbourhood-wide Residential Eco-landscaping Program

Powerline Films 25,000.00 8/6

Economic Costs of Not Adapting to Climate Change Phase 1 (ORCCC)

Econometric Research Limited

30,600.00 8/1

TOTAL 724,323.30


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REQUESTS FOR QUOTATIONLowest Bid Not Accepted (up to $25,000)


Plus HST



PARTNERS IN PROJECT GREENFilming & Editing Services for Event & Training Filming

Images Made Real 11,040.00 4/3

TOTAL 11,040.00


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REQUESTS FOR QUOTATIONSole Source (up to $50,000)


Plus HST

Sole Source Criteria

(Section 1.14 of TRCA's

Purchasing Policy)

Heart Lake Conservation Area - Outdoor Pool Deck Forensic Engineering Services

Griffin Koerth 20,000.00+10% contingency

5

Two Month Rental of Crawler Carrier (Reach 3) at York - York Mills Channel Project

Hub Equipment Inc. 11,000.00+2,250.00 contingency

1

Processing Fish Tissue Samples for 2012 Sport Fish Contaminant Project

Chuck Cox 20,000.00 5

Senior Climate Scientist & Advisor to Ontario Regional Climate Change Consortium

Neil Comer 9,734.51 5

Partners in Project Green Website Maintenance WirelessLinx Inc. 10,000.00 3 & 5New Canadian Environmental Work Experience Program

Career Edge 18,340.00 5

Job Search Workshops to M2P for Environmental Professionals Program Clients

ACCES Employment 10,512.00 5

Telemetry Fish Tags VEMCO 13,925.00 5Native Grassland Enhancements at Bob Hunter Memorial Park, Claireville CA & Gatineau Corridor

Rural Lambton Stewardship Network

40,000.00 5

Workplace Communciation Training for M2P Clients

JVS Toronto 16,011.00 5

Hotel to Host Mainstream: The National Water Adaptation to Climate Change Forum

Marriott Toronto Bloor-Yorkville

19,380.00 4

Purchase of Mike Flood Hydraulic Modelling Package

DHI Water & Environment 19,085.00 5

630 Square Metres of Vast Permeable Intrelocking Recycled Rubber Composite Pavers for Kortright Green Parking Retrofity

IOWAT 35,398.23 1

630 Square Metres of Permeable Interlocing Recycled Rubber Composity Pavers for Kortright Green Parking Retrofity

Eco-flex 34,955.75 1

Printing Draft Proposed Source Protection Plan & Approved Credit Valley Source Protection Area Assessment Report

Swiss Print International 11,000.00 5

TOTAL 293,591.49


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REQUESTS FOR PROPOSALSole Source (up to $50,000)


Plus HST

Sole Source Criteria

PARTNERS IN PROJECT GREENDelivery of Eco-Efficieny Program for Food Processors

Guelph Food Technology Centre

15,000.00 5

Management & Delivery of Sustainability Consortiums

High Power Solutions Inc. 25,000.00 5

TOTAL 40,000.00

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RES.#A148/12 - GOOD NEWS STORIESOverview of Toronto and Region Conservation Authority activities from April - June, 2012.

Moved by: Ronald ChopowickSeconded by: Glenn Mason

IT IS RECOMMENDED THAT the summary of Good News Stories from April - June, 2012 be received.

CARRIEDBACKGROUNDAs per Authority direction during 2006, a report covering highlights of Toronto and Region Conservation Authority's (TRCA) activities is provided to the Authority every few months. The stories for April - June, 2012 are as follows:

April

Sunny Days fundraising event raised approximately $30,000 for Claremont Field Centre and

will be used to improve accessibility to TRCA lands in the Duffins Creek watershed.Completed two major maintenance projects with more than $400,000 in Ministry of Natural

Resources (MNR) funding.Black Creek SNAP (Sustainable Neighbourhood Retrofit Action Plan) received a $30,000

Vital Ideas grant from Toronto Community Foundation.Goose tracking system by cellphone is up and running, and data is available online.

Twenty collars are being used in Toronto, as part of a larger Canadian Wildlife Service study.500 people involved in Port Lands Acceleration Initiative consultation.

Undertaking major project for Infrastructure Ontario this year on West Don Lands. The work

will cost approximately $11 million dollars and include soil remediation, armouring of the landform and landscaping.At the first annual meeting of The Living City Foundation, the 51st annual meeting of the

foundation, four new board members were elected. The foundation board is more diverse than ever before and better reflects the community.Authority approves 2012 budget totalling $103.1 million to implement Living City programs

and projects.Over 650 employees from Pearson Eco-Business Zone companies attended the Earth Day

planting in Etobicoke Creek watershed.TRCA to present our watershed management model in the Philippines.

Enbridge Gas and Trout Unlimited announced one year investment of approximately

$200,000 in Duffins watershed for habitat improvements and community engagement.The Sugarbush Maple Syrup Festival at Bruce's Mill and Kortright wrapped up another

successful season attracting 43,000 visitors.Staff has done approximately 40 interviews with landowners in the flood vulnerable areas

(FVA) in the vicinity of Pickering Beach, on how to deal with residing in FVAs. Residents are pleased with this hands-on approach.McMichael Canadian Art Collection and 300 guests participated in Humber Earth Day

Event.


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May

Town of Ajax Council endorsed the Lower Carruthers Municipal Class EA for flood

protection and the planning approach to provide for the future remediation of a flood spillway and flexible approach to the regulation of floodplain lands.Two major projects with a combined value of $3 million were completed on behalf of the

City of Toronto; Wilket Creek Park Phase 2 Emergency Works and Glen Stewart Ravine Management Plan Implementation Project. At Wilket Creek 300 m of channel reconstruction, including infrastructure protection, the replacement of two bridges and the construction of a 40 m boardwalk to protect an ephemeral wetland were implemented. At Glen Stewart Ravine trail improvements for the protection of the ecologically significant habitat, and to improve user accessibility, were completed through the installation of a 100 m boardwalk with a lookout platform, the replacement of a 27 m high staircase, and upgrades to the fencing and granular trail.Launched Black Creek's 4th beer in the LCBO which is selling very well. Black Creek Pale

Ale received 91/100 rating from the Globe and Mail. Black Creek Pale Ale received Ontario Brewers Award as best North American style pale ale.A juvenile Atlantic salmon was caught by Restoration Services staff during routine fisheries

monitoring of the lower Don River. Native Atlantic salmon have not been seen in the Don River for over a century and is a potentially significant find for the GTA Atlantic salmon re-introduction program.Hosted 150 Durham Catholic School gifted elementary students and secondary students for

their dig days at Lost Brant site (Lake Wilcox) as part of their archaeology program.Boyd Archaeological Field School will run for its 35th year, through Claremont Field Centre.

Approved to be on Huron-Wendat site in Duffins watershed with Boyd Archaeological Field School students in August.Green Home Makeover ribbon cutting and street party were both well attended. TRCA will

host additional tours for those that could not be accommodated at the street party.Bathurst Glen Golf Course's annual Audubon audit was held and reduced Class 9 pesticide

use by 20%.Partners in Project Green Annual Report was released and over 3,500 companies were

engaged in energy conservation measures in 2011, saving 46,479 MWh of electricity and 3.5 m

3

of natural gas.The Tommy Thompson Park (TTP) Bird festival was a huge success hosting over 1,500

participants engaged in bird walks, workshops and activities.TTP Banding Lab banded a very rare townsend’s warbler – a black-throated gray warbler

hybrid. Only five have ever been reported in Canada.In partnership with Region of Peel and Credit Valley Conservation, the draft Terms of

Reference for the Lakeview Waterfront Project EA was submitted for review and comment.TRCA hockey team won the conservation authorities hockey tournament for the eighth year

in a row.Phase I of retrofit at Kortright is complete, with the forced air system changed to ground

source heat pump. The deck has been completed so visitors can walk out there for the first time in years.Rouge National Urban Park approved for $143 million over 10 years as a new national park

run by Parks Canada. Rouge Park Alliance will be retired at the end of June. TRCA will be the transitional manager. Parks Canada will appoint a transitional advisory committee.Metcalf Foundation provides $30,000 for the Toronto Urban Farm.


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TRCA has been selected to be a member of the Toronto Food Policy Council.

300 students, teachers and the Richmond Hill Rotary Club pitch in to plant more trees at

Oak Ridges Corridor Park.A new TRCA corporate logo and watermark was approved. The new logo, to be put into

use later this year, has evolved from the existing logo with a new visual symbol and updated lettering that represent today's TRCA while recognizing our rich past. 19th Paddle the Don raised over $70,000 with approximately 900 people paddling or

volunteering.

June

Black Creek Pioneer Village welcomed over 22,000 school students to the Village in May

and June alone. BCPV will have many more attending our new summer programs.Major repair work has been carried out on buildings at Black Creek Pioneer Village. The

Snider Drive Shed and Edgeley Slaughter House have both had a "face lift" and are looking forward to the next forty years.At Black Creek Pioneer Village, a new patio has been constructed outside the Half Way

House. Visitors will now be able to enjoy a meal from the restaurant, or a refreshing pint of ale from the Black Creek Historic Brewery, outside under the shade trees.The Province of Ontario recently announced renewed funding for PAIE and M2P programs.

With funding from the Province and Government of Canada, these programs have assisted skilled newcomers since 2006 to get licensed and find employment in their field of expertise. For the period December 1, 2011 to May 31, 2014 these projects will assist over 90 new clients with a background in engineering, planning, ecology and green building to develop the technical, cultural and/or language skills required to be successful in finding and retaining employment in their field.The Living City Foundation and TRCA were pleased to host over 200 RBC Royal Bank

employees in three community days events across the region. Canoers paddled in the Humber River and learned about this great heritage river 1.and vital link to Canada's fresh water source on World Environment Day. Over 100 employees were engaged at Kortright Centre for Conservation in water 2.testing experiments that explored a number of factors making up our water systems, along with planting and learning about sustainable agriculture at Kortright's urban farm. Another 50 employees painted 245 yellow fish symbols next to the storm drains on 3.the streets in Scarborough and distributed 1,500 flyers to their households - three times the work of past community groups.

The W. Garfield Weston Foundation donated close to one million dollars supporting TRCA's

various education programs, including: The Weston Family Environmental Leaders of Tomorrow Program at three TRCA facilities; the expansion of this program to five additional field centres across Ontario; and the Monarch Teachers Network Canada expansion program.TRCA received $100,000 from the Federation of Canadian Municipalities to assist the Town

of Caledon in creating the Coleraine West Eco-Business Park in Bolton.160 people attended the second annual Erosion and Sediment Control Field Training

Workshop.


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Through the Peel EcoSchools Project, 167 schools in the Region of Peel have been

successfully certified in the Ontario EcoSchools program this year. The Peel EcoSchools Project is managed and supported by TRCA, with funding from the Peel Climate Change Strategy.TRCA produced the Peel EcoSchools Celebration Video, which was distributed to all

certified Ontario EcoSchools in the Region of Peel. The video features a message from the Minister of Education, The Honourable Laurel Broten, as well as the Directors of Education from both school boards. A provincial version was also created and made available to schools participating in the program across Ontario.In a decision released June 2012, the Mining and Lands Commissioner upheld TRCA

policies for valleyland protection and dismissed an appeal of a TRCA permit application to build a structure located on the valley slopes at a Banbury Road residence, in Toronto. Planning and Development staff concluded review of a new French language K-12 school

proposed by the Conseil Scholaire Viamonde. The site design and LEED certified building will provide for extensive renaturalization of the adjacent Ganatsekaigon Creek valleylands and a clean storm water infiltration system that will help conserve adjacent wetland communities.TRCA agreed to assist the City of Toronto on an Impact Assessment for Scarborough

Waterfront Trail Connection, and Environmental Assessments for:Humber Bay Landform;

Amberlea Creek Erosion Control Project;

Ashbridge's Bay;

Eastern Beaches;

East Don Trail.

Tiger muskie (pike/muskellunge cross) found for first time in Toronto Harbour.

For the fifth year, TRCA staff took part in the 24hrs of Summer Solstice mountain bike relay

race at Albion Hills. The TRCA Tree Fairies managed a respectable 19th out of 99 teams in the club category. Team members issued a challenge within the development and environmental community to participate in the race and some sustainable trails initiatives. In addition to TRCA, seven teams from consulting firms participated with approximately 75 individuals.TRCA Racers tied for first place in the 2012 Oak Ridges Moraine Relay Race. TRCA

Underdogs finished in 26th place.

Report prepared by: Kathy Stranks, extension 5264Emails: [email protected] Information contact: Kathy Stranks, extension 5264Emails: [email protected], [email protected]: July 12, 2012

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RES.#A149/12 - IN THE NEWSOverview of Toronto and Region Conservation Authority activities April - June, 2012.


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Moved by: Ronald ChopowickSeconded by: Glenn Mason

IT IS RECOMMENDED THAT the summary of media coverage from April - June, 2012 be received.

CARRIEDBACKGROUNDAs per Authority direction during 2006, a report covering highlights of Toronto and Region Conservation Authority's (TRCA) news coverage for the preceding few months is provided to the Authority every few months. The stories for April - June, 2012 are as follows:

Media Coverage HighlightsA search on a news archives database (FPInfomart) for the period from April 1 to June 30 that mentioned Toronto and Region Conservation or Black Creek Pioneer Village produced 176 media hits. These results only reflect a portion of media coverage, since the database does not monitor some online media, some broadcast, smaller community papers and trade publications. The highlights are examples of noteworthy media coverage secured.

To raise awareness about Paddle the Don, media were invited once again to experience

the event first had. Media participants included: 680 News, Newstalk1010, CBC Here and Now, Discovery Channel, Don Valley Girls Bloggers, Outdoor Canada, Toronto Star and Globe and Mail. Media coverage from the Globe and Mail appeared in a half page print story with accompanying photo title “Upstream fight, but there’s hope for the fish in the Don“ on May 7 and Toronto Star column “Thrills and spills on the normally placid Don” on May 12; raised awareness about the Don River and the Paddle the Don event. Interviews on 680 News, Newstalk1010 and Rogers TV Daytime Toronto aired in the days leading up to the event. TRCA was mentioned in many print and broadcast news stories in the months of May

and June, regarding a request for the sale of a parcel of park land owned by TRCA. TRCA Media Management assisted in providing information and coordinating interviews. From the stories, TRCA’s role as on of Toronto’s largest public landowners and protector of greenspace was brought to the forefront. Media were working on very tight deadlines and were very appreciative of TRCA’s cooperation in providing information on a timely basis.Rogers Daytime Toronto filmed two segments at Black Creek Pioneer Village for its

Summer in the City episodes. The segments air on July 6, July 20, August 4, August 17 and August 31 on Rogers TV Channel 10.A tour of “birds in the city” with a TRCA expert was arranged for a Toronto Star writer

during the week leading up to the Tommy Thompson Park Spring Bird Festival. The result was a half page story “Song bird 'superhighway' runs through Toronto“on May 11.Local community media relations were the focus for the Green Home Makeover Ribbon

Cutting event held on May 16. The event drew media coverage from Rogers Daytime Peel Region, Brampton Guardian, Municipal Information Network news and eieihomes.com. Brampton Guardian also did several interviews for a full length feature story that will analyze why more homeowners are not embracing green alternatives, the reasons, the policies and the overall climate for green innovation. A story is also being submitted to Green Building and Sustainable Strategies Magazine for their Fall issue.


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Green Buildings and Sustainable Solutions Magazine published TRCA bylined article

“The Living City Campus hosts Canada’s Outdoor Photovoltaic Test Facility” on May 31.The launch of the Grow Me Instead Nursery Outreach Campaign media event was a

success. Media coverage was secured from: Omni News, Yonge Street Media, CBC Radio Metro Morning, CBC Radio Ontario Morning, CBC Radio International The Link. A tour of native/invasive plants in the GTA was also organized for a Toronto Star writer for the half page feature story “Invasive Plants Taking over Landscape“ June 18. The media coverage helped to raise awareness about choosing native plants over invasive plants.Several TRCA experts and spokesperson from Toronto Waterfront Revitalization

Corporation participated in a CBC French TV two hour special feature documentary on the "health" of the St. Lawrence River from Lake Ontario to the Gulf. Interviews and tours were coordinated over two days to showcase good examples of watershed restoration projects. Spokespeople took the crew to: waterfront habitats, Spadina wavedeck/wetland, Toronto Island wetlands and Tommy Thompson Park. The documentary is tentatively set to air in mid-November.On June 29th, a tour of Black Creek Pioneer Village was given to the TV crew from

Amaury Jr. Television Show out of Brazil. The crew made stops at tourist destinations in Toronto, Calgary and Vancouver. The show is targeted to the upper social class audience in Brazil, airing a variety of entertainment options to an audience of millions.Black Creek Historic Brewery continues to make news with two announcements this

period. A new series of historic beers available at LCBOs was announced as well as a new series of limited edition ales available only onsite. Positive reviews/stories of Black Creek Historic Beer were received from the Globe and Mail, May 1st; and The Newspaper (University of Toronto student paper), May 1st. Black Creek Historic Brewery's Pale Ale won People's Choice in the North American Pale Ale Category at the Canadian Brewing Awards 2012. Several beer bloggers including: Canadian Beer News and Great Canadian Beer Blog, also give positive reviews about the new beer.

Report prepared by: Rowena Calpito, extension 5632Email: [email protected] Information contact: Rowena Calpito, extension 5632Email: [email protected]: April 24, 2012

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RES.#A150/12 - WATERSHED COMMITTEE MINUTES


THAT Section IV items AUTH8.5.1 - AUTH8.5.3, inclusive, in regard to Watershed Committee Minutes, be received.

CARRIED


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Section IV Items AUTH8.5.1 - AUTH8.5.3DON WATERSHED REGENERATION COUNCIL

Minutes of Meeting #5/12, held on May 10, 2012HUMBER WATERSHED ALLIANCE

Minutes of Meeting #2/12, held on June 12, 2012ROUGE PARK ALLIANCE

Minutes of Meeting #2/12, held on April 20, 2012.

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RES.#A151/12 - SECTION IV - ITEMS FOR THE INFORMATION OF THE BOARD

Moved by: Glenn De BaeremaekerSeconded by: Linda Pabst

THAT Section IV item EX9.1 - Black Creek Historic Brewery contained in Executive Committee Minutes #5/12, held on July 6, 2012, be received.

CARRIED _________________________________________

ONTARIO REGULATION 166/06

RES.#A152/12 - ONTARIO REGULATION 166/06

Moved by: Richard WhiteheadSeconded by: Michael Di Biase

THAT Ontario Regulation 166/06 items EX10.1 - EX10.141, contained in Executive Committee Minutes #5/12, held on July 6, 2012, be received.

CARRIED _________________________________________

TERMINATION

ON MOTION, the meeting terminated at 11:28 a.m., on Friday, July 27, 2012.

Gerri Lynn O'ConnorChair

/ks

Brian DenneySecretary-Treasurer


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